Coordinate the day to day operations and help the executive director elevate the organization strategically.

Current and former clients span a range of industries and business models, including cable television, health care, and insurance. Currently advising executive management team at CAN TV on business process improvements, including general management practices and quality improvement. Past projects include:-determining best practices in IT & Finance for New York and tri-state region hospitals, clinics, and non-profits -taking a deep dive deep into health information relational databases and evaluating business processes, -performing software security assessments and creating recommendation briefs

Manage multiple elements of the agency’s infrastructure (Human Resources, Health Informatics, Building Operations and Information Systems). • Renegotiated a lease to extremely favor GMHC which will result directly in millions in savings over the next 3 years, as well as capital improvements which will solidify the agency’s future.• Took over and reorganized two departments (Human Resources and Health Informatics) to be major sources for cultural and corporate change which will define the next phase of GMHC’s future.• Presided over the team that brought in over $500,000 in savings with a better health care plan while increasing the agency deductible but still decreasing monetary risk. This was done in an environment that had to contend with Affordable Care Act discrepancies and to reduce cost to the employee as well.• Completed a $4.5M construction project and headquarters move of 250 staff on time, on budget, and with only 6 hours total of Information Systems downtime using cutting edge technology and meticulous planning.• Innovation in Technology: won a Computerworld Honors Award for Best Use of Technology for a Community-based organization for our use of bar-coded client IDs for services (2012). This reduced the task of data collection to a savings of over 4,200 man-hours of labor, allowing resources to be allocated to providing 90,000 meals annually from 70,000, and increased revenue by 29% (over $300,000). Additionally, this same system was employed at our front desk lobby as a client security system to accommodate a Homeland Security Building regulation—allowing for both greater security for all parties, and reducing the costs of maintaining a strong security presence. All of this was possible due to a decision made early in my tenure at GMHC to create a shadow client database in SQL which nightly refreshes the main client database that feeds City, State and Federal Databases.

Procurement and Cost Control• Manage annual $5.25 million budget of complete building/administrative operations, in addition to IS• Led utility modernization and consumables cost-containment effort which has resulted in year one 15% energy savings (moved to new electricity provider), 35% agency consumables savings, with potential for far greater long-term savings• In year one, reduced overhead in operational budget by 16%, then reduced by an additional 2% in year two • Instituted plan for regular annual vendor review, resulting in higher quality services and/or lower costs, mostly in security, cleaning, and food/beverage services.• Increased donor commitments through relationship management, accounting for 2% of private funds raisedRisk Management• Led risk-management modernization effort which has resulted in year one 5% insurance savings, 65% workers compensation savings, and had the effect of reducing annual budget by over $325,000Executive Leadership• Board Advisory Committee member: Real Estate and Agency Strategic Plan• Senior Management Team member

Procurement and Cost Control• Project-managed and implemented $1,106,000 capital grant well within the confines of strict N.Y.C. Economic Development Corporation rules to produce a state-of-the-art technology infrastructure that is driving the core of our current mission: data-driven analysis and performance-based contract control/expansiono Included VoIP implementation resulting in reduced phone costs by more than 50% annually• Revamped Data Center with strategic introduction of VMWare Virtual Server and full redundancy, leading to 25% electric energy requirement reduction in year one, with a 75% reduction goal by 2011 (year 5)Information Technology Management and Best Practice Implementation• Initiated successful implementation of ITIL/COBIT practices where they existed only in the most rudimentary form• Overhauled Disaster Recovery and Emergency Scenario Planning• Modernized and standardized agency software/OS with complete software license assuranceProject Management• Brought JPACE methodology to all internal IT projects, including capital grant implementation• Utilized Agile Development methodology in software application development for maximum benefit in shortest turnaround time• Led cross-departmental team (Human Resources, Finance, and IS) in payroll-provider conversion from Ceridian to ADP, increasing current functionality, and adding capabilities needed for future internal projectsBusiness Process Integration and Enterprise Process Management• Spearheaded adoption of hybrid-SOA (Service Oriented Architecture) which allows IS, working in collaboration with programmatic departments, to develop internal applications measurably improving productivity and data accuracy with Automated Client ProcessingExecutive Leadership• Management Team member with other senior directors and managing directors guiding agency decisions

• Combined talent-acquisition skills with a hands-on approach to successful project completion, encompassing responsibility for all financial/budget decisions and sub-contractor hiring• Excellent communication skills with both the technologically-adept and technologically-inept• Frequent speaker at industry events, and writer for several magazines. Became the PEO Industry’s leader in the field of Information Technology, be it at conferences or in trade journals.• Led the company to be first to market with a scalable and OS-independent Internet payroll/HR software solution.• Managed a team of 17 Java software developers and testers working over the span of 16 months to get our solution to market ahead of powerful competitors such as ADP and Ceridian, and did so with a budget under $500,000.• Worked hands-on, as necessary, in all areas of development to meet, and beat, deadlines.• Specialized in full lifecycle management of software development, enterprise applications and Internet solutions deployment. Excelled at getting high level of production out of minimally staffed development teams, and delivering on deadline.• Created new strategies for existing businesses looking to upgrade their current IT infrastructures using thorough interviewing techniques of the client executives to determine their direction and goals; devised solutions designed to bring the IT infrastructures in line with those goals, in every budgetary environment.• Created Internet and Intranet strategies utilizing principles of HCI (Human-Computer Interaction) for maximum employee productivity, including usability and user-interface design of internal software.

Teaching Programming, User Interface Design, Usability, Multimedia, Relational Database, Statistics, and Digital Cinema. I teach everything from 100 levels in Bachelor's programs to 400 levels in the Master's programs. High teacher evaluations.

• Put real-time receivables information into the hands of the financial department, doubling the cash-flow availability for the company.• The same data integration allowed other departments to perform quasi-real-time tracking of data, the management of which directly resulted in lower dollar pay-outs in the short-term and reduced insurance premiums in the long-term; in some cases these were multimillion dollar swings. This also fostered a much sought-after “partner” environment with Unified’s insurance provider.• Brought payroll and HR function in-house: completed in thirty-three days in a business-critical environment; Hand-picked staff and outside developers in one day for the task and worked hands-on 20 hours/day until first payroll was completed in the last week of the year.• The technology capabilities and their management resulted in a Year Two and Three net savings of over $1.2 million for the company in the crucial payroll and HR function.• Worked in conjuntion with the VP of Sales to produce a hardware/software solution to the sales force’s main problem: too much paperwork which reduced time in the field. This solution reduced the time for processing clients from 7 hours to 20 minutes, and made it easier for the administrative staff to follow a streamlined procedure in new business sign-ups.• Combined all corporate data sources into one SQL database, with secure Intranet access for all departments, thus significantly improving efficiency for all administrative and financial functions.