Focussed on building out a scalable business platform by investing in team members, optimizing financial and contract manufacturing processes, proactively managing cash flow, and maturing overall capabilities.

Built out and supports the Corporate Shared Services functions for a startup medical device company that owns the IP around the breathalyzer detection of metabolites – enabling screening capabilities for COVID, cancers, and other endless possibilities. Advises CEO and Board Members on go-to-market revenue models for exclusive territorial licensing arrangements.Key results include:✔️ Implementation of NetSuite for Order to Cash, Procure to Pay and Financial processes

Promoted and assumed leadership over Application Development teams and gained executive alignment and support to integrate ongoing efforts with the Enterprise Information Architecture assets:• Enterprise Business Intelligence • Enterprise Master Data Management • Enterprise Data Governance• Enterprise Data Lake and ODS • Enterprise Integration LayerThese assets served as the foundation for teams to enable numerous enterprise initiatives, including:✔️Led and mentored team members while continuously maturing the 5 assets of the Enterprise Information Architecture and ensuring alignment and enablement of business strategy✔️Architected an Enterprise Architecture Roadmap aligning the organization on how three complex enterprise initiatives were converging: Enterprise Information Architecture, Strategic Bolt-On Capabilities, and a new NextGen ERP foundation. This roadmap served as the foundation for a broader effort with Bain to align Executives on an IT 5 year strategy.✔️Assumed and course corrected a failing Strategic Pricing Program and implemented initial DevOps capabilities across multiple teams. Successfully delivered the complex program within 11 months that was credited for enabling increased margins exceeding high expectations.✔️Led acquisition teams and blended over two years of BMC ($4.5B) master data and transactional history from disparate systems into the BFS Enterprise Information Architecture on 'Day 1'. Purchasing, Sales, and other functions were immediately enabled to drive synergies - ultimately exceeding the $175M annual savings target. ✔️Integrated BFS and BMC development teams and delivered 27+ acquisition related strategic projects.

Promoted to build out and lead teams accountable for all phases from concept through delivery of the initial assets that would become the Enterprise Information Architecture:✔️Business Intelligence (Financials, Sales, Purchasing, and Inventory Analytics)✔️Master Data Management (Customers and Suppliers)✔️Data Lake and Operational Data StoreChampioned and Matured delivery capabilities and processes with the transition from traditional waterfall delivery processes to Agile and the implementation of Jira across integrated teams.

Promoted as the IT Leader assigned to the executive Integration Management Office (IMO) accountable for delivering synergies with the Builders acquisition of ProBuild. Synergy results exceeded the $80M annual savings target. Key results included: ✔️Implemented Demand Management Organization (DMO) under authorization of the ITSC✔️Implemented IT General Controls (ITGC) compliance within 11 months and Calendar year end close✔️Managed all aspects of the Annual IT Annual Operating Plan and served as CIO right hand.✔️Assisted CIO in transforming IT service delivery models, which drove 27% reduction in FTEs✔️Increased services to business and improved morale, reducing turnover from 34% to less than 10%.✔️Drove a 32% annual reduction in support and maintenance costs✔️Led successful completion of 35+ strategic initiatives across areas of oversight.

Assisted CIO in transforming I.T. to a process focused Centers of Execution (COE) structures aligned with key executive business partners. Accountable for supporting 120+ technologies and driving applications standardization and best practices across Human Capital Management, FP&A, Accounting, Match-to-Pay, Invoice-to-Receipt, Projects, Fixed Assets, Pricing, and Tier 2 and Tier 3 applications support. Key results include:✔️Matured IT by revamping IT steering committee and leading monthly meetings on behalf of CIO.✔️Defined service catalog for newly created finance, HCM, and pricing COE structures comprised of 45+ customer-focused business analysts and process analysts.✔️Directed key aspects of software selection process targeted to replace 120+ disparate ERPs and HR information systems.✔️Standardized four project management/SDLC frameworks into single standard methodology.✔️Improved incident management, problem management, and release management processes, driving uptime availability of Oracle critical business functions to 99.9%.✔️Served as point person for both internal and external audits.✔️Drove consolidated IT annual AOP process and interim reforecasts.

Company relocated family to EMEA to lead international teams on key aspects of Global Business Transformation (GBT) program, driving $70M annual savings to company. Key outcomes included:✔️Formed and led the EMEA/APAC PMO✔️Consolidated 90% of transactional volume from numerous ERPs and applications onto the strategic Global Platform Strategy architecture on time and within budget✔️Led key aspects of of standing up a finance and accounting Shared Service Center in Budapest, Hungary and acted as the the 'In Country' liaison to ensure services were properly transitioned with supporting Service Level Agreements.

While reporting to the CFO, gained executive alignment and support for the Enterprise Integration Program (EIP) chartered to drive standardization of global business processes, implement corporate shared services, reduce support and maintenance costs, and enable significant growth from M&A activity. Key results included:✔️Led the business case development and approval of the Enterprise Integration Program (EIP)✔️Managed all phases of the EIP program which replaced 70 disparate transaction processing solutions with a single global Oracle instance and global shared services business models. Solution enabled hyper growth to over $50 Billion without having to materially expand corporate / shared servicing headcount.✔️CFO systems integration appointee for 10+ acquisitions including a $200 million acquisition of Tramp Oil, which required relocating to London for 4 months.✔️Accountable for key areas of ITGC compliance✔️Fast tracked the design of a unique customer billing solution based on supplier invoices which required a highly configurable price, fee, and tax engine.

Built boutique Oracle consulting services practice focused exclusively on Oracle implementations, managed services, business process outsourcing, application upgrades, training, and targeted custom extensions. Created Oracle Consulting practice comprised of 35+ associates, average annual billings of $15M, and client base of 20+ repeat customers. Led 10 engagements, from RFP through production delivery for key clients such as Michelin, Tracfone Wireless, Palm Beach Sherriff’s Office, World Fuel Services, EPIX Payroll, First Alliance Bank, Cigna Dental, Living.com, and Western Union. Served as early adopter of process-based engagements as opposed to module based.