Lead the following functions:• Service Desk and other support functions• Onboarding Command Center• IT Service Management Functions• End User Computing

Led the following functions:• Communications & Education• Strategy & Planning• Financial Management• Governance, Risk & Compliance• Project Management Office• Vendor Management Office• Business Continuity & Disaster Recovery

A global technology consulting company of 265,000 people in nearly 50 countries with revenues of €17 billion.Engagement Manager for a global insurance company with teams in the United States, Poland, and India. • Multiyear engagement delivering cloud-based AWS software development services utilizing SAFe.• Team includes about 120 Scrum Masters, Architects, Developers, and Product Owners.• Responsible for delivery of services, staffing and engagement P&L.• Assist with new business development.

Publicly traded $19 billion global engineering and manufacturing company headquartered in LondonOversaw Infrastructure & Operations for North and South America. Led a managed service team consisting of 130 employees and full-time contractors, 1,000 servers, 6,000 end users, and two data centers spread across North America. The US entity is a highly regulated, FOCI mitigated Defense Contractor subject to extensive regulations and compliance requirements. Responsible for all Information Technology in production for the Americas including ITIL functions, hardware, software and services. Integrated the America’s team into the global IT group. • Led team of 20 employees and 110 contractors• Managed a $34M budget.• Recognized by the business for quickly expanding Americas remote working capability from 2,500 to 5,500 user in response to COVID-19 pandemic. • Created first end-user walkup support centers in the United States that were adopted globally.• Led Americas team that was 42% better in incidents per user, 46% better in Major Incidents per user, 29% better in requests per user, and quicker Mean Time to Resolve for both Incidents and Requests compared to Europe despite service desk and most Major Incident resources being in Europe.• Transformed Americas I&O team to SAFe model working closely with Agile Product Teams.• $100 million savings realized over 5 years through renegotiating global contracts with four primary IT service providers; represented Americas on the global negotiation team.• Led initiative to complete the migration of a disjointed in-house IT support model to the global managed services support model for the Americas saving over a million dollars per year.• Led automation and process team to reduce average time to deploy software from 29 days to 8 days globally.• Proposed new model to support manufacturing plants that was adopted globally.

A venture capital owned manufacturing firm created from four separate companies with 17 locations and $470 million in sales.Transformed the IT (people, processes, infrastructure) of four companies into a single shared services group. Served as executive ERP sponsor and technical lead. Collaborated with divisional leaders to add value through technology and improve business processes to accommodate unique divisional requirements while maintaining common practices. • 30% budget savings realized by consolidating IT groups and networks from four companies to a shared services group and data center utilizing a mix of on-premise and cloud technologies; spearheaded the move of two existing data centers.• IT recognized as one of two departments out of eleven for overall effectiveness and identified as "leadership ready" within a companywide strategic action planning initiative.• Reduced reporting time from days to minutes through the custom development and implementation of an MS-SQL data warehouse for management and financial information.• $10.5 million (45%) reduction in inventory achieved by leading the development and implementation of custom software and processes within the material management group based on Lean (PFEP) material management methodologies.• $100,000 saved by creating focused technology teams eliminating the need for an additional hire; linked IT goals to the overall company goals.• 98% IT team retention rate achieved for more than nine years.

A $70 million snack food company with plants in Indiana and California.Responsible for all IT including strategic planning, infrastructure, software development, helpdesk and budgeting. Managed staff in Indiana and California. Developed SQL Server data warehouse with a .net interface combining information from eight disparate systems. • 80% of the manual process eliminated by automating the matching of lockbox deposits to cash receipts.• 200 annual hours of work saved for accounting by developing a .net application to replace Excel spreadsheets allowing department managers to directly enter budgets and monthly forecasts.• Reduced time by 75% required each month by developing an application to streamline complex calculation and payment of broker commissions.

A 15-person financial applications consulting and software development professional services firm. Started as a consultant implementing financial software for small to mid-sized companies and became managing partner. Set strategic direction and established a staff retention performance-based program. Initiated new financial software product lines and executed financial software and application development technical sales. Successfully brokered sale of Asovi to a larger professional services firm.

Responsible for performing financial statement audits in diverse industries.