- I felt there was a gap in my knowledge as I had never been an IT customer. This role enabled me to get firsthand experience as an IT Business Partner instead of IT Management. The experience opened my eyes on ways to better serve my business partners as their IT leader. - Performed technical software design to streamline enterprise-wide tools involving Request Management, Vulnerability Threat Management (VTM) Patching and Mobile applications on the ITSM platform ServiceNow (SaaS). - VTM project automated the OS patching of 200,000+ Windows and Linux servers on a regularly scheduled basis without manual intervention with an estimated save of $10M per year. - Product Owner on multiple agile scrum teams- Managed three other Senior Business Analyst

- Aligned business and IT goals in order to introduce both technology and business automation; resulting in a customer growth in excess of 300% without the need for additional support staff- Partnered with the operations teams to streamline their processes and procedures to improve throughput.- Successfully developed and executed the plan to expand operations into Canada through acquisition; including the integration of the Canadian systems and processes into our company standards.- Frequently presented roadmap goals to internal and external stakeholders. Met regularly with travel suppliers regarding ways to use technology to improve business.- Worked with department leaders to standardize all documentation relating to company applications, policies and procedures, problem reporting, business case creation and storage of business documentation.- Technology team maintained all company technology assets.- Introduced and enforced PCI standards to ensure the data privacy of customer credit cards within all company applications and processes. These efforts also strengthened our network security.- Developed and executed plan to transition technology tools from multiple diverse technologies down to three standards which resulted in developers being able to support more applications without single points of failure risk.- Developed and led the plan to de-integrate all hardware, software and company processes from one parent company and re-integrated them into a new parent company.- Developed and implemented plan to stabilize all applications; increased system availability from 83% to 99.6% (24x7x365 availability).Direct management of the Operations Managers responsible for Members Services, Cruise Call Center operations as well as directly managed the Technical Support call center and technology teams. Teams were located throughout the United States and in Uruguay.

- Java, JSP, ESP, JMS, JDBC, JTS, Informix SQL, Unix, SQL, WebSphere, SOX - Direct management of 16 staff members encompassing Application Developers, DBA’s, Support Analysts and Business Analysts focusing on performance and growth.- Department maintained customer facing e-commerce system focused on the selling of foreclosed homes. Additionally, we maintained internal system to track a foreclosed property through its lifecycle from acquisition to final sale. - Implemented Sarbanes-Oxley (SOX) standards into the team ensuring government compliance of processes.- Implemented new standards of development and testing that led to three key improvements:- Reduced defect rate in new code from 18% to less than 1%- System up-time percentages finally exceeded company requirements of 99.7%- Reduced the need to manually correct data from 140 changes per month to <10 per month with those remaining being a result of poor data entry by the business users. - Developed and implemented job rotation program to eliminate key points of failure.

Manager of Application Development (2000 – 2004)Supervisor of Application Development (1999 – 2000)Senior Application Developer (1996 – 1999)Consultant – Systems Analyst (1989 – 1996)- Managed various teams of Application Developers, QA Testers, System Admin’s and DBA’s ranging in size from 18 – 42 staff and managed an annual team budget of $6.1M. Performed team management and hands on software development.- Led one of the 6 teams responsible for transitioning 6 different Sprint companies and their independent systems into one enterprise-wide application and process which resulted in streamlined processes, reduced costs and increased revenue. My primary focus was materials/inventory management, technician dispatching and sales compensation systems.- Led two I.T. outsourcing initiatives and one in-sourcing initiative.- Received Laureate Award from ComputerWorld Honors program for excellence in Technology. Nomination was submitted by the Progress Software Corporation- Represented Sprints technology college recruiting program as the campus owner of Oklahoma State University and Iowa State University.

Performed systems programming consulting work for Payless Cashways and Sprint. With Payless I was asked to map and convert all data from their legacy systems into their new corporate sales and inventory system. With Sprint I was tasked with requirements gathering, designing, and building a compensation system that was more scalable, more efficient and provided better functionality.

Performed testing of a new mainframe accounting system, promoted to Programmer TraineeUndertook functions of Program Manager for large hardware/software conversion process, including project management, vendor management, business case creation, project documentation, coding, testing, implementation and support. Project converted sales data retrieval process that ran on eight independent PCs to one distributed server, including adding a fail-over process. Downtime of this application could have resulted in lost revenue of as much as $2 million per day.