Largest Verizon Premium Wireless Retailer in the U.S. with 1200 + locations in 40 states & over $2B in revenue. Verizon Agent of the Year 2015,2019,2022,2023. Acquisition of Wireless Zone in 2017. 2021/23 Top Workplace USA, Glassdoor Best Place to Work & Top 50 Best Lead Companies in USLeading IT transformation; performed assessment, developed IT strategy to create a customer focused IT organization with the services and capabilities to support a multibillion dollar business model that would scale and be nimble enough to handle rapid growthResponsible for Store Operations to ensure standard operating policies and procedures are used by Sales team. Oversight of Operational reviews to ensure attainment of inventory, efficiency and cost savings objectivesThough the combined efforts of my peers, colleagues and team members, we achieved the following thus far:Executed an infrastructure plan that included: moving to Microsoft's Azure, upgraded stores networks. Established key partnerships for security monitoring, field level support, and procurement. Reduce telephony spend by over 60% moving to an aggregator and upgrading to a VoIP solution Implemented an application platform simplification strategy implementing Microsoft's D365 for ERP, B2B, & BI. Moved to SaaS POS System, Ceridian Dayforce HCM and Mulesoft as our ESB. Have replaced over 125+ legacy systems with less than 5 core systems.Managing IT as a business by organizing and executing a plan for IT operations through a Service Now implementation. Have increased business partner transparency. Simple, value added processes in place to ensure the stability, reliability and security of our systems. Successes include a 85% first call resolution rate, 99% change accuracy rate, 99% customer satisfaction. Built a strong team of motivated professionals, improved team member engagement survey scores, emphasizing career development through personal development plans for each team member.

Helping the next generation of leaders learn about Project Management within the AU MBA Program.

Liberty Mutual Insurance – Dover, NH – Program Manager. Lead a multi-year program to reduce operating cost and increase revenue by rationalizing the legacy applications of the Commercial Insurance Underwriting portfolio. Key responsibilities include: development of the program strategy/roadmap, financials, resource/skills management, setup of program framework (PMO), and active program management driving execution and delivery of the projects. Vantiv - Cincinnati, OH – Interim SVP, Global Financial Systems/Decision Solutions. Vantiv is a provider of payment processing strategies and advanced technology solutions for businesses and financial institutions, #20 on Forbes 2013 Fastest Growing Tech Companies List. Engaged to manage the Finance, Billing and BI teams along with outsourcing partner through the implementation of an Oracle RMB package, negotiated managed services agreements and drove IT transformational efforts in organizational design, controls, and business alignment. DLA Piper - Chicago, IL – Project Manager. DLA Piper is a global law firm with 4400 lawyers in 31 countries and 77 offices. Provided virtual project management over the planning, design, execution and implementation of a Citrix XenDesktop Virtual Desktop Infrastructure (VDI) effort.

Responsible for the IT organization reporting to CFO in consultant role. Part of executive team outlining business / IT strategy, developing a project management culture, and governance framework. Focused on IT process improvement, completion of legacy system migration and departmental leadership.

• Accountable for delivering value and leading change management initiatives on a capital project portfolio of $16M for a $1.1B line of business. • Delivered revenue generating web-based applications for internal and hosted users that increased online sales for ADESA and their customers. • Created new core transactional systems for transportation and work order management that resulted in significant cost reduction and supported process standardization initiatives for operational efficiency.• Lead execution with the support of a team of 75+ IT professionals along with Nearshore and Offshore Development Centers that supported online sales and 70+ physical sites processing over $20B in financial transactions across North America.• Experienced in turnaround situations and challenged projects. Lead an 80 person team at the request of executive management on a $6M, multi-year, 40,000 hours ebusiness application development effort to an on time delivery of a hosted web-based selling platform for Toyota Financial Service, a major automotive captive finance company.• Led organization change initiative referred to as “Manage IT as a Business” in the areas of IT Governance, IT Planning, Project Portfolio Management, and Customer Relationship Management.

• Reported to the Global VP of IT with dotted line to the President Aftermarket Division of a $1.2B Tier 1 automotive parts manufacturer with primary responsibilities that included management of applications portfolio, project management, personnel and operational budget for multiple remote LOB’s. • Represented IT as member of Delco Remy OE/Aftermarket Executive Strategy Board’s and in all mergers and acquisitions.• Program managed multiple acquisitions and divestitures ranging from $200 - $400M businesses. Led IT due diligence efforts and participated in development of the transition services agreements. Developed Day 1 readiness activities, issues, and Day 2 migration plans to include the Finance, Engineering, HR and IT Infrastructure functions. Integration project budgets ranging from $3.5 to $8M over 12 – 18 month timeframes.• Managed larger strategic IT projects that included company wide rollout of PeopleSoft HR, QAD’s Mfg/Pro ERP system, Filenet for document management and workflow automation, Sterling Gentran for EDI services and Logility for advanced planning. Direct involvement entailed conducting software and vendor evaluation/selection, contract negotiations, budget, schedule, and resource requirements using PMI based project management principles.• Global experience working in Mexico and Europe. Key initiatives included responsibility for ERP implementations, startup of new manufacturing facility with scope covering physical plant IT infrastructure and application implementation of ERP, HR and EDI systems.• Participated in Global Purchasing Council with responsibility for strategy and development of a global data mart to identify material savings through analysis of supplier variations in payment terms, price and quality. Data was contained in multiple ERP’s located across several countries with a total material spend of over $400 million.

• Member of LÛCRUM’s Executive management team reporting to the CEO of a growth oriented $20M firm. • Responsible for an 80-person multi-state consulting delivery organization. This included the practice areas of Business Intelligence, eBusiness, Strategy, and Networking. In addition, Technical Recruiting, Consultant Development, Operations and the Project Management Office.• Participated in strategic planning with executive committee in preparing annual growth target and operating budgets. Company was named to INC. 500 in 1999 and 2000 based on financial performance. • Worked with all practice areas to integrate and leverage foundational components to include application development methodology, case studies, sales support information, training plans, and project management. • Initiated and lead setup of a PMO that included a PM Methodology, internal training program, standards, and use of Professional Services Automation (PSA) software for scheduling, time and expense reporting and integration with project planning.

• Report to Vice President of Inland Eastex with responsibility for IT services that include both business applications and technical services of: database, systems software, networking, and phone system. Annual IT operating budget of $8 million and staff of 26 people.• Developed strategic leasing plans for simplification of infrastructure that included 4 RS/6000’s, 16 smaller RISC machines, 400 PC users, and 5 Novell servers. Achieved main goal of lowering support requirements while enhancing stability, performance, and disaster recovery. • Managed efforts to upgrade a packaged mill-wide ERP order to cash system. Managing partnerships with hardware and software vendors, 3rd party integrators, and settling contractual agreements. Project duration was 12 month with a budget of $1.5 M.