Chief Information Officer and Vice President of ClearCARE (March 2012 - Present)Lucidity Consulting Group is a mid-tier consulting service provider with annual revenue of approximately $25M.As CIO, responsible for both internal Lucidity Consulting Group (LCG) IT operations and all ClearCare client managed services and all hosting contracts. Was brought into Lucidity to develop and mature the IT/ClearCare organization and operations, build and deploy missing IT and Operational procedures and streamline internal processes and procedures. Ownership of all LCG business applications and infrastructure including: e-mail, VPN, document management, financial system, billing system, file servers, network, servers and storage.Oversee the auditing and enforcement of all security policiesOver-all responsibility and accountability for all ClearCARE employees (25 Business and IT Professionals)Sales and Revenue and Profit and Loss for the ClearCARE business unit, which includes Application, Database and Infrastructure Managed Services, Hosting at 2 data centers, Enhancements, Service Desk and Training for 25 ClearCARE clients.Development of Proposals and Statements of Work Personalized relationships with top 10 ClearCARE clients. Willingness to travel on regular basis to work with clients to idienfiy areas of improvement for both LCG and client opportunities. Achievements include:Developed and deployed the EU Safe Harbour policies for data security and privacy. Developed an annual customer satisfaction survey, with documented customer sat improvements of 20% over two years. Introduced ITIL to the IT Staff and incrementally deployed internal and external servicesIntroduced software to improve overall operations:1. Upgrade and enhancements to Helpdesk Ticket Management System2. Added client and internal password management system3. Added a Workstation and server auditing tool for Safe Harbour compliance

Global Executive Solutions Architect – Sales and Distribution (July 2010 - March 2012)Responsible for developing and maintaining client relationships, proposals, and solution development for IBM Energy and Utility customers. Responsibilities include:Maintain a close working relationship with client executives to identify gaps and propose solutions to leverage a best of breed product portfolio.Client focus and adding value to the customer's business through Thought Leadership and technological advantageHarvesting of assets developed at customer locations. Customer relationships across operational and executive level managementWorking with IBM’s software brands as an Energy and Utility subject matter expert to develop new solutions for the utility industry. Global Executive Solutions Architect – Software Group (May 2007 – July 2010)Leader responsible for the design and development of IBM’s Energy and Utilities software offerings and for the development of IBM’s Energy and Utility Framework (SAFE). The solution scope included middleware, back-office applications, databases, customer facing tools, mobile work management, enterprise asset management, communication and industry specific applications. Responsibilities include:Collaborating with and coordinating the efforts of multiple internal hardware and software teams to enhance existing functionality to strengthen the software productsPresentations at client centric global conferencesConducted briefings at IBM briefing center and/or at client locations regarding IBM’s Framework and strategies.(SWG)

Client IT Architect (August 2005 – April 2007) Xcel Energy, Denver/ MinneapolisLeadership role for a large Energy and Utility Strategic Outsourced (SO) account with primary responsibility for the evaluation of numerous proposed solutions and provide support and advice to the Managing Director, client CIO and the account senior leadership team for technical problems and questions encountered at the SO account. Was a member of SI Critical Situation Management team, leading hardware and software critical situations on a rotational basis. Provided leadership and advice to the Client Innovation Team and led Utility Innovation tours at the customer Headquarters.

Project Architect / Technical Lead (July 2003 – July 2005) Xcel Energy, Denver/ MinneapolisProvided technical leadership during the implementation of a $150M plus Systems Integration development effort that spanned several years. Performed as the Architectural/Technical Lead for the deployment of a Customer Information System package solution replacing two legacy systems. Responsibilities included:Overall technical management and coordination of a team of 35 development resources including an off-shore team in IndiaAvailability of the production, test, development, training, performance and sandbox environments.Lead and orchestrated the issue and risk management teams, as well as daily status meetings with IBM leads and Client representatives.Major accomplishments and recognition included application stability and performance testing leadership.

IT Architect (January 2003 – July 2003)Managed the technical integration effort for a Graphical Interface solution to four legacy applications for an IBM Utility customer in Florida. The solution included point-to-point interfaces with an EAI layer utilizing WebMethods. Primary responsibilities included:RFP development for vendor proposals while maintaining the design integrity. Project schedule development and tracking,Issue, risk and project change request tracking,Work direction for customer team members for development, integration testing and final deployment of the solution.IT Architect (November 2001 – January 2003)Responsible for a Mobile Design and Estimation Solution utilizing a 3rd party package solution. Responsible for the design of the integration layer between the existing Oracle database with a new 3rd party flat-file based system. The solution design utilized IBM’s MQ Series middleware as the primary integration protocol. Created all detail design specifications for the vendor and for the back-end server modules. Worked directly with the both in-house and vendor development teams to ensure the highest quality of code was delivered. The server modules were written in JAVA and used JDBC to communicate to Oracle and JMS for communication to MQ Series. (Mapframe)IT Architect (May 2000 – March 2001)Provided IBM IT Architect leadership working with the ExoLink Corporation on a solution designed to support the electrical deregulation for a large Texas utility company. Responsibilities included:Requirements documentation and validation for the solution infrastructure as well as overseeing the installation and testing of the infrastructure configurationLeading numerous workshops during the project to ensure the customer team was involved in all aspects of the decision making and implementation plansData conversion, interface designs and custom application code oversight. (Entergy).

IT Architect – Work and Asset Management (WAMs) (April 1994 – January 2000)Lead the technical development of an IBM Work Management Solution(WAMs) developed for multiple Generation, Transmission and Distribution utility companies. The solution utilized C/C++ application code, PL/SQL triggers, and Centura’s SQL Windows coding standards. Responsibilities included:Participation in new customer engagements and the development of technical sections of Proposals and Statement of Work (SOW). These proposals included coordinating the development effort with MRO’s MAXIMO, Logica and Severn-Trent vendor packages.Provide leadership, management and oversight for the 12 WAMs projects and the teams 14 IT development specialistsStandardized deployment processes across multiple efforts. Development of estimating algorithms for performing high and low level estimates. Development of network solutions for low bandwidth environments and wireless needsIT Technical Lead (June 1993 – March 1994)Lead the design and development of a $1.2M enhancement of a proposal, contract management and pricing tool with an objective to redesign the architecture to reflect business changes, and delivering additional functionality. Worked directly with the customer’s user community to establish both business and technical requirements. Lead a team of 10 developers through the design and construction phases. Project was on time with no severity one or two defects logged during the test phases or post go-live. (ISSC)