Tapped as the Global Technology Head for the Digital Services Group as part of a global effort to restructure and transform the business with accountability over PMO and Production Support functions worldwide. Currently overseeing a global team of ~70+ outsourced resources in support of Customer Success, Enterprise PMO and IT Production Support operations aimed at driving the following:✔ ADAPTIVE: Pivoted the global organization, responsiveness and the program / project portfolio to address the new normal by enabling new ways of working and business models. ✔ INNOVATION: Collaborated with multiple startups in retail supply chain, PLM, AI and consumer behavior trending. Sponsored business process modeling and optimization, requirements, data acquisition, and organizational change management activities necessary to deploy a retail store replenishment and e-commerce fulfillment business model.Key Deliverables► Formalized Digital and IT budget then reduced it by 27% in six months► Established the Enterprise PMO & culture from scratch (hiring, vision, operating model, budget, internal relations, and methodologies) supporting agile scrum, devops, CI/CD, customer / product centric management, innovation, & traditional waterfall project management► Planned and lead large-scale initiatives focused on data, digital transformation, business transformation & enablement, IT transformation, and value creation► Built global governance models with business units and IT teams► Created operational framework for global IT support (SLAs, governance, service catalog, knowledge management, training, and continuous process improvement)► Implemented vendor management and contract management best practices

Brought in by the leading global supply chain company to lead the digital transformation and digital solutions delivery for the entire supply chain function across the Americas region (design, pre-production, sales, fulfillment, PLM, ERP, data). Led a direct team of ~30, plus a group of external resources. Managed a multi-million-dollar budget (CAPEX/OPEX) and oversaw regional infrastructure support, applications, testing, and integration as well as project management, IT service delivery, and governance. Key Deliverables ► Drove the adoption of 3D digital product design and virtual sampling which reduced the end to end cycle time between 30% to 50%► Turned around a failing ERP project► Developed a culture of project management and customer focus with agile► Collaborated with major US retailers to deploy new digital supply chain solutions ► Initiated proof of concept studies into emerging technologies like Cloud and Blockchain► Led go-live of Oracle EnterpriseOne and Dynamics 365 projects► Instituted governance models for multiple Americas business units✔ BUSINESS IMPACT: Automated manual processes and instituted metrics/KPIs and SaaS technologies for IT operations. ► Improved service quality and performance metrics with ITSM best practices ► Reduced overall IT OPEX costs by 17% and infrastructure related costs by 70%► Migrated legacy ERP and logistics systems to the Cloud (AWS, Azure)► Led build out of Americas ServiceDesk and Program, Project & Portfolio Management

After joining Lafarge in 2000, I served in hands-on development, business analysis, project management positions and in leadership roles with increasing accountability over application stack architecture, technology integration, business transformation, and global technology delivery. In 2010, the senior executive team selected me to re-invent the Enterprise Applications Group, which led the development, testing, project management/delivery, training, and support of business solutions for the entire company.Key Deliverables► Transformed the structure and culture of the Enterprise Applications Group, creating a lean, nimble organization without silos that was transparent and collaborative► Created a dynamic worldwide governance framework and established the standard for IT-as-a-Service► Optimized the global resource model by launching a new global PMO in India for cost-effective project delivery and enterprise solution (ERP, BI, EAI, Cloud) design, development, and support► Led development and integration of an entire portfolio of enterprise-class applications for operations, business intelligence, financial mgt, timekeeping, and IT services (EAI, ERP, BI, Java, Cloud, ITSM)✔ BUSINESS IMPACT: Technology transformation and solution delivery are only as good as the value they add to the business. Here are some metrics that showcase the team gains generated.► Cut data center running costs 60% by revamping the data center infrastructure► Reduced recurring costs for enterprise system upgrades by 35%► Leveraged proven ITIL framework and technologies to cut incident resolution times 40%► Increased the accuracy of development cost estimates for planning purposes to 95%► Deployed automation and SaaS tools to reduce application testing costs 25%► Established formal SDLC (Agile, Waterfall, DevOps) design and code review standards that reduced the defect rate 65%► Accelerated the release cycle for enterprise applications (ERP, BI, EAI) by 3 months

For a global building materials manufacturer, information technology demand management is a vital function impacting the company’s profitability. I transformed the perception of information technology to be efficient, responsive, and ROI-driven by directing a project portfolio of value-added solution investments. Key Deliverables:► Created the strategic technology roadmap and business cases► Aligned the vision of information technology with the corporate strategy► Managed multi-million-dollar capital and operating budgets► Established project and program management best practices► Implemented a framework for change request management► Deployed an enterprise capability for Business Intelligence and Performance Analytics✔ BUSINESS IMPACT: By engaging the CEO, executives, and operational heads to understand business needs and align information technology demand management vision with corporate strategy, I produced the following results:► Reduced the time-to-market for gypsum products in the US and Canada► Enabled the sale of product, both finished goods and work-in-progress (WIP) inventory, in a just-in-time (JIT) model► Totally transformed the perception that the business had of information technology► Business process optimization► SG&A reduction

The JD Edwards EnterpriseOne solution was the platform Lafarge used for all enterprise resource planning (ERP) initiatives. After building applications for our North American supply chain operations, I took over the application architecture duties for the entire EnterpriseOne application stack. In this capacity, I coordinated the transition from a local, on-premise team to a global resource model, leading an international team in design, application development, testing, implementation project management, and application management. ✔ SYSTEM UNIFICATION: I implemented a vision to transform EnterpriseOne into a platform that helped to unify systems from multiple divisions, as they were currently using other solutions or additional instances of the ERP to manage operations.► Instituted global standards, policies, and best practices governing the use of ERP► Drove the integration of related technologies into the ERP platform, including imaging, bar-coding, and document automation► Facilitated the on-boarding of our high-volume Ready-Mix and Aggregate product lines (40K+ daily transactions) by collaborating with Oracle to rewrite code and multi-threaded batch processes► Processes Covered: Finance (GL, AR, AP, FA), Purchasing / Procurement, Order to Cash, Manufacturing, & CRM

I advanced through business analysis, development, and financial systems management roles into project and process management positions. Each of these hands-on, business-facing roles offered a unique insight into the big picture of how technologies can (or should) impact the business.Key Deliverables:► Revamped the IT infrastructure (network, servers, application architecture) for the North American Gypsum Division► Managed the JD Edwards EnterpriseOne ERP upgrade for financial, manufacturing, procure-to-pay, and order-to-cash processes► Coordinated a strategic treasury system consolidation initiative► Led financial workflow and business process improvement projects related to ERP