The VP of Data Analytics is responsible for developing and leading the Company’s overall data science and analytics strategy to maximize the value of its data across all corporate and franchise functions. Beyond the core data science and analytics function, the VPDA will also govern and support the proper use of data and analytical models and methodologies across various decentralized teams throughout the Company.

Stewardship for redevelopment and management of the Nation's technical infrastructure, implementing and maintaining critical IT systems, researching new process and system improvement opportunities for existing equity and upcoming franchise operations. Exploit data learning to apply well-suited systems and processes that make the concept not only repeatable and profitable but also safe for the concept’s consumers and staff.

As Executive Director of Information Technology I provide guidance, solutions, and fiscal oversight to our executive, development, management, ownership, and operational team members across the organization:- Prioritize stake holders needs to provide the most appropriate resources, tools, and security for peak productivity/guest satisfaction.- Partner with all property level tech vendors to ensure maximum uptime, ease of use, and accountability.- Advocate at the brand level for continual systems improvement, sustainable roadmaps, and increased understanding of franchise needs.- Continually seek new, cost effective solutions that empower our users, improve team retention, and position Coury Hospitality as the leader for the brands we represent.

Longevity based IT leadership focused on business platform definition, technology translation, efficiencies analysis, roadmap strategy, people development, vendor oversight, tech operations workflow, reporting, hardware stack, data transformation, PCI stewardship, payment solutions, RAS/delivery, Agile project management, software development, application design, training, marketing, and branding.

General Election Winner Kansas State Election — Oversight for Ordinance Management, Code Enforcement, Zoning/Architectural Review, Business Licensing and Police Department procedures and conduct for a Class III Municipality. Implemented new standards for Police officer pay, firearms/tactical gear, vehicles, and radar systems. Coordinated w co-council to open Natl Flood Insurance program for citizens; authored a compliance workflow for existing business ordinance. In 2016 instituted information technology budget, design, and installation of new SAN and desktop Citrix deployment to protect/recover city records, store case related data such as chest-cam video, and achieve state and federal integration and DR standards. Council has fiscal stewardship for approximately $2 mm of unencumbered cash.

Co-Developed an internal SAAS for the daily non-intrusive Data Harvest, Aggregation, and Distribution Point-of-sale, food safety, customer satisfaction, geo-coded points of delivery, and back-office payroll data from multiple restaurants for analysis and performance comparison. The MBV system automatically examines this and other essential information, according to preset metrics, delivering timely and actionable business information.Daily Responsibilities Overall development project management, oversight for design, user experience, features integration, global content, and quality assurance. Mr. Wallace's office was the central point of contact for client services, training, and corporate marketing. MyBizView is a web-based Above Store Reporting community for the restaurant industry. A comprehensive ASR that visualizes data with nearly 200 reports that offer guidance to multi-unit restaurant operators, assisting in the strategic business decision-making process.

Autonomy for development methods, design, staffing, tools, and growth strategy. Product development oversight, client relations, stake-holder review, iteration negotiation, weekly stand-up, and product review. Primary design requirements liaison to President, Operations Directors, CIO, CMO, and Franchise System partners. Between 2010 and 2021 MyBizView had an uptime of 99.9771%.

Direct Report to CEO for company-wide technical operations, technology road-map, and Brand Standard technical integration. IT Department budget over-sight, project strategy, tech team growth and transformation. Direct report to company President and Chairman, primary technical liaison to Operations Directors, Franchisor CIO, and Franchise Sys. partners.

Franchise System collaboration with Pizza Hut CIO for brand technology trans-formation. Former Co-Chair for committee of eight IPHFHA members, Pizza Hut Content Experts, vendors, and the central point for review of technical initiatives directly impacting the IPHFHA system. This includes: telephony, e-commerce/-mobile, point-of-sale, credit card processing, PCI compliance, hardware, online training, digital security, technical standards, business intelligence, data warehouse and road-map.

Mayoral responsibilities include leadership for, positive relationships between, and accountability to, the elected Council of the City of Eastborough.Initiatives for the City in 2018 — Facilitation of Councils ongoing fiscal responsibility, Codes Enforcement, high Public Safety standards, enhancement of the Parks and common grounds, to continually improve the City’s aesthetic and inviting appeal.Empower City staff to focus on data capitalization, communications, and fiscal stewardship; collaborating with Council to foster process education, collaboration, drawing on their individual talents to perpetuate consistent and timely action. Most importantly working with the citizens of Eastborough to continue reaching out, engaging with each other and the City staff, to resolve differences and identify opportunity, keeping this historic area safe, friendly, and thriving for old and new families alike.

Committee Co-Chair — Hand in hand collaboration with Pizza Hut CIO for brand technology transformation. Leading committee of eight IPHFHA members, Pizza Hut Content Experts, and vendors, at the central point for review of technical initiatives directly impacting the IPHFHA system. This includes: telephony, e-commerce/mobile, point-of-sale, credit card processing, PCI compliance, hardware, online training, digital security, technical standards, business intelligence, and road-map.

Restaurant Management Company (RMC) is a 50 yr old fast-casual dining franchisee whose flagship is Yum! Brands Pizza Hut. Other concepts include KFC, Caregiver Beds, Holiday Inn, and Austin Taco. As a family run business, RMC is actively involved in the real-estate, retail, and software development markets. Operations for the company exists in 9 states and employ's nearly 5,000 individuals. Managed a variety of technical and marketing projects for training, food safety, real-estate, as well as restaurant operations at RMC. He is the primary liaison between RMC and MyBizView focusing on product implementation. Working closely with family members to incubate new business ventures and assisting in bringing these to market.

A Kansas City SBA startup specializing in graphic arts end-user training, pre-press systems integration, workflow design, new media automation and consulting. Handled over $2mm in receivables at peak. Pixeldot met the needs of Fortune 500/100 clients that included Hallmark Cards, Russell Stover Candies, American Century Investments, H+R Block, Andrews McMeel/U-Click, Quark Inc, CREO, Kodak, Adobe Systems, and Apple Computer. Sold in 2002, managed for two years to facilitate transition.Early Software Development solutions for UPS national distribution and SEC/EDGAR regulated documentation. Pixeldot redefined workflow automation development, new media systems design/integration, Information Technologies recruiting, business efficiencies analysis, and software development project management. Mr. Wallace was instrumental in aggregating systems, resources, and budgets within transformative processes, working hand-in-hand with a team of eight member team teaching other professionals to replicate their processes and methods.Company Sale late 2002, a sale of the company was negotiated with a longtime client in the packaging and frozen foods business. Print production forecasts were in decline, with changes to the US economy Hallmark and other clients began to internalize processes to reduce overhead. 90% of business relationships, certifications, and employees remained intact for several years after the sale. The integrity of the entity remains to this day.