I am an experienced advisor to senior management, who has the judgment and discretion to facilitate difficult but necessary discussions, decisions, and the finesse to soothe troubled relationships with other stakeholders. An effective Data or IT Program Manager must be able to read and write proposals and contract documents more like an attorney or a procurement officer than like a technologist. If IT managers are mainly talking about products and technologies, they're largely irrelevant to the mission of their organizations. While a traditional IT Manager might be pulled into a battle over Amazon Web Services v. Microsoft Azure or Hadoop v. MongoDB, I believe that a discussion over data stewardship, canonical sources of enterprise data, and licensing terms and conditions for use of third-party data--as just three examples---are far more important to the organization than the technology it uses. I have substantial experience in big data, data analytics, business intelligence, and in applying process frameworks to reduce risk and increase efficiency. Whose stack is in use is a far less important matter.My doctoral research is grounded in the literature of Transaction Cost Economics, which describes the rationale for contracting and the benefits and risks of doing so. I've led IT outsourcing efforts, negotiated contracts for Software as a Service and Business Process Outsourcing service delivery, and focused on risk assessment, pricing, and mitigation strategies as well as internal policy and external regulatory compliance for data ownership. Addressing those areas are important in ensuring that the processes and products are sustainable and provide value and are assessed for risk and need to be addressed as part of an effective IT program.Those insights and expertise in those areas are what I bring to your organization, whether as an external business advisor or as an internal senior manager.
Listed skills include Program Management, Itil, Project Management, Process Improvement, and 16 others.
