The responsibilities of this role include managing and maintaining the mission-critical network and physical plant and its expansion including, but not limited to core network, FTTH plant, HFC plant, cable headend, telephone plant, and network systems. Establish enterprise architecture design, engineering, maintenance standards, and governance policies and ensuring compliance. Leading strategic technology planning related to the OSP to achieve business goals by prioritizing technology initiatives and coordinating the evaluation, deployment, and management of current and future technologies. Developing and overseeing disaster recovery and business continuity planning, crisis management, and emergency preparedness. Working with the business unit leaders to provide technology evaluation/assessment for major capital purchases, expansions, relocations, and mergers & acquisitions, and partnerships.

The Vice President of Corporate Development and Strategic Partnerships provides the leadership, management, and vision necessary to develop and execute the company’s growth strategy. This role is an executive level thought partner and actively collaborates on the development of strategic business plans, providing support to the CEO and Business Unit Leaders in order to drive organic and inorganic growth to expand the reach of the company’s fiber network. Responsibilities include but are not limited to setting the corporate growth strategy and curating an opportunity portfolio. This involves the identification, analysis, prioritization, cultivation, and execution of corporate business initiatives such as strategic partnerships, commercial joint ventures, civic alliances, and corporate acquisitions. This role monitors the business specific and market specific risks, looking for trends and indications which may require a diversification strategy. This includes regular evaluation and monitoring of the ImOn’s existing businesses, applicable industry sectors, the competition and the markets in which ImOn operates or may want to operate.

Executive leadership role with responsibility for building and maintaining strategic partnerships. It involved implementing joint ventures and alliances with key strategic partners and providing the point of contact for partner leaders. This position was accountable for supporting the business development efforts by integrating new partner relationships into ACT and growing the activity level of existing partnerships. This included governing the ACT – Pearson Joint Venture, ACT Aspire which grew from start-up to $35M in revenue in approximately 3 years. This effort required working directly with the JV's Board of Directors and also reporting out on a quarterly basis to ACT, Inc.’s Board of Directors. Due to a change in strategic direction, in late 2016 the decision was made to fully integrate the JV back into the parent organizations. My team led the successful integration efforts which were completed in April of 2017.

Led an approximately 250 person organization plus 50-100 contracted contingency employees. Ensured alignment with ACT corporate strategies, enterprise architecture and business unit goals. Monitored ACT Operations (Supply Chain and Logistics) processes for timeliness, efficiency, and effectiveness. Responsible for the annual planning and budgeting of operations, analyzing actual results, and providing guidance to improvement efforts. The budget was approximately $90M which we were able to reduce 12% through the application of LEAN process improvement methodologies.

Responsible for the creation of an enterprise PMO function at ACT. This included governance, processes, reporting, controls, staff development and mentoring as well as annual planning and budgeting of the organization. Project scopes ranged from IT projects, business process improvements, organizational changes, and facilities.

Responsible for overseeing operations and maintaining P&L of the organization. Open Road Technologies (ORT) had annual revenues of 6 to 8 million dollars per year. The core product consisted of custom software for the commercial tire industry.Originally the system of choice for Goodyear, Bridgestone, Cooper Oliver and Bandag. ORT transitioned to focusing on the Bridgestone Bandag franchise dealer network with software installed in over 400+ retread and commercial tire POS locations in North America and Canada. ORT was also heavily involved in the Field Force Automation arena, deploying point of sale handheld (wireless) computers for industry specific applications.

Utilized financial data, customer input, market research and competitive analysis to determine product line roadmaps across the full global portfolio and priorities. Gathered and analyzed market information and used findings to define customer facing IT product portfolio strategy. This included continual interaction with Sales and Marketing executives globally in order to monitor the impact of strategies and business environment changes. Developed long and short term strategic plans for Bridgestone information technology product efforts. Responsible for all systems provided to the dealer franchise network. This included the coordination of subsidiaries Quality Data Systems (QDS) and Open Road Technologies (ORT) to ensure integration of the dealer franchise product line.

Responsible for the day to day management of approximately 45+ Business Analysts and IT Customer Relationship Managers throughout Bridgestone. The main function of the group was to work with the customer-facing business units to develop strategic IT plans. These plans were used to drive the projects that IT resources worked on. Project Management resources were then brought to bear to ensure the business requirements were met by the project deliverables. This included continual interactions with business unit executives from the North American, European, and Asian business units as well as peer IT executives to ensure the IT capabilities would match the IT demand at both the strategic and tactical level. The portfolio included systems and products utilized on a global basis.