For WM Healthcare Solutions (Stericycle acquisition), the leader in medical (regulated) waste management:• Leading transformation of Enterprise Architecture (EA), as well as building/executing best-in-class Data and Analytics (D&A) Strategy and capabilities, to accelerate value delivery.• Collaborating with executives to set/maintain architectural direction (biz/app/data/analytics/tech/security/integration) to protect-our-investment in our recent move to new (modern) ERP systems.• Guiding D&A stakeholders (executives/citizen developers/ IT) in developing/maintaining D&A Strategy and related D&A Program Roadmaps, plus translating strategy into execution (business case, funding, and projects), to untangle hidden value, (includes AI and IoT data fabric).• Defining/Maintaining Target Architectures so systems are scalable, maintainable, secure, reliable, and extensible.• Ensuring Target Architectures are incorporated into solution implementations in SAP 4/Hana, Salesforce, Success Factors, Coupa, and other ERP systems for measurable benefit realization, (e.g., legacy system retirements).• Enhancing existing governance with principles, policies, and checklists to provide informed choice points when considering waivers (e.g., assuming more technical debt to meet time-to-market needs).• Creating/Maintaining standard artifacts to simplify cross-functional planning and execution.• Building/Maintaining Knowledge Management hubs so Stericycle IP can be understood, modified, and easily manipulated to provide clear linkages across business processes/org units.• Managing EA 3rd party providers and product vendors for best costing and service delivery.• Maturing/Maintaining Application Portfolio Management (rationalization) to simplify technology estate.• Coaching architects who reside in business units (including citizen developers), as well as IT, on best practices to provide Stericycle an empowered workforce.

• Partnered with business executives to keep a fresh/trusted set of blueprints for the current, and future state, business model enabling business-lead IT. IT’s focus & funding is aligned to CyrusOne’s strategy, objectives, and KPIs (Key Performance Indicators).• Directed portfolio management/standardization of enterprise technologies (OT, Corporate Systems, IT Tooling) to optimize spend and double the number of data centers owned/run by CyrusOne … creating a scalable enterprise.• Manager-of-Managers, created a culture of life-long learning amongst all team members by standing-up communities-of-practice, active development/succession plans, and reward/recognition practices.• Led IT Op Model refresh to move development teams into Product oriented agile delivery and operations. • Managed application teams in current-state op model to deliver new capabilities and run BAU (Business-as-Usual) maintenance. • Set a systematic approach to Innovation and R&D, (e.g., AI alert monitoring, digital twins for maintenance and repair, etc.), that delivered relevant/meaningful choice points and recommendations to keep CyrusOne in a Leader position. CIO and team members are references. Delays in final certifications in new data center construction cause ripple-effects, including the cancellation of re-platforming legacy ERP systems to modern enterprise class solutions. Received 6 months severance.

Defined HP Global Enterprise Architecture program (mission, vision, tenets), set objectives, and drove improvements that are tracked to metrics-that-matter. Partnered with executive team, business leaders, and program managers to bolster critical business initiatives. Facilitated customers, internal/external teams, and engineering teams to determine what projects move forward and in what priority order. Managed full lifecycle of complex cross-functional programs across multiple business units units. Created, communicated, and managed budgets and oversaw gaps between teams, processes, and systems. Championed and cultivated cross-team relationships to develop solutions to meet and/or exceed HP's customer needs.

Coached, Guided, and Partnered with Chief Data/Digital and Analytics Officers (CDAOs) in the execution of their strategic initiatives; running their day-to-day operations; selecting/managing vendors; and modernizing their organizations.Executed against a full range of D&A needs for a 30 CDAO portfolio: - Coached Executives - on how to have stakeholders ask/demand to become more Data-Driven via influence and vision- Equipped Client Staff - gave clients new skills by showing how to make deliverables, (models, product plans, etc.)- Refreshed Technology - architected data lake/warehouse, analytics & metadata platforms & moving to the cloud- Improved Data Models - for client's Data Lakes, Data Warehouses, and Analytic Reporting stores via workshops- Developed Advanced Analytics use cases - COVID spread forecasting, pricing elasticity, predictive maintenance, etc.- Established D&A Quality - Hands-on development of Master Data Mgmt & Data stewards process models- Stood-Up Governance - designed committees & working groups; specified deliverable formats to flow between them- Participated in client's Governance Councils - to sustained D&A value for the long haul, (beyond the easy use cases)- Created Data Science best practices - how to scale-out proof-of-concepts and leverage citizen data scientists- Defined Strategy & Roadmaps - including board of director briefings and practical roadmaps to realize the strategy- Put Analytics in Every Decision - taught data literacy to make D&A accessible/understandable to everyone- Set-Up Agile (project-to-product) - used my commercial software product management skills to go beyond Scrum- Built D&A Target Operating Model - designed and staffed job positions, workflows, deliverables, reporting structure - Ensured Proper Use (security & privacy) - created D&A policies, defined workflows and selected enabling technology

Strategic enabler of UBM’s corporate goals and objectives by designing, developing, and communicating the vision for enterprise-wide data, applications, and systems. Primary advocate for implementing data and technology as competitive advantage by promoting improved processes, modern methodologies, org design, and best practices. Established the Chief D&A Officer (CDAO) Organization. Harness the raw D&A talent dispersed across UBM with an incremental approach to building the CDAO organizational structure and accountabilities. Created playbooks to enable different pace-of-adoption of best practices and common tools across geographies and business units. Stakeholders created parochial roadmaps, while playbooks ensured unified governance, risk management, value realization and investment transparency. Unified regional divisions with a common target operating model, a single target data architecture, and common data quality and master data management programs.Rolled-out Salesforce.com globally to 2000 users. Guided definition of common global marketing processes and tooling, and process integration with Salesforce.com. Liaise to service providers to select services and products that best met company goals.

Coached executives to optimize business practices, simplify IT, and exploit data.Introduced D&A product management discipline: Empowered talent to be faster-and-better at product delivery by leveraging proven enterprise agile ways-of-working and change management approaches. D&A products tripled the velocity-of-information flow improving fact-based decision making.Refreshed business operating model to gain competitive advantage: Trained staff in new skills and technologies. Defined new workflows, organizational roles and structures, decision rights, financial authority, external partnerships and alliances. Wrote executive briefings, business strategies, roadmaps, multi-year budgets, fit/gap analysis, position papers, risk mitigation plans and resource-leveled implementation plans/budgets. Ran organizational change management initiatives. Refreshed the BI environment for a large hospital: Redesigned the data warehouse and analytic dashboards; Established governance best practices and release management; Rolled-out a SaaS (Software-as-a-Service) operational decision support system.Modernized the data warehousing environment for a County Based Health Plan: Developed actionable analytics for each department; Stood-Up Data Warehousing, BI (Business Intelligence), MDM (Master Data Management), and Data Quality/Data Steward capabilities; Established governance and release management best practices.Launched Enterprise Architecture (EA) capabilities for top-tier uniform rental services company: Created IT standards, reference architectures, reference application, integrated business/application/data/technology roadmaps; Stood-up reuse management, portfolio planning, EA value realization metrics, and the ARB (Architecture Review Board).

Selected by CIO to optimize C&W business capabilities by creating fundamental shifts in the business model. Coached and developed staff, improved business processes, deployed new leading-edge technology and rationalized IT systems. Saleable Data & Analytic Product (real estate): Educated team on Product Management and new technologies to created Software-as-a-Service (SaaS) product sold to property and lease management customers. Product enabled customers to optimize their global spend on real estate and maximize returns on their property investments. Product had one code-base using a multi-tenant design to simplify operations, reduce maintenance costs and speed delivery of new features. Salesforce.com (Global CRM) Implementation: Rolled-out 2,000 users globally. Migrated hundreds of data sources (sales staff's personal CRM data) into Salesforce.com. Also migrated and retired a dozen bespoken business unit CRM systems. Configured and customized Salesforce.com to support 5 different lines-of-business. Technology Modernization: Hybrid-Cloud migration; Single Sign-On (SSO); application rationalization and decommissioning; software asset management via network crawlers; business rules engine evaluations; test driven development using synthetic data; metadata management for both business and technical metadata.

Solved the hardest big-data and analytics problems for customers and advised on big data best practices. Answered previously unanswerable questions for clients: : For example, a well-known university re-platformed data ingestion, storage and query sources to the modern Netezza appliance to overcome multi-day long loads & queries.

Directed migration from print-centric business model and related IT systems, to new business model for social networking, contextual search, twitter and e-books. Introduced Software-as-a-Service (SaaS) products.Commerical Data & Analytic Products (publishing): As an information broker for the publishing industry Bowker sold ISBN's to publishers and used ISBN data to sell Books-In-Print. New products (data monetization) came from enriching the baseline ISBN data, (book awards, author bio, etc.). Prepared staff with new skills and methods to create the next generation of Bowker products used deep learning from entity analysis to create more meaningful search tags geared for social media and library COTS applications.Introduced advanced technologies such as digital-text content management with full-text data mining, deployed to customers via mash-ups, widgets, and SaaS.Established governance and release management best practices.

Saved $22M and reduced compliance risks by consolidating 19 separate IT platforms down to 5 with a new Data Warehouse.Established architectural standards for systems migration.Defined Global Data Management Framework.Institutionalized Data Governance worldwide. Design and deployed web-base knowledge management system for business users so they could efficiently navigate and use their new data warehouse.

Generated 100% quarter-over-quarter sales revenue increase by creating/deploying 3D-Visible Enterprise framework for linking/aligning IT to business strategy and operations. Instantiated 3D-Visible Enterprise framework into a formal written methodology. Selected modeling toolsets and guided the creation of reusable blueprints (artifacts) for Unisys Product Development Centers to use. Built reference architectures and reference implementations for linking Business (Six Sigma) to App Dev (RUP) to Platforms (technology).