I lead a team of technology professionals that designs, builds and manages semi-controlled and controlled distribution solutions to customers across the world!

Arriving in 2007, I volunteered to introduce formal lifecycle and project management processes in to the organization while managing the Applications Development Teams: C++ and Java. After 1 year of service, I was promoted from Director to Vice President and took on the additional responsibilities of managing the Siebel Development Teams and IT Project Management. In 2011, my responsibilities increased as I began to oversee the IT Technology Leads, the SHAZAM Core Development Teams (RPG and C#), the Quality Assurance Certification Teams. In 2015 I began to oversee the Enterprise Project Management Team and the Enterprise Architect Team. Throughout my tenure with the organization, I volunteered for and have led the cross-organizational team responsible for managing the overall Project Portfolio and communicating changes within the Portfolio both horizontally and vertically through the organization, ensuring that all Teams are focused on the proper priorities and that Senior Management is aware of project changes that may impact strategic initiatives. Most recently, I and several of my peers were elevated to Senior VP's and have been asked to oversee the budgeting process as well as being involved in merger and acquisition activity.

Responsible for the software development lifecycle for internal development and third party development. I managed multiple teams across multiple locations within the United States, England and India. Systems managed include back office and customer facing systems – sales planning, sales management, distribution, customer service, finance, payroll, human resources, date warehouse, business intelligence and intranet site development. Also responsible for working with the senior IT management team to set the technology direction for the organization – team includes CIO, VP of Infrastructure and AVP of Change Management.

As the Director of Applications Development, I was responsible for development teams handling mid-range (AS/400), client/server, and web development activity. Introducing several key technologies and processes in to the organization - sales integration using client sever technology, formal project management/lifecycle processes, the use of quality assurance teams, key updates to the contract management, production systems and distribution systems. Introduced formal project portfolio management by working with the Senior Management Team to identify multi-year product goals managed within a rolling 15 month technology plan.

As Partner with CSS, I was responsible for marketing the consulting services of the organization to potential clients: negotiating operating contracts, researching system needs, identifying project budgets, identifying project resources, overseeing the project lifecycle, and post implementation reviews. In addition to client responsibilities, I was also in charge of all small system development resources for Creative Software Services. This included candidate selection, interviewing, hiring, project resource management, employee development, termination - the employee lifecycle. In the six years I was with CSS this division grew from 1 person (myself) to a total of 9 technical staff.

While at this job, Teleconnect merged with SouthernNet to become Telecom*USA, and then was purchased by MCI. Initially, I held the job of Programmer, was promoted to Project Lead and then after the purchase by MCI, I was hired in to the Conference Calling Division to manage their Information Systems. This included installing and managing a Novell Network, managing the purchase and implementation of the conference bridges as well as overseeing the custom software applications used to reserve conference calls and provide billing detail.