Global leader of UL’s technology merger & acquisition and innovation organization with direct responsibility for activities that strategically guide business, people, processes and technology in support of these domains in partnership with business leaders and executive IT peers.• Mergers &Acquisitions – Responsible for leading and managing all technology activities (Infrastructure & Application) from LOI through acquisition & full integration. This includes due diligence across all technology / application domains, budgeting, integration planning and execution for all UL global M&A. (4 – 5 acquisitions per year on average). • Divestitures – Responsible for leading & managing all aspects of technology separation when divesting existing UL business lines / divisions. Primary point of interface with potential buyers on all technology topics, including due diligence, transitional services (Negotiation & Delivery). Internal leadership responsible for separation planning, budgeting and subsequent execution. • Innovation – Established an IT Innovation team which promotes evaluation and adoption of new, evolving technologies that can be leveraged to deliver business value. Accomplishments include broad adoption across multiple business groups of the Blue Prism, UI Path and Microsoft Power Platform robotic process automation (RPA) platforms generating significant efficiencies across the enterprise.

Responsible for building and leading a team of IT professionals responsible for the design, build, deployment and maintenance of business enabling technology solutions in support of UL’s global product safety testing, advisory services and software businesses. Overall responsibility for management and development of a global team of internal (23) and external (50+) business systems analysts, project managers and application development professionals. Scope included a diverse portfolio of ‘Global’ business programs and system solutions supporting diverse group business functions using a variety of application platforms and technologies. • Notable Accomplishments o Business Transformation - Global Oracle ERP ‘Procure To Pay’ – Direct accountability for leading the global transformation of UL’s enterprise procure to pay business processes, including enablement of the rationalized process on the Oracle R12 application platform. Scope included 44 UL locations globally. Responsible for all aspects of program. Including planning, budgeting, staffing, execution, stakeholder management and delivery ($4.5M budget, 38 associates). o Business Transformation - Global Oracle ERP ‘Quote To Cash’ – Establishd and managed an application architecture team, consisting of internal and external resources, responsible for partnering with key in-business subject matter experts to define the organization’s target ‘Quote To Cash’ business operating model (Based on industry best practices) and technical enablement of it via core COTS enterprise application platforms. o Software Development Lifecycle Maturity – Increased delivered project quality and predictability through institutionalized of structured SDLC methods (Waterfall & Agile SCRUM) o Team Development - TIL Foundations – Entire internal team (23 Associates) achieved ITIL Foundations certification o Team Development - PMP – 20% of team achieved Project Management Professional (PMP) certification

Responsible for defining, planning and executing large, enterprise technology programs in partnership with senior business leadership within Motorola’s Corporate Integrated Supply Chain organization. Responsible for all aspects of planning, budgeting, development, execution and delivery of global information technology programs in support of business needs. • Notable Accomplishments • Business Consolidation Led the IT consolidation of Motorola’s Energy System’s Group (ESG - $1.2B) business system’s processes, applications & team into Motorola’s Mobile Device Business and Government Electronics Business during the corporation’s exit of the energy business (23 associates). • Global Oracle ERP Instance Consolidation Program Manager of Motorola’s Global Supply Chain Oracle ERP Transformation Program ($40M, 62 associates). The objective of the program is to define and deploy a single common base of business application process and Oracle ERP system’s footprint across all 15 internal manufacturing locations. Responsible for all aspects of the program’s planning & execution. Deliverables included: o Develop business case for pilot program and secure required sponsorship & funding.o Establish fully configured Oracle ERP application environment based on the proposed business process model. This activity required facilitation of a 3 week workshop with global cross-functional, cross-business team to successfully define and configure a validated prototype of the new Oracle ERP Business Process & Application standard. The scope of this included “order to cash”, “finance”, “procure to pay”, “plan to build”, and “new product introduction” processes to support Motorola’s four major businesses.o 3rd Party Vendor Selection: Led the full RFP cycle for the evaluation and selection of a 3rd party vendor to assume a primary role in the pilot deployment of the new process standard within the Penang, Malaysia location under a ‘Fixed Bid’ agreement.

Responsible for the quality, delivery and support of Business Information Technology projects and services for a global portable energy manufacturing organization ($1.2B). Overall responsibility for the management and development of a team of business systems analysts and software development professionals (32 associates) tasked with delivering ‘Global’ business system solutions using a variety of platforms and toolsets including: Oracle ERP, QSI System 9000, WebMethods, Coldfusion, Java & ASP. • Global Oracle ERP Instance Consolidation – Program Manager of a global Oracle ERP consolidation program, Delivered on-time and under budget. Converted 5 Oracle 10.7 ERP instances across five countries (Malaysia, China, Ireland, Korea & USA) to single Oracle 11i Manufacturing and Financials instance with multi-org. Core Application base included core Oracle manufacturing and financials application modules & ClearOrbit warehouse management application. Areas of direct responsibility on this project included:o Program Planning & Budgetingo Resource Management: Developed and executed program staffing plan. o Business Process Development & Re-engineering: Led ‘As Is’ process assessment, business capability need assessment, evaluation of process re-engineering opportunities, ‘To Be’ process definition, onsite ‘Conference Room Pilot’ planning & execution. o Mentored Technical Lead: Established initial technical program plan and initiated execution of the technical track. Transitioned execution of technical track and management of technical resource base to junior project manager to execute under my guidance. • Team Development - Established a top performing business systems team (based on surveyed customer satisfaction and measured return on investment).• Internal Customer Satisfaction - Established quarterly ‘Voice of the Customer’ forum with ESG I.T. customer base. Inputs from forum drove action which significantly improved I.T. customer satisfaction.

Overall responsibility for all technology operations for the ESG Vernon Hills / Harvard manufacturing site. Scope of responsibilities including all technology infrastructure, desktop, manufacturing and financial systems. Responsible for hiring and managing a diverse team of IT professionals tasked with delivering and supporting information technology solutions at the end-user, departmental and enterprise levels. Accomplishments: • Site Relocation - IT Project Manager for relocation of ESG site in Vernon Hills, IL to site in Harvard, IL. The relocation included desktop, email, file and business systems and related peripherals. • Site Ramp Up - Delivered the required system and application process capabilities to support the ramp up of the ESG operations within the Harvard location.• Staffing - Recruited, developed and managed the ESG Harvard I.T. team. • Internal Customer Satisfaction - Maintained a customer satisfaction rating of ‘Above Average’ and greater for delivered ESG Harvard I.T. products and support services across 80%+ of the supported ESG Harvard user base for the last 2 years.