Servando Technologies Inc., was founded with a commitment to amplify innovation through the power of ideas and talented individuals. We are a creative, process-oriented team with an ambition to break through the status quo and explore all potential possibilities. We are excited with the potential of combining creative ideas, innovation, and cutting-edge technologies to address real-world issues, and opportunities. We develop Bespoke SaaS solutions on Intelligent Platforms and frameworks utilizing generative artificial intelligence, machine learning, data science coupled with virtual and augmented reality.Responsible for driving digital product concepts and sales/marketing strategies supporting the design, development, investment planning, and subsequent successful exits of B-Spoke products.

VeraLogics delivers practitioner management consulting with technical and business expertise in various industries to assist you with becoming a high-performing, cost-effective, and technology-advantaged business.Developed new strategic technology & business planning frameworks and processes that infused strategic and operational planning methodologies to transform operations and drive discipline from strategy to execution.Managed Customers' international SAP managed service operations.Managed new engagements addressing CxO and IT Governance Services.Delivered CxO Services (strategic and operational IT planning), Managed Services (consolidating and enhancing SAP managed services models with on-shore and off-shore partners to increase flexible and agile resources to meet the demands of our customers), PMO and Organization Change Management Services.

$35B US oil refining, marketing, and logistics company with 42K employees (previously Tesoro, Andeavor). Managed the business of IT, directing a team to create a new Transformation Management Office (BMO/TMO) to support strategic and business planning, financial management, performance management, change & transformation management, employee engagement, idea & innovation management, and training.Created similar TMO for the VP/Controller function.Successful delivery of best-practices communication solutions supporting a $400M SAP-based commercial solution.Implemented and managed the IT Organization Change Management methodology and practice.Trained over 200 employees in the Prosci methodology.Built network of Change Management advocates to increase adoption.Boosted computer help desk employee satisfaction 50% with 5 out of 5 ratings a new IT concierge service, leading the IT group with an innovative service for end users that averaged 83 seconds per response with 98% first-time resolution rate.Established work procedures or schedules to organize daily work of administrative staff.

$11.87B producer of generic and specialty medications with offices in EU and US.Established a new Global Business Services organization to enhance planning and management processes in support of expanded European operations.Delivered the global support office; improved alignment between Corporate Business Service Functions (Finance, HR, and IT); Enhanced the financial management processes to create better visibility and drive accountability.

World's largest fast food chain with annual sales of $21B+ in 119 countries.Directed the Global Digital Alignment and Engagement IT Organization with planning, creation, and optimization of all employee websites that supported over 1 million employees globally.Led cross-functional team of 30 to manage the development of employee web technology platforms.Guided Senior Executives (VPs and Senior Directors) in a fast-tracked digital brand development process, delivering a new digital brand strategy and plan in 90 days, supporting adoption of digital solutions for mobile ordering and better consumer experience.

Directed a major transformative / organizational change management implementation of a digital social media technology and platform to improve internal connections, collaboration, and communication for 40K employees worldwide.Built and led energized team of 10 IT, HR, and Legal Staff to deliver a global solution.Collaborated with Senior VPs to define business strategies, objectives, and processes to improve employee engagement and higher individual and team performance.Built a 'CCOE - Collaboration Center of Excellence' to facilitate joint business planning and change management practices to address workforce development and employee engagement.Chaired Collaboration Committee with C-level addressing HR, Legal, Brand, Diversity & Inclusion, and IT plans.

Directed Nike's Global Brand Marketing IT Organization.Developed strategic IT and operational plans to manage value-delivery in close partnership with Business Partners.Delivered portfolio of initiatives encompassing all consumer facing and internal brand management capabilities.Developed and facilitated the Strategic IT planning processes as Chief of Staff for Brand, Product, and Marketplace (BPM) IT, a $100m dollar IT organization within Nike CIO organization.Designed and implemented a HR Talent Management Framework for identifying and creating personnel movement.Directed team of 50 managing all Digital Services and Marketing Operations for Footwear and Apparel categories.

Directed Nike's Global IT Planning.Led global planning and process teams to develop a standardized IT governance model.Designed and deployed Enterprise IT Portfolio Management Methodology.Increased synergies between Global IT Functions, Regional IT Organizations, and Internal Business Partners.Implemented an effective THINK, STUDY, PLAN-FUND, IMPLEMENT, BENEFITS planning, and governance model used across all Nike IT initiatives and Organizations.

Responsible for developing IT strategy across the US region in alignment with global business objectives.Provided IT leadership and Senior Relationship Management to the US Region Organization by developing strategic plans to meet the short and long-range objectives.Developed an internal go-to Market IT Strategy for all the Regional (US, Europe, Americas, Asia/Pacific) IT organizations.Managed staff at Nike World Headquarters, approximately 20 remote Sales & Marketing Sites, four Distribution Centers/Customer Service Centers, and over 100 Retail Sites.

Managed overall Program encompassing business management, information technology management and transition/organization development areas. Directed a team of approximately 70 people with a $26.6 million capital budget to implement Supply Chain capabilities. The Global Supply Chain initiative covered demand planning, distribution requirements planning, capacity production planning and material planning. Successfully implemented Program Management process structure to increase manageability and predictability.

Provided oversight for the information technology implementation of a new Warehouse Management solution including integration to the legacy order management system, financial systems and material handling equipment. Delivered on-budget and on-time a $20m technology budget within a $110m Program budget. Directed 6 project managers and approximately 40 information systems professionals in Oregon and Tennessee that covered technical architecture, application architecture, operations architecture, conversion, integration, testing, data administration, and warehouse management application software.

Directed IT Strategic to Execution/Operations Management. Delivered services to the business covering all business computing, technical computing and telecommunication systems and services. Designed and developed an Information Systems organization and IT capabilities that included: strategic planning, staffing, documentation, network architectures, business computing environment, technical computing environment, and telecommunication capabilities.

Directed and managed the business systems for a $200 million oscilloscope division. Increased product cost understanding by designing and developing one of the first Activity-based Costing (ABC). The system provided management with data and information to make informed decisions about product and business unit profitability. Delivered international presentations on our ABC system development at Finance conferences.Increased cost visibility for new product introductions by designing and implementing an Engineering Costing System. Linkage between the engineering and business functions provided both functional areas an understanding of each other’s objectives and goals. Increased visibility of sales forecast, contact management data and marketing data through the design and implementation of a Sales Force Automation capability supporting over 300 domestic sales people.Directed the implementation of new ERP system for a Tektronix Division.Executed integration testing program for new Bill of Materials system.