Responsible for Strategy Deployment, Project Management, Application Development, and Infrastructure across twelve retail showrooms and three manufacturing facilities in New York, North Carolina, and Vietnam.Key Accomplishments:• Reduced overall costs by 30% through strategic system consolidation and optimization initiatives.• Increased development release cadence by 12X through Agile adoption across infrastructure and application teams.• Modernized the WAN, cutting security vulnerabilities, and costs by over 50%, and boosting performance 5X.• Unified disparate phone systems and service providers into a single optimized solution, lowering costs and increasing collaboration across all locations.Known for my ability to build high-performing teams and keep complex projects on track, I excel at aligning technology investments with business objectives. By fostering collaborative relationships across all levels of the organization, I ensure seamless execution and drive continuous improvement.With extensive experience in retail, manufacturing, and global operations, I am adept at developing and implementing technology strategies that support enterprise-wide transformation. I am passionate about leveraging the latest tools and methodologies to drive efficiency, enhance the user experience, and position organizations for long-term success.

Coached multiple support and development teams to streamline their daily work and project management best practices to provide more consistency, transparency, and predictability in response and delivery times.

Working with a global team and reporting to the NBF President and the TAKKT Management Board, I led a Digital Transformation at National Business Furniture focused on the Customer, Culture, Data, and Technology. I introduced Agile and built a team with members from all departments that learned to operate with openness and respect. Together we modernized our approach to system and process changes, developing and incorporating metrics and KPI's, enabling us to react faster and make changes based on good ideas backed up with data.Partnering with the CMO, I developed an experiment to launch a new ecommerce brand in five days. We sought volunteers and I trained the team on Design Sprint concepts. The outcome of this experiment produced a team who developed and released three new brands and websites in less than ten months.I understand the value of best practices and the need to balance change management against the "way we do it here" mindset. I developed a Lean program and in the first year at NBF, we identified and eliminated 13,000 hours of process waste and opened the culture to sharing their improvement ideas.Developed an ERP strategy and roadmap to migrate from a homegrown legacy ERP to Salesforce that was approved by senior leadership and established a change management approach that created internal support and commitment.I standardized our demand management process and created transparency to work and deliverables for all stakeholders increasing trust and commitment.Responsible for all IT functions including Project Management, Application Development, Infrastructure and Lean.I managed all IT functions and budgets including Cisco UC and network equipment, implemented SIP and reduced phone costs by over 50%, implemented cloud backups and endpoint security to increase system redundancy and protect the organization from ransomware.

I led the modernization of NBF's Ecommerce platform from a home grown legacy system to a modern SaaS model built upon Episerver B2B Commerce Cloud (formerly Insite Commerce). I fostered a culture of test and learn and built a cross organizational agile team.

Reported to company President.Responsible for business unit P&L.Led a team of Agile Coaches and Scrum Trainers that enabled and supported Agile adoption and transformation through classroom courses and on-site coaching.

Reported to the company President. Responsible for understand customer’s business needs and helping create strategic technology plans that assist in selling and delivering consulting engagements.Responsible for business unit P&L.Developed and led multiple scrum teams focused on developing custom software.Managed department leads for UX, Product Owners, QA and Development.Created centers of excellence for UX, Product Ownership, and Quality.Helped customers create strategic technology plans that aligned stakeholders development teams to common goals.

Managed teams of Developers, Product Owners and Quality Engineers.Worked closely with Clients and the Sales teams to define product roadmaps, business requirements, and structure plans and teams to deliver projects.

I led a team of 70 plus members to implement Teradata Master Data Management for Customer and Product to replace SAP MDM. The team was comprised of members from vendor partners working across multiple US and offshore locations.

I was responsible for developing business cases, budgets, and initial estimates for IT projects in the Stores division. Working closely with a Technical Solutions Architect, we would validate the project opportunity, compliance with the IT landscape, ROI, and complete the work required to plan and fund the project.

I led several projects that transitioned our Ad Set process and reduced cost and waste. Initially Ad Set process required pricing signs to be printed ahead of time and shipped to each store. The final project transitioned all printing away from the centralized model to each store, allowing them to print on demand the signs specific for their store and products.

I worked directly for the CIO to identify potential electronic sign partners and systems that would allow Kohl's to transition from paper signs to digital. The process involved multiple demo and trials, and visits to potential partner sites to evaluate both the state of their technology and the viability of their business model.

SAP ERP implementation. I worked closely with stakeholders to translate business requirements into new SAP processes and then traveled across the US training on SAP and supporting the branch offices with the transfer of contracts from Oracle to SAP.

Developed and delivered courses on TCP/IP, Windows Server and Workstations, and multiple courses focused on programming and managing Siemens building controls.

PeopleSoft implementation. Responsible for managing HR data and creating custom reports and analysis. Project Lead to deploy local access to field management and train field management on use of HR system. Supported and trained users on Ross HRIS and PeopleSoft.I was responsible for running monthly reports from the HR system and distributing them to company management. I automated the reports using SQL and VBA, reducing the time required to produce the reports from 20 days to 2 days.