𝘈 $2 𝘣𝘪𝘭𝘭𝘪𝘰𝘯 𝘪𝘯𝘥𝘦𝘱𝘦𝘯𝘥𝘦𝘯𝘵 𝘰𝘪𝘭 𝘢𝘯𝘥 𝘨𝘢𝘴 𝘤𝘰𝘮𝘱𝘢𝘯𝘺 𝘧𝘰𝘤𝘶𝘴𝘦𝘥 𝘰𝘯 𝘰𝘧𝘧𝘴𝘩𝘰𝘳𝘦 𝘦𝘹𝘱𝘭𝘰𝘳𝘢𝘵𝘪𝘰𝘯 𝘢𝘯𝘥 𝘱𝘳𝘰𝘥𝘶𝘤𝘵𝘪𝘰𝘯 𝘣𝘢𝘴𝘦𝘥 𝘰𝘯 𝘢𝘤𝘲𝘶𝘪𝘳𝘪𝘯𝘨 𝘢𝘯𝘥 𝘦𝘹𝘱𝘭𝘰𝘪𝘵𝘪𝘯𝘨 𝘢𝘴𝘴𝘦𝘵𝘴 𝘪𝘯 𝘢𝘯𝘥 𝘢𝘳𝘰𝘶𝘯𝘥 𝘵𝘩𝘦 𝘎𝘶𝘭𝘧 𝘊𝘰𝘢𝘴𝘵 𝘢𝘯𝘥 𝘎𝘶𝘭𝘧 𝘰𝘧 𝘔𝘦𝘹𝘪𝘤𝘰. Oversaw technology initiatives for the company, including internal support, infrastructure, application development and cyber security, as the company grew from 17 to 1,000 supported users in 5 offices and 30 offshore facilities. Managed a portfolio of 24 services, 160+ servers, and 2 data centers (700TB of data) with just 16 staff.• Implemented a business continuity plan that achieved 99.9% up-time in all applications and a 99.999% up-time in critical applications.• Integrated Stone Energy and Talos systems and data (ERP, unstructured data, production data, email, endpoints) with in-house staff and offshore assets, following the $2.5B merger in 2017, in just 3 months with no significant downtime. • Took control of ITGCs and completed first post-merger SOX audit with no significant deficiencies (wrote controls and trained staff). • Supported expansion to Mexico, utilizing creative techniques and navigating a different culture and legal environment to meet a 6-week start-up deadline. • Achieved an average user satisfaction of 4.8/5 by implementing an ITIL framework to better manage a large support environment. • Implemented data standardization practices, procurement and expense reporting software, and created numerous reports to aid executive management in decision-making. • Oversaw implementation of IDS (Intrusion Detection Systems), SIEM, asset tracking, internal phishing campaigns, and end user security training.

𝘛𝘩𝘪𝘴 𝘏𝘰𝘶𝘴𝘵𝘰𝘯-𝘣𝘢𝘴𝘦𝘥 𝘤𝘰𝘮𝘱𝘢𝘯𝘺 𝘴𝘱𝘦𝘤𝘪𝘢𝘭𝘪𝘻𝘦𝘴 𝘪𝘯 𝘣𝘶𝘪𝘭𝘥𝘪𝘯𝘨 𝘴𝘪𝘯𝘨𝘭𝘦 𝘧𝘢𝘮𝘪𝘭𝘺 𝘩𝘰𝘮𝘦𝘴 𝘪𝘯 𝘵𝘩𝘦 𝘮𝘦𝘵𝘳𝘰 𝘢𝘳𝘦𝘢. Served as the only full-time IT staff and oversaw all aspects of IT for the company. Focused on user support and server administration. Oversaw transformation to a fully virtualized and cloud-based business, replacing an AS/400, 6 physical servers, Citrix XenApp, 12 Windows VMs with 80TB of data. • Reduced reliance on outside IT consulting services and ultimately cut monthly consultant hours from 80 to 0, then eliminated the need for any full-time IT staff.• Improved analysis of the homebuilding timeline at an individual and global level by creating a cycle time estimator to provide metrics around scheduling (required integration of the AS/400’s DB2 database). • Captured additional data and provided/corrected input masks for data by modifying an internally-developed program built on Visual RPG. • Once fully virtualized and cloud-based, the company was poised to scale up quickly or realize cost-savings when scaling down.

Developed a Citrix environment and server infrastructure to provide outsourced IT and infrastructure hosting for small businesses and start-ups. • Established a datacenter environment for an outward-facing, multi-tenant Citrix farm. • Supported subscribed users of Citrix and server infrastructure services.

𝘍𝘪𝘳𝘮 𝘰𝘧𝘧𝘦𝘳𝘴 𝘮𝘦𝘤𝘩𝘢𝘯𝘪𝘤𝘢𝘭, 𝘦𝘭𝘦𝘤𝘵𝘳𝘪𝘤𝘢𝘭, 𝘱𝘭𝘶𝘮𝘣𝘪𝘯𝘨 𝘢𝘯𝘥 𝘐𝘛 𝘦𝘯𝘨𝘪𝘯𝘦𝘦𝘳𝘪𝘯𝘨 𝘵𝘰 𝘤𝘳𝘦𝘢𝘵𝘦 𝘦𝘯𝘦𝘳𝘨𝘺-𝘦𝘧𝘧𝘪𝘤𝘪𝘦𝘯𝘵, 𝘩𝘪𝘨𝘩-𝘱𝘦𝘳𝘧𝘰𝘳𝘮𝘢𝘯𝘤𝘦 𝘣𝘶𝘪𝘭𝘥𝘪𝘯𝘨 𝘴𝘺𝘴𝘵𝘦𝘮𝘴. • Oversaw all aspects of computer network and end-user support for 120 employees in 2 offices.

𝘊𝘰𝘮𝘱𝘢𝘯𝘺 𝘣𝘶𝘪𝘭𝘥𝘴 𝘯𝘦𝘸 𝘤𝘰𝘯𝘴𝘵𝘳𝘶𝘤𝘵𝘪𝘰𝘯 𝘴𝘪𝘯𝘨𝘭𝘦-𝘧𝘢𝘮𝘪𝘭𝘺 𝘩𝘰𝘮𝘦𝘴 𝘪𝘯 9 𝘴𝘵𝘢𝘵𝘦𝘴 (𝘛𝘟, 𝘍𝘓, 𝘒𝘠, 𝘎𝘈, 𝘐𝘕, 𝘖𝘏, 𝘕𝘊, 𝘚𝘊 𝘢𝘯𝘥 𝘛𝘕). • Managed a work order project that reduced cycle time 37% despite an 11% increase in requests and a reduction in staff from 6 to 5. • Enabled a 60% cut in staff by creating an automated workflow for the permits department.