Executive role leading core infrastructure, data center and end user services for the Refined processes and invested in culture to increase the sensitivity of poorly managed change and its impact to business results. 70% reduction in critical incidents 44% decrease in disruption hours 75% reduction in root cause analysis completion 48% reduction in the number of business services impacted by disruption.Reduced legacy system vulnerabilities in compute and end user by 94% in 11 months.Implementing enterprise replacement of distributed compute and storage solutions to resolve legacy failure risk.Increased resiliency to cyber risk through air gapped data protection strategies.Added automation for common requests increasing throughput and consistency.

Drive enabling technology solutions across client-focused journeys to enhance the customer experience, enhance organizational agility and seamlessly adapt to change.- API enable the enterprise- Establish event management and reporting framework- Data consolidation- Test Data Management & Automation

Executive role leading global teams reducing technology risk and delivering increased value from technology investments across AIG’s infrastructure services.Lead Risk and Controls organization and interface with Internal Audit to evaluate findings and enhance compliance with global policies and standards.Coordinate with peer groups across Information Technology to remediate outstanding material risks.Lead team responding to regulators and customers request for information on controls and compliance.Manage the global disaster recovery program and drive to cloud adoption for increased high availability.Oversee global software and physical Asset Management function to drive savings through efficient use of software licenses and improved capital management.Oversee global vendor management program responsible for $800M in yearly vendor spend.

After acquiring United Guaranty, I was asked by the parent organization to remain and help in building a global technology infrastructure and services organization to support core technology functions for subsidiaries of the Arch Capital Group.Developing and introducing policies and standards to cover all aspects of technology delivery and information security.Building a centralized information security function to provide shared services across the globe.Establishing common cloud capabilities and migrating infrastructure and applications from dedicated data centers to cloud.Introducing baseline information security standards and processes while maintaining delivery rate of business capability.

Leader of a 300+ person organization with an $85 million annual budget. Responsible for the technology implementation of a $60 million transformation vision to retire legacy tools, systems and processes. Delivered solutions to insurance operations resulting in a 75% improvement in operating capacity through data-driven rules-based risk analysis.Led the strategy for migrating to cloud-native technologies with a goal of reducing overall technology costs by at least 40%.Established the technical infrastructure and team capability to support a data science practice.Built an architecture program that migrated from a rigid governance structure and focus on control to a govern for value model. Responsible for all UGC facilities including our tier 4 data center. Information Security - A first-class InfoSec program as recognized by BSI with our ISO 27001 certification. Regular PEN tests demonstrate effectiveness of program and associated culture.Delivered on our strategic program to migrate to converged infrastructure and IaaS with a goal of improving our time to market statistics from weeks to minutes. A secondary objective to reduce headcount by 20% through the reduction in compute options and the simplification of the environment. Upgraded our disaster recovery facilities and tooling to support a disaster avoidance posture through active/active capability and a reduced RTO from 48 hours to 23 hours. Successfully transitioned the organization from a waterfall only methodology to Agile across the enterprise. Built the foundation for product management and business ownership of technology solutions. Leveraged lean user-centric design to improve the value of deliverables and alignment with customer and colleague needs. Leveraging minimum viable product model to ensure investments in custom developed software products meet expectations and deliver expected results at a lower overall cost point. Implemented extreme programming techniques (TDD & pair-programming).

150+ person organization responsible for delivering all custom software projects across the enterprise.Project budget encompassed $28 million allocated across business projects, IT projects and application support. Over and above core project delivery instituted best practices in project delivery to enhance quality and predictability. Standards enforcement integrated into build tooling. Formalizing code and SQL review processes. Repeatable unit test execution. Developed reusable documentation to decrease the cost and improve the consistency of future projects. Implemented detailed metrics on application support to gain insight into effectiveness of team and processes. This produced insight into weakness in the team structure and lack of follow-through on outstanding tickets and ultimately allowed for a focused initiative that resulted in a sustained 20% backlog reduction.Consolidated project management from a decentralized model into a single organization with strong standards and governance methodologies resulting in a 10% reduction of PMO staff.

Direct responsibility for $32 million infrastructure budget and 75 person staff.Initiated process improvements across infrastructure groups including patch management, capacity management, asset management and monitoring & alerting.Drove a culture change that emphasized platform ownership and customer service over rigid interpretation of roles and finger pointing - resulted in a 90% decrease in production outages.Developed infrastructure metrics that provided insight into the progress of operational initiatives and capacity potential.Established the Infrastructure Architecture role to provide oversight and guidance to technology selection and implementation.Provided organizational leadership through strategic initiatives:Storage overhaul that decreased long term storage costs by 50% and immediately made 164 TB of high-performance storage available for business growth and deferred a nearly $1mm storage purchase for 2 years.Developed a disaster recovery solution that improved our posture for supporting the organization in the event of a disaster. Decreased the time UGC would be unable to support the business operations by 24 hours, potentially saving $15 million in lost revenue at peak volume.VDI rollout to increase productivity by decreasing latency for document-centric work processes.Additionally, improved the organizations business continuity posture and remote capabilities.

At the request of Senior Management, took over leadership of the application development group covering all origination, servicing, and claims functions. The organization represented cross functional teams with a broad range of development and business analysis skills. Included in our accomplishments was the design and deployment of an Enterprise Content Management solution to decrease the reliance on human resources for document processing. Delivered a 40% increase in document throughput without a corresponding increase in human resources.

Built the Enterprise Architecture discipline and team for United Guaranty from scratch including identification of core disciplines. Went on to lead the group through enterprise and solution architectures; development and maintenance of 3-year strategic roadmaps; definition and execution of effective governance strategies; standards definition across domains including applications, business rules, information security, user interfaces, infrastructure, and end user devices.

Led a development team with core responsibility for United Guaranty B2B interfaces. Successfully doubled our number of technical leads and maintained a 95 percent retention rate after 1 year. increased the contract head count from 0 to 35 developers within 6 months by retraining staff on interview skills and setting common standards for reviewing candidates.

Initial role at AIG United Guaranty (UG) focused on technology leadership in application development. Provided input on process improvements that allowed the IT department to improve the delivery and maintenance of technical solutions to business needs. Beyond the core technical leadership, took on a mentoring role to many of the junior developers. The most measurable achievement was to migrate 19 of 25 EDI (B2B) processes to a new architecture and infrastructure. The project resulted in a decrease of our SLA for each document process by nearly 60% and met a 100% up time with no unplanned outages related to software failure.

Hired at ESPI to grow and mature their use of technology in the delivery of services to energy consumers. Responsibilities included the development of a first-class IT department heavily focused on custom application development. The role also included extending their computing platform to provide more robust environment and real-time analytics.

Successfully filled roles ranging from technical lead for Java development to software architect responsible for design of highly available distributed systems. Defined technology standards for improving the quality and maintainability of software implementations. Consistently led in the delivery of new technology, supporting a transition to component-based design with an eye to service-oriented architecture.

As Senior Software Engineer I led Flow Management's Java efforts. This included architecting software solutions for WebSphere to meet client requirements as well as internal stand-alone applications. Our work centered on Servlet, JSP and XML technologies implemented with J2EE design patterns.- Designed scalable software solutions in Java using WebSphere and Oracle.- Re-designed existing web applications to take advantage of J2EE design patterns.- Architected stand-alone applications for internal use.- Led the development of all Java related applications.- Implemented department wide standards and code reviews.- Presented new technologies and how they can be implemented to support software solutions.- Helped to optimize and maintain WebSphere on AIX.

As a Technical Project Manager for G.Triad I was relied upon to deliver technical solutions to clients as well as assist non-technical Project Managers in the delivery of their projects. I generally managed multiple projects simultaneously and always delivered on time and within budget. My technical background gave me the ability to review existing applications as well as assist in the development of new architectures. I was also called upon to identify or intelligently discuss solutions to problems as they occur rather than relying solely on a developer's experience. Following is a list of many of my responsibilities at G.Triad:- Assisted and qualify Java development.- Managed resources and communication with clients.- Defined and develop project scope and project plan.- Worked with Lead Developers to architect solutions.- Created project charters.- Assisted Client Services in presenting technical solutions to clients.- Created test scenarios and implementation plans.- Reviewed existing application code and recommend improvements where necessary.]- Administered project reviews to assure continued growth.

At Jobson Publishing I was hired to lead a development team of four people. My primary tools were Cold Fusion, JavaScript, SQL, Access and HTML. We developed applications for in-house projects and Jobson clients.-E-commerce enabled websites.-Creation of platform independent interfaces to data residing on SQL and Access databases.-Development of online search engines.-Development of online shopping carts.-Forms verification via JavaScript.-Creation of data repositories, allowing for the dual purposes of cataloguing of traditional paper publications and accessing the information via a website.-Online reporting features allowing for statistical analysis.

- Creation of in-house and client web sites.- Database design and development.- Administered a Macintosh/PC Ethernet network.- SQL administration and upkeep of hardware, DNS, e-mail.- Purchasing of new hardware and implementation of upgrades.- Development of projects such as a "Hyper-Lock" CD that give the user a virtual experience of being at the Knitting Factory for a week of performances.- Using separate audio and videoconferencing units to create virtual stage (VStage) performances, allowing musicians to perform together from any two remote locations on the globe.- Live streaming using a RealMedia server displaying nightly performances from the Knitting Factory.