Director, GSS Global Operations (2010 – 2016)Established IT Performance Metrics and Measurements Business Intelligence program for the enterprise. Developed ITIL-based KPIs to establish a basis for Continual Service Improvement initiatives.• Developed, produced and annotated monthly analyses of supplier performance based on multiple supplier data sources (BMC & ServiceNow ITSM applications, CMDB, EUC invoices, Active Directory, PeopleSoft, etc.).• Derived specific metrics for tracking service management performance and produced filtered analyses by Business Unit.• Expanded North American Metrics and Measurement program to cover the entire enterprise globally. Worked with individual Country Managers to ensure consistency of reporting and standardized processes across the enterprise.• Established automated processes for verification of Supplier SLA performance and reporting.• Developed Qlikview prototypes to define requirements for BI needs across the company’s business units.• Identified relevant data sources and defined the appropriate SQL for extraction of data.• Developed data models and ETL to integrate disparate data sources (CMDB, Finance, ITSM, EUC, etc) into customized Qlikview dashboards for Server and Storage consumption, utilization and aging, IT spend by category across Business Units, EUC device procurement and aging, and vendor Incident, Request and Change Management performance.

Established and managed the Customer Service function within the IT Outsourcing (ITO) organization and led the Business Unit Governance committee.• Provided a single point of contact for escalation of Business Unit service delivery and infrastructure project issues through the service provider's Service Delivery staff.• Developed and delivered process-based (ITIL) education to key business unit personnel.• Organized and led a cross-business unit Governance body overseeing process improvement initiatives for delivery of IT services.

Managed IT outsourcing transformation and transition activities for the Wolters Kluwer Health division.• Coordinated planning and implementation of server and application migrations from local data centers into centralized facilities.• Managed the migration from BU-specific networking infrastructure to a global, company-wide MPLS WAN architecture.• Led the Change Management initiative for the transition of EUC support from internal to outsourced, ITIL-based model.

Managed infrastructure support for all Corporate Center processes. • Directed an organization of 40 providing 24/7 Data Center operations, production control, network, database and system administration for all corporate Financial, HR, Procurement, Legal, Security, and Real Estate management systems, • Directed day-to-day management and operation of 150+ mainframe, Sun Solaris, Windows 2000, Linux and HP-UX servers in 5 data centers. • Instituted policies, processes and documentation to comply with the requirements of Sarbanes-Oxley and leveraged realized process improvements to increase reliability and availability of mission critical applications.• Consolidated data center facilities relocating 100+ Solaris & Windows 2000 servers and applications with no unexpected downtime.• Directed infrastructure requirements, design, procurement, installation, testing, and ongoing management of complex high-availability environments for all new or upgraded Financial and Corporate Center systems and applications.

Managed development team of 30 responsible for the development and support of custom modifications to the default behavior of the Oracle Financials (v10.6) integrated ERP application. • Responsible for end-to-end SDLC process for the Fixed Asset and Project Accounting modules within Oracle. • Defined and deployed formal metrics for tracking performance and identifying improvement opportunities within the development process.• Directed the team to design, develop and implement a customized Capital Leasing process.

Program Manager for 2-year effort to reengineer all of the company’s financial results processes and systems. • Recruited and organized a Program Management team to oversee day-to-day project activities.• Provided program planning, coordination, and support for 10 functional reengineering teams (e.g. Supplier Order-to-Pay, Fixed Assets, General Ledger, etc.) and their respective project management support teams.• Provided program planning, status, and issues management for executive steering committee led by the Corporate Controller and the CIO. • Project managed the implementation of a customized version of the Oracle Financials application suite to support the Process Reengineering effort. Coordinated and oversaw the efforts of 5 project managers each supporting a full life-cycle development team.• Successful reengineering effort allowed CFO to reduce headcount by well over 40% during the next 3 years.