Head Coach of the Southeastern Boys 2015 Team

Supported FTI with two clients.The first was a leading entity in the exterior building products industry, this company has been influential for over 75 years, offering a broad range of products from vinyl windows and siding to metal construction materials. They operate 11 manufacturing sites with a strong workforce of over 4,200 and maintain a significant presence with numerous supply centers, serving both the residential and commercial sectors across North America. I led an effort to utilize Palantir Foundry to design an Item Master Data application, as well as a custom Order Entry application. These applications were part of larger initiative to migrate to a profit based compensation model, and the functionality we designed allowed for improved tracking and management of landed cost and cost loads, as well improved integration between sales tickets and purchase orders for custom orders.The second was an international life sciences company at the forefront of medical innovation, offering a portfolio of dental and spinal solutions through cutting-edge devices and technologies that cater to healthcare providers and patients globally. I was the day-to-day lead for the IT workstream during the Sign-to-Close phase of a carveout transaction. Led effort to complete application portfolio discovery to drive disposition of key applications for Transition Services Agreement (TSA). Collaborated with Seller on multiple revisions to TSA, and developed and executed against a Day 1 Readiness Plan to protect against operational impact on Day 1.

Led the 30-person Enterprise Systems organization responsible for all systems which power the organization’s operations. Also provided strategic leadership for Enterprise Data and Business Services functions, ensuring seamless integration of technology systems and data-driven decision making across the organization.Led discovery efforts and orchestrated the planning and execution of a successful 12-month transition when Christmas Tree Shops (CTS) divested away from Bed, Bath and Beyond (BBBy). Developed project management and governance framework that guided migration of 80+ enterprise systems by a team of over 100+ internal developers and consultants. Built out an organization of 20+ internal professionals to ensure business support and development post transition. Effort included the build-out of a new data platform for CTS, to provide data capabilities enabling better decision making after existing BBBy solution could not be migrated due to privacy concerns. Effort also included the migration from legacy on-premise AJB payment gateway to a new Verifone cloud payment gateway.Established personalized and ongoing dialogue with each department in the business to ensure our IT organization was aware of challenges and could respond quickly to changing business demands. Partnering with Marketing and Store Ops, helped developed and take to market the “Ease the Squeeze” program in less than 2 months. This program allowed consumers to purchase a yearly membership which would save them 10% on everyday products.Built framework for Data Governance, including an enterprise data catalog and data dictionary which outlined available data sets, metrics and attributes including definitions and lineage to source. Allowing user community to discover available information, these artifacts also drove quality assurance efforts and built confidence amongst users.

Led data engineering building a Big Data platform for "Big 4" accounting firm, in order to replace 200+ disparate data marts as the single authoritative source for all data needs across the firm.Partnered with firm leadership, global Chief Data Office, and local territories to identify candidate technologies and completed research in order to provide a solution to the firm for cloud based big data technology solution.Led engineering teams in defining patterns which would accelerate data ingestion and allow CDO to quickly onboard territories onto the data platform. Upon ingestion, data was normalized to a common model to ensure it was actionable, relevant and trusted.Accelerated source systems onto Big Data Platform, delivering data capabilities which highlighted platforms potential for firm leadership. Synthesized client and financial information into a “Smart Pricing” application that enabled strategic pricing for client engagements. Consolidated client engagement data from 50 global territories to enable consistent reporting and analysis for client engagement teams and remote service delivery centers.

Led 20-person organization consisting of managers, developers and analysts who provided enterprise integration, business intelligence, and database administration services.Led multiple evolutions of J. Jill’s data & analytics capabilities, driving transformational change through strategic initiatives which increased adoption and improved decision-making at all levels. Delivered customer-focused solutions, built high-performing teams, and demonstrated strong leadership skills, and as a result was promoted from a Manager to a Director and member of Senior Leadership team. Leveraged innovative thinking and attention to detail in order to develop a highly efficient policy and procedure to conduct quarterly system access audits to ensure compliance with SOX regulations. Allowed for review cycles to be completed within 3 weeks, including sign-off by leadership, compared to 2 months during first iteration. Architected real-time integration between IBM’s Commerce on Cloud platform and legacy OMS, on-premises ERP and 3rd party vendors, capable of processing at least 10,000 orders per hour.

Delivered a 15-month Oracle ERP project on-time and within $7MM budget for J. Jill, managed all integration, data conversion, reporting, and infrastructure requirements.Upon inheriting responsibility for enterprise wide database administration, developed and execute a multi-year strategy to consolidate 50+ distinct database servers down to 10, ensuring active/passive redundancy where needed while upgrading all database software to vendor supported versions

Streamed real-time retail store traffic data from IoT sensors, and harmonized with real-time retail store sales to create a Conversion Dashboard which provided retail leadership with critical information to enable real-time decision making on high volume sales days.

Reduced batch processing time by 25% for J. Jill’s data warehouse, as part of the migration from Talbot’s data centers upon Talbot’s sale of J. Jill, which moved average system availability from 8 am to 6 am.Built Retail Report Portal, that serviced 300+ J. Jill retail stores, 20+ district managers, three regional Directors, as well as 50+ corporate users, provided financial and store performance metrics across drill-down reports and interactive dashboards.