Resilience Lead responsible for Disaster Recovery and Business Continuity at Fortive, Inc.

Recruited by the Chief Information Security Officer to the Security & Resiliency Portfolio Delivery Office (SRO PDO), charged with overseeing the design, delivery, and management of a critical Cybersecurity program. Selected to take over the SRO PDO on an interim basis and lead the search for the new PDO Director. Assumed portfolio management responsibility for Physical Security, Investigations, and Enterprise Resiliency. • Established a cybersecurity unit and directed several critical projects and programs. • Grew the SRO PDO from an initial team of 12 to more than 30, to keep pace with increasing demand.

Selected to guide the transition of IT infrastructure operations following the acquisition of Dell’s Services Division by NTT DATA (NTTD). Supervised up to 11 employees and consultants and administered a $90M budget. • Transitioned 20,000 PCs from Dell’s image to NTT DATA’s and migrated 6,000 mobile devices in 28 countries to NTT DATA’s mobile plan. Shifted all on-site support functions and 37 personnel to NTTD’s IT department. • Migrated the data, back office, LAN/WAN, and wireless networks, including VPN and internet gateways, plus all voice, call center, and audio-conferencing systems, for 32,000 users in 38 countries. • Spearheaded the migration of SharePoint, Skype for Business, email, and data/file sharing tools. • Coordinated the buildout of data and voice infrastructures at multiple new locations, including the move of 250 devices out of 3 data centers. • Led the migration of 30 non-consent customers off sold infrastructure, requiring the buildout of an internal IT infrastructure and the move of call center functions to internally hosted and cloud-based call center solutions.

Promoted to lead the Network Engineering Service Management team that was responsible for supporting multiple locations. Supervised a staff of 11 employees and consultants. Oversaw the sizing of approximately 200 projects during the roadmap planning cycle and then directing the 50 final projects selected. Projects ranged from $50,000 to $2M. Also managed an average of 5 ad hoc projects per week. Worked with customers to refine business requirements and create technical requirements. Prepared budget estimates. Responsible for all data circuit, voice services, toll free number, PRI, and POTS line provisioning. Served as the primary interface to Dell’s carriers for more than 300 sites worldwide. Administered a $135M annual budget. • Enabled $2M in annual savings by identifying strategies for reducing circuit capacities, offloading internet traffic directly to internet circuits, and working with carriers to upgrade circuits to Ethernet. • Achieved major cost savings by implementing Dynamic Multipoint Virtual Private Network (DMVPN) as a standard for smaller sites, eliminating the need for dual MPLS.

Promoted to Program Management role at one of the world's leading technology companies. Hold responsibility for all projects and programs in the Infrastructure Management-Network portfolio, including roadmap planning. Direct global technology programs with budgets of $20M or more. Oversaw programs with as many as 9 projects. Supervised project teams comprised of up to 100 Dell personnel and contractors and multiple project managers. • Led $18M end of life refresh initiative for Dell's network infrastructure. Reduced infrastructure from 33% EOL to less than 20%. Achieved all program goals in 1 year (12 months ahead of schedule).• Spearheaded a high-profile initiative to integrate and consolidate data networks from 27 companies acquired by Dell. Administered $21M budget.

Senior Project Manager (2005-present)Promoted to senior-level PM position at one of world’s leading technology companies, based on superior performance. Oversee global projects as large as $2M. Supervise project teams of up to 30 persons across US, Malaysia, China, Japan, France, and Ireland. Interview, recruit, and train personnel. Specialize in rescuing faltering or delayed projects. Evaluate and recommend new technologies.• Saved >$10M per year by eliminating need for cube relocations in call centers and by leading conversion of >16,000 personnel worldwide from Windows XP to Vista Enterprise.• Achieved $7M in annual savings and greatly improved IT security by implementing global IT security threat management system.• Improved project management capabilities and delivery success by rebuilding teams into functional units and redesigning programs to meet company requirements.• Successfully implemented Windows 7 for 26,000 PCs worldwide, and Internet Explorer 8 for 30,000 PCs worldwide, resulting in improved system reliability and security.• Currently leading major PKI redesign project, involving deployment of global PKI infrastructure project to deliver extensive cost savings.• Presently managing global migration from Symantec antivirus to McAfee antivirus, for 120,000 systems.Project Manager (2003-2005)Promoted to position involving project and program management, overseeing portfolio of security privilege-related projects. Mentored, onboarded, and supervised project managers for Project Management Office (PMO). Actively involved in annual roadmap planning and portfolio development.• Delivered $2.78M in savings by consolidating automated call distributors from 20 to 7, and improving call center work management capability 10% globally.• Increased productivity by expanding company’s available phone extensions by converting from 5-digit to 7-digit dialing plan.

Systems Engineer (1999-2003)Managed and carried out development and deployment of server-based, infrastructure, and hardware implementations, upgrades, improvements, and deployments. Planned and led projects and coordinated technical teams as Team Lead.• Increased accuracy of server and storage planning as part of senior-level forecasting team.• Improved server availability and performance by doubling storage capacity of manufacturing servers.• Facilitated startup of new manufacturing facility by building 80 servers and 50 RAID devices.