Portfolio Management of projects and programs within Health and Human Services portfolio at the State of Connecticut. Key initiatives include the Organization Change Management and System Integration components of the State’s Next Generation Medicaid Enterprise System (CT METS) program.

Founder and owner of a maritime technology start-up. Designing and implementing, nautical systems for purposes of control, navigation, communication, and situational awareness or comfort, as well as designing, configuring and implementing indoor and outdoor networks, supporting marinas and commercial marine facilities. Implementations include paid public wi-fi and private networks, all using cloud-managed enterprise-level equipment. Performing R&D on new ventures. Developing applications including a prototype of an IoT "connected yacht" device that allows mariners to monitor and manage various aspects of their boat via smartphone.

Led organization and delivered solutions supporting all aspects of Company operations. Technology product families include Insurance Product Administration, Retirement Recordkeeping, Investments, Distribution, New Business, and Enterprise Services such as ERP (SAP/Workday), Enterprise Content Management, Output Management, and Enterprise Collaboration (SharePoint).• Core Program Portfolio – Established a comprehensive program portfolio, supporting all lines of business, to manage over $30M of effort against KPIs to assure all department work is delivered successfully.• Core Optimization – Led business and IT/infrastructure outsourcing initiative that resulted in a board-level decision to transition components of IT and business operations to a managed services partner. Year-5, in steady-state with savings projected at 30-40%.• Established and managed a $20M technology investment portfolio whose purpose is to assure products maintain resiliency, technical currency and that technical debt is eliminated on an ongoing basis.• Designed Agile Workcell approach to delivering solutions with significant efficiency and quality gains. In many instances, this approach has allowed us to tackle important work that, due to limited resources, remained deprioritized for extended periods of time. Work delivered by these teams has dramatically decreased cycle-time and directly improved policy holders’ experience.• Core CI – Worked within the Core Solution Development organization to deliver a series of work efforts that increased development team productivity between 25-30%. In 2016, staff-level continuous improvement saved in excess of 10,000 hours.• Created Dev/Ops model of delivery and support for new solutions while working to assure production support in development teams is minimized in teams that support established technologies. Outcomes include more efficient use of staff, higher quality releases, and reduction of single points of dependency.

Established and led IT Customer Service, a 24x7x365 end-user computing and technology support organization, and transformed Information Technology into a more simplified, transparent, and customer friendly organization. Delivered IT Service Management & Technology Business Management (TBM).• IT Customer Service Strategy – Developed and led program to establish the IT Customer Service organization with the goal of making it easy for IT customers to request service and support.• Request Center: Employee Self Service Portal – Delivered an automated portal for service requests within MassMutual. Eliminated calls to the help-desk and reduced red-tape associated with employee requests for common services and items.• Customer Contact Center – Led work efforts to transform MassMutual’s helpdesk into a world class, 24x7x365 call center within IT, supporting employees and field staff. In 2017, this group was named “Best Contact Center” at the Contact Center World conference in London.• Service Management Transformation (ITIL) – Led multi-year, $15M program to implement technology and develop practices to transition MassMutual’s IT to ITIL standard processes. Result was automation of incident, change, request, problem and event management as well as the establishment of a comprehensive CMDB.• Service Chargeback (TBM) – direct charge for consumption model for IT services provides cost transparency based on Company use of technology. Realigned $70M from baseline IT expense to the areas in the company where the service is consumed to enhance ability to reduce waste and assure use is aligned to business value.• Technology Service Owner – Established formal holistic ownership and management of IT services, with accountability for end-to-end lifecycle of technology service delivery, e.g., technical roadmaps, operations, SLA management and financials.

Led MassMutual’s Enterprise and Solution Architecture function. • Chief Architect – Developed and extended a consistent architecture practice supporting all technology domains. Maintained sign-off authority at each SDLC gate for all architecturally significant application and infrastructure projects, assuring projects are delivered into production and perform as designed.• Service Management (ITIL & TBM) – Initial strategy and implementation of Catalog and Business Services. Established business model for IT that formed a basis for how service would be delivered, managed and accounted for financially.• Led Agent Portal (Fieldnet) Delivery Team – Delivered a completely redesigned and consolidated portal, supporting field agents and supporting staff.

Lead team of develops to create and maintain multiple Company portals including customer, producer and subsidiary websites.

Assignments Included:* Fleet Services Corp, Hartford, CT* General Electric, Fairfield, CT