I joined Unify Consulting in May of 2021 as a Practice Director in the national Project & Program Management practice.

The Chicago PMO Evolution Forum focused on select topics of interest in the PMO domain and conducts workshops and lectures for individuals in PMO leadership roles at Chicagoland organizations.

Trissential helps organizations gain sustainable competitive advantage in today’s fast-paced digital world. Our unique strategic capabilities allow us to deliver end-to-end quality solutions with leading edge expertise and best practices including:Increasing the flow of customer value through Enterprise AgilityDelivering on your business commitments through Solution DeliveryBuilding quality into your organizational DNA through Continuous QualityFind out how Trissential is The Shape of Business Improvement at www.trissential.comContact us for more information about our services at info@trissential.com▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬I joined Trissential in October 2016 to lead delivery for the management consulting practice in Illinois and Wisconsin. In this role I was responsible for the following:► Client partner for key accounts, trusted advisor for IT and business executives► Delivery assurance leader for all accounts in my region► Data analytics and data lifecycle subject matter expert and thought leader► Portfolio, program, and project management subject matter expert► PMO Advisory Council Chicagoland chair, lecturer, and facilitator► Public sector practice leader for all accounts in my region► Business development and pre-sales technical support

I joined Slalom Consulting in September 2014 as a Principal Consultant in the Information Management & Analytics Practice in Chicago. This career change has allowed me to return to a private sector consulting focus with Fortune 500 clients in northern Illinois.Principal consultants are responsible for large or complex project execution or multi-project execution with focus on exemplary quality assurance, excellent client relationships, and demonstrated thought leadership. Principals are expected to demonstrate expert capabilities in client delivery and client management. They are expected to demonstrate advanced capabilities in operations and people management. They also must be well versed in business development and practice development. Principals are part of the practice leadership team. I have been part of several notable projects during my time in this role.► Developed an IT organizational model for the CXOs at a $500 million digital media services firm. This model will serve as the underpinning of a move from a services company to a SaaS-based products and services company.► Provided implementation guidance and oversight on a $100 million banking system migration effort, specifically focused on downstream data warehousing, reporting, and advanced analytics for a $7 billion financial services company.► Conducted a data migration strategy and roadmap effort for a $12 billion global pharmaceutical company. This strategy and roadmap will provide a 3-year plan for the company to achieve significant reductions in operating cost and allow the re-branding of their IT organization with a focus on delivering world-class customer service to its business partners.► Created an operating model, business strategy, and technology roadmap for the use of the right technology in the right role at a $50 billion health insurance company. This effort resulted in an enterprise program focused on innovation best practice use of technology.

I was hired in July of 2012 as Practice Director for the Public Sector, responsible for all government and non-profit engagements and projects. In addition to practice responsibilities, I specialized in portfolio/program/project management and business management for several subject areas including government systems, large-scale system implementations, and IT organizational analyses for both public and private sector entities.► Provided account management for all public sector accounts. I also provided engagement management for each individual project across the spectrum of public sector clients.► Worked closely with business development to win new public sector business and grow business at existing public sector clients. I managed a book of business in excess of $2.5 million annually.► Partnered strategically with a large city public safety organization to improve their internal IT organizational alignment, effectiveness, and overall strategy.► Partnered strategically with a large county government to address several project needs from a workforce management project recovery to an election system review. I worked closely with the county CIO to enable his organization to achieve its goals.

I was hired in April of 2009 to manage the Application Services division. This team was responsible for the support and development on all of the business systems used by the County. These systems included JD Edwards World, KRONOS Workforce, New World Systems Public Administration, New World Systems Financials, TriMin Land Records Management, Laserfiche Rio Document Management, CRW TRAKiT Permitting & Business Licensing, and Vanguard IMS/21 Imaging. Additional systems included Kain Energy I/Net Seven Facility Management, ESRI ArcGIS, American Data ECS Medical Billing & Patient Administration, and several dozen smaller, departmental applications. This team also supported all of the web applications including the County's external website, a Microsoft SharePoint intranet, and several proprietary web-based applications written in C# and PHP.► Managed the infrastructure and all development on an IBM AS/400 platform.► Managed all development on a Windows Server 2008 R2 and SQL Server 2008 R2 platform using Visual Studio 2010 .NET.► Managed all web development on a Windows IIS and SQL Server platform using PHP and ASP.NET.► Implemented ITIL v3 for change management, incident management, and service management; created and currently chair a Change Advisory Board to approve change requests and manage the release schedule.► Implemented a System Development Lifecycle methodology and formal Project Management methodology to provide structure to our development practices.► Worked with Customer Services and Network Services to develop an IT Service Management methodology which provides our clients with a service catalog and metrics detailing IT’s success with respect to Service Level Agreements.► Administered vendor contracts and maintenance agreements with our service providers for the business systems supported by my team.

I was hired by the CEO in December of 2006 to manage the growth of the development staff in all of the rural development centers and to manage all daily operations for the portfolio of accounts. I was also chartered with developing a professional services line of business, offering information technology management solutions to new and current clients. In my time with CrossUSA, I brought stability to business operations, oversaw a 143% growth in the size and scope of the development teams, and implemented internal systems to insure quality across the portfolio of accounts.► Managed more than 100 analysts, developers, consultants, and administrative personnel in 3 locations throughout Minnesota for 12 clients.► Implemented a rigorous software development life cycle across all client development efforts and standardized the metrics used to measure our success.► Implemented ITIL v3 for information technology operations, incident management, problem management, and change management.► Launched a Customer Interaction Portal providing real-time analysis and project management data in the form of executive dashboards for each client.► Launched a Microsoft SharePoint 2007 portal for internal operations replacing a static and unused intranet.► Implemented Subversion for source control and production control for web development across all of our clients.► Engaged in negotiations to bring a new rural development center online, servicing clients in need of large teams of developers by the end of 2008, bringing the total development staff for CrossUSA to more than 100, a 156% increase in billable personnel.

I was hired in June 2006 to serve in a temporary capacity on the federal staff for Congressman James L. Oberstar (MN-8) based in the Brainerd, MN office.► Performed constituent services including extensive experience assisting individuals and organizations with Transportation & Infrastructure, Medicare/Medicaid, Social Security, Immigration, Internal Revenue Service/Taxpayer Advocacy, and Veterans Affairs issues.► Attended community events and issue-oriented meetings on behalf of the Congressional office, speaking for the Member of Congress, and facilitating dialogue with Washington legislative staff.► Coordinated events in the district for the member of Congress, producing all pre-trip memoranda, staffing of the Member of Congress during the time in the district, and producing all follow-up memoranda with action items for Washington legislative staff, committee staff, and district staff as necessary.► Handled time-sensitive requests for information on a myriad of topics utilizing the Congressional Research Service and other research tools.► Congressional district office point of contact for the constituent services database software system.► Maintenance of constituent database including private constituent information, data entry and proper filing according to federal privacy laws.

I was hired as Executive Director of the Paul Bunyan Nature Learning Center, a 100-acre nature preserve and research institution, in May of 2002. The center is a 501 (c)(3) nonprofit with a staff of eleven, grounds encompassing 4.25 miles of hiking trails, a 13-acre wetland, an interpretive center with classrooms, a research library, and an arboretum. I was chartered with developing a long-term strategic plan, increasing revenue to undertake new initiatives, locating an endowment to cover operations, obtaining foundation & government grants for new projects, and expanding membership through extensive community outreach.In my five years with the nature center, I grew revenues by 189%, increased net profits by 402%, and expanded the membership base by 271%. I created a long-term strategic plan that utilized a best practices approach for operations and emphasized the unique aspects of the organization. I located an endowment to cover the center's annual operating costs and I began a program to obtain grants for physical plant expansion and new projects. Additionally I grew the board of directors from 17 to 25 members.Because of the programs, policies, and plans I implemented during my five years there, the nature center has become a financially stable and growing enterprise. The center is heavily invested in the community and has become an integral part of natural resources education and recreation in the Brainerd Lakes area.

I joined Agiliti in October of 2000 as Chief Information Officer. I established and directed the strategic long-term goals, policies, and procedures for the information technology department. I determined the organization's long-term systems needs and hardware acquisitions to accomplish the organization's business objectives. Additionally I developed policies and procedures for operational processes in order to ensure optimization and compliance with our established standards and regulations.► Implemented the Information Technology Infrastructure Library (ITIL) framework for IT Service & Support, Software Support, and Business Continuity thereby reducing our client activation time by 26%.► Implemented several large-scale business systems including Siebel 7.5, HP OpenView Service Desk, Great Plains eEnterprise, and Cognos Impromptu BI tied together with Tivoli middleware for data synchronization.► Accelerated our development lifecycle and reduced our quality control time through a business process re-engineering effort and ITIL framework achieving a 34% reduction in time-to-market.► Internally developed a portal product called Ittrium for use in our online Customer Interaction Centers, providing real-time data on managed client solutions reducing our support call volume by 21%.► Launched Ittrium Technologies, Inc., as a subsidiary, in the document management / enterprise portal market generating $2 million in annual revenue from licensing.

I joined Computer Network Technology in March of 1997 as Vice President of Operations. I was responsible for the specification, development, implementation, support, and extension of all front office, back-office, e-business, and business intelligence applications including a Vantive Call Center system, a Siebel CRM system, a JD Edwards OneWorld ERP system, a Cognos reporting system, and all web-based applications. I specified and managed the annual operating budget for CRM and eBusiness applications. I served as the line manager for 40 client/server and web developers, business analysts, and project managers.► Performed a 2-year business process improvement program in conjunction with a large-scale ERP/CRM implementation achieving a 68% time reduction in our quarterly financial cycle.► Integrated systems and data across sales, marketing, business development, product development, manufacturing, quality, and support thereby providing a single face to the customer and increasing customer loyalty by 9%.► Developed virtual teams to foster better communication and project management reducing our time-to-market on new and enhanced products by 37%.► Managed the implementation of Siebel 7.0 for Customer Relationship Management, rolling out the application to more than 1000 personnel in 7 countries worldwide.► Managed the implementation of JDEdwards OneWorld ERP system to replace an unsupported Avalon system as part of a Y2K initiative, completing the project 7 months ahead of schedule and under budget.

I joined Environmental Information in October 1991 as Director of Business Operations. In this capacity, I was responsible for the day-to-day operations of the company encompassing all technology functions, operations personnel, production teams, and vendor management.► Created corporate databases utilizing Microsoft Access and SQL Server to produce monthly trade publications and yearly environmental services directory saving $275,000 annually in document preparation costs.► Conducted seminars for the environmental services communities in Milwaukee, Chicago, and Minneapolis to empower firms to move to online research thereby generating $200,000 in annual subscription revenues.► Developed the Envirobiz website for online subscriptions to trade publications and environmental directories generating an additional revenue stream of $350,000 annually.

I joined Coffman Memorial Union in September 1986 as a Building & Grounds Manager and was promoted to Facilities Manager in October 1988. I was responsible for all student staff in the information desk, recreation center, theater, and reservations areas. I managed daily operations of the union, handling dances, concerts, student events, weddings, and a host of other events. I hired and trained student staff and handled operations budgets.► Performed cash management functions supporting the retail portions of the student union such as the information desk, recreation center, photo studio, and post office.► Coordinated building usage for numerous, simultaneous events enabling maximum use of the facility with a minimum of congestion.► Contracted with campus police to provide security at events in addition to student staff handling ID checking and basic security services.► Provided room setups and audio/video equipment per reservations department requests.► Handled facility opening and closing procedures and managed all daily building operations.