Because of the core Danaher values, working at Danaher and ChemTreat means living in continuous improvement. It is exciting, challenging, sometimes exhausting but ultimately, very fulfilling. The wonderful part about this position is I get to have two roles.Danaher Executive IT CIO Council. This role focuses on the governance of cross-Danaher IT policies, strategy, shared services and enterprise: applications, infrastructure and security. But the most rewarding part is working with the very talented CIOs from some of the best performing operating companies at Danaher and the incredible individuals that make up Danaher’s IT organization.Director of IT/CIO, ChemTreat. This role carries responsibility across all aspects of IT from strategy to operations, at ChemTreat. I’m proud to say that during my tenure here we accomplished a true IT transformation. On the infrastructure side we transitioned to both public and private clouds, improved uptime, network capacity, security and business continuity and are currently moving toward an SD-WAN solution which will increase capacity and lower costs.On the application side we stabilized the homegrown, custom ERP, then drove investigations for and started implementations of new go-forward ERP, PLM, SDS and LIMS solutions as well as creating the master data management and consolidated-reporting frameworks defining the IT foundation required for significant growth.We renegotiated vendor contracts, driving significant cost savings, created and delivered a range of project management trainings for our business partners and instituted standard ITIL processes to improve delivery and reduce software maintenance issues and costs. We also performed IT due diligence on five acquisition targets and guided integration on those that were finalized.As with Danaher the best part about working at ChemTreat is the opportunity to execute with the top quality individuals that make up the global IT organization and the business partners.

I really enjoyed this role. Originally it was to lead IT for all systems not on the shop floor. Later I also took responsibility for the shop floor systems making the role end-to end IT with my team members being in the US, Israel, Netherlands, Ireland, Spain, India, Malaysia, Singapore.The great part of this role was the very close relationships with the business partners around the use of IT to successfully deliver the business strategy. Particularly, as we looked at ERP options for the two primary businesses in the space; Indigo, to upgrade their existing ERP system (MFGPRO) or transition to HP standard (SAP) and Scitex, to complete their transition from Oracle e-biz to HP standard (SAP).Another piece of exciting work was a revamp of the development approach which increased innovation on legacy applications and improved on-time-delivery metrics and the opportunities to work with business partners like R&D and marketing across the four business units to drive common product changes such as a point and click configuration environment for customer printing presses.

This was a fantastic role where I got to lead a group of talented architects toward standardizing the GSB IT architecture, moving toward common HP processes and solutions and looking at standardizing development processes to streamline coding and reduce support costs. I also was afforded the opportunity to mentor, train and coach GSB IT leaders and team members to ensure they built the necessary skill sets to be successful as part of the HP IT organization.

This was a great role where I got to combine my IT background and my business background working with the Inkjet Supplies manufacturing business. As a result I lead a team that created and drove adoption of a differentiated IT manufacturing architecture for high-speed final assembly lines in the US (San Diego, Corvallis and Puerto Rico) and overseas (Singapore and Ireland). This work defined a common approach that could be used anywhere in the world. I also provided strategic leadership for manufacturing IT across Hewlett Packard Inkjet Supplies and ensured the IT architecture compliance process was effectively executed across the organizations.

I moved into this role as Hewlett Packard was signigicantly downsizining and consolidating the IT organizations and the IT assets of the company. HP consolidated 85 large data centers and hundreds of smaller sites down to 6, moved from 700 data warehouses down to under 100 and retired 1000s of software assets. I worked primarily with team members in the US, France, Switzerland and the Netherlands. My responsibilities included ensuring assets had a complete disposition path, that the critical functionality of each asset in the global Sales and Marketing organization was maintaned with movement to the enterprise data warehouse and as a member of the management team, right-sizing the organization by determining the roles, skill sets and individuals necessary to optimally staff the organization going forward.

My primary focus in this role was the Global Business Management Platform Architecture which focused on Short-term Business Planning, Long-term Business Planning and Business Performance Reporting areas for Hewlett Packard Imaging and Printing organization. Because of the nature of the role I was also responsible to ensure IT work being done in the space was aligned with HP's enterprise architecture and practices.Included team members in the US, France, Switzerland.

While I did manage mostly Essbase databases, and some Oracle databases, the role was primarily project and program management in the Imaging and Printing Supplies finance and marketing organizations. Along with team members in the US, Puerto Rico, Ireland, Singapore I:• Drove creation of an application to plan and track project resource estimates and actual expenditures for R&D and prototype manufacturing.• Prototyped an automated activity based costing system in the Inkjet Supplies Printer Group Finance, Prototype Manufacturing and R&D organizations.• Extended the forecasting pen cost and cost of sales models to include headcount and revenue.• Extended the long-term Marketing supplies forecasting model to integrate with the upstream printer installed-base model and the downstream financial forecast model.

After 8 months as a consultant Hewlett-Packard decided to bring me on as a full-time employee to manage this complex and critical program transforming the finance organization's global actuals tracking and monthly close process. Once that was complete the process had to be extended to include forecasting. I had team members (mostly financial analysts) in the US, Puerto Rico, Ireland, SingaporeFor the program to be successful we had to:• Gain worldwide alignment for process flows and reporting needs.• Research software options and make final choice (Essbase)• Identify contractors, solicit bids and manage contractor relationships.• Implement Actuals and Forecast databases as OLAP cubes (Essbase).• Create and deliver onsite user trainings in Ireland, Singapore, San Diego, Corvallis and Vancouver

I was hired as a consultant to look at the existing manufacturing actuals data gathering and monthly financial close process for Hewlett Packard Inkjet Supplies Printer Group. The process was run with hundreds of spreadsheets linked together globally and would fail multiple times each month during the close process.I had team members (mostly financial analysts) in the US, Puerto Rico, Ireland, Singapore

I managed projects to create technical documentation, technical translations and marketing material for a variety of US and international clients. This was my first role overseeing international team members in multiple countries as we executed the projects sucessfully together.

I was brought in as a consultant to design and develop an enterprise data repository fed by a shared database environment for a statewide information system which supported the management information needs of law enforcement, officer training centers, and correctional agencies throughout the state of Florida, as well as the strategic planning needs of the regulating body for those agencies.Working with the people at FDLE was amazing. The commitment of these ex-lawenforcement officers and staff to doing the right thing for the state of Florida and for law enforcement officers around the state was inspiring.