• Provide strategic consultation to the executive team in all technology matters• Serve as HIPAA Security Officer, and lead several certification efforts, including HITRUST; also lead other IT security efforts such as penetration testing, cybersecurity awareness training, and development of Information Security Management Policies (ISMP), etc.• Pursuing CISM (Certified Information Security Manager) certification• Oversee IT infrastructure planning and upgrades• Implementing various cloud initiatives, including DRaaS (Disaster Recovery as a Service)• Participate in new client RFI, RFP and various other business initiatives• Provide technology guidance for start-up of new businesses• Lead the development and execution of the IT budget process, including lease vs. buy programs• Negotiate supplier contracts, and manage supplier relationships such as with the MSP (Managed Services Provider)• Currently implementing EDI (Electronic Data Interchange) in the healthcare industry

• Oversee the IT Strategic Plan involving Software Development, Infrastructure, QA, and Production Management (500+ IT employees); report to the CIO and Senior Vice Presidents weekly, also assist in roll-up communications to the CEO and Executive Team• Responsible for the Service Delivery Management (SDM) team within Infrastructure; basically a Project Management team within IT Infrastructure overseeing ~75 subprojects involving 200+ employees• Migrated the IT Strategic Plan into the Atlassian Jira/Align tools so that IT can better align with the business Book of Work (BoW) initiatives in 2023

• Direct day-to-day Operations for all IT Infrastructure within PKC Group, North America (NA)• Focused on technology renewal in our Michigan (HQ), San Antonio, TX and Mexico data centers• Established Technology Roadmap for all of PKC NA with 3-year outlook• Established 36 month “PC Renewal” program for PKC’s 14,000+ employees• Implementing ITIL 2011 Edition for IT Operations and Customer Service• Led Proof of Concept (POC) for Oracle HCM Cloud implementation in Mexico• Implementing cloud backup strategy and evaluating VDI (Virtual Desktop Infrastructure)• Institutionalizing PMBOK (Project Management Body Of Knowledge) throughout organization

• Report directly to the CEO• Involved in businesses which install robotics, conveyors, AS/RS (Automated Storage and Retrieval Systems) and other equipment into factories and warehouses with project budgets of $25,000,000+ USD• Responsible for IT, Engineering, and 24x7 Customer Service teams in the U.S. and Europe• Also responsible for all Project Management, Controls Engineering (PLC), 3-D Simulation, and R&D• Led IT to Agile/Scrum Level 3 maturity within two (2) years; implemented Kanban in Engineering• Implemented several ITIL processes; namely a completely new Customer Service Desk, Incident Management, Service Request Fulfillment, Knowledge Management, and a completely new SLA (Service Level Agreement) thus improving customer satisfaction to better than 96%• Introduced the ITW Innovation Framework to management and facilitated business readiness review

• Reported directly to VP of Engineering• Responsible for leading Agile/Scrum software development teams (50+) supporting the U.S. Navy• Focus was on afloat and ashore web-based Java maintenance management systems (MMS) used on some of the most sophisticated and complex naval vessels in the world• Also supported such organizations as NOAA, the U.S. Marine Corp., Army Corp. of Engineers, and other government and commercial organizations all over the world• Rolls-Royce uses a global multisource Shared Services business model with both onshore and offshore sourcing in multiple locations in the U.S.A., U.K. and Norway• Daily responsibilities involved interfacing with external partners such as Microsoft and HP; in fact, we were a Microsoft Certified Partner

• Worked directly with the CEO and COO to develop an overall business strategy• IT strategic priorities included: new/redesigned web site, “CRM 2.0” utilizing cloud-based Microsoft Dynamics CRM SaaS, Marketing automation for Call Center end-users, business analytics, and more …• In first year identified IT benefits of more than $25 million for this midsize 250+ employee company• Migrated ALL IT Development and Operations (DevOps) into the cloud by evaluating and selecting external service providers such as Microsoft and other third party partners thus reducing IT costs 67%• Work included outsourcing to India, and interfacing with other external partners and joint ventures• Implemented operational stability and Disaster Recovery (DR) processes first time in company history

• Responsible for all Enterprise Architecture (EA), systems development, program management, and operational support for systems used at the City of Miami• Routinely interfaced with elected officials such as Police, Fire Chief, and officials in Mayor’s office, etc.• Key initiatives included: Unisys mainframe re-platform to Microsoft/.NET, Oracle ERP implementation, custom .NET Land Management development projects, ESRI GIS upgrades, SOA (Services Oriented Architecture), Web Services, and implementation of a Microsoft BizTalk ESB (Enterprise Service Bus)• Implemented both the PMBOK and Agile/Scrum project management disciplines• Implemented several ITIL processes; Change Management and Service Level Management (SLA’s)• Responsible for evaluating and selecting service providers, negotiating contracts, vendor engagement, vendor management, and interfacing with key external partners such as Unisys, Oracle, and Microsoft

• Responsible for overall leadership of the Project Management Office (PMO) overseeing a portfolio of ~300-500 concurrent projects and programs• Interfaced regularly with shared services CIO and elected political officials such as the State Attorney, Public Defender, Board of County Commissioners, Sheriff, Tax Collector, and the Courts, etc.• Facilitator of the Senior Leadership Team through the Gartner Enterprise Architecture (EA) and strategic planning processes• Implemented a decentralized enterprise-wide ARB (Architecture Review Board) which provided frameworks and a Federated Governance Model to oversee compliance with the IT strategy• Program Manager for the largest effort in the IT portfolio which was a $20,000,000 custom Java Consolidated Justice Information System (CJIS) development effort overseeing fifty-plus (50+) Analysts, Development, QA and Operations personnel• Highly involved in build vs. buy analysis, as well as business case development, RFI, RFP, SOW, and contract negotiation processes leading to vendor engagement, vendor management, and interfacing with external partners and service providers such as IBM and CA (Computer Associates)

• Formerly CP Ships• Focus was on providing project management expertise to management and various project managers who were decentralized all over the world in the U.S.A., U.K., Canada, Mexico, Australia, and South America• Program delivery was accomplished by leveraging a multi-sourcing strategy, including onsite, offshoring, and outsourcing to India• Directly responsible for leading the implementation of Agile/RUP (Rational Unified Process), and enterprise portfolio management (using Microsoft Project Server) to provide better communications and visibility to the CIO and other key stakeholders

• Formerly MCI/WorldCom• Tampa IT organization employed more than 500 employees• Designated by the CIO as the single IT liaison to the VP Leadership Board responsible for developing new strategies for revenue growth and profitability resulting in more than $100 million in new sales• Primary focus was on supporting more than 5,000 Sales, Marketing, and Customer Service employees• Directed an IT organization responsible for all CRM (Customer Relationship Management) and Business Intelligence (BI) systems, including the enterprise Data Warehouse• Responsibilities also included vendor management, and interfacing with external partners such as PeopleSoft, Compaq and Oracle; in fact renegotiated the Oracle contract resulting in $1 million in savings in 2000 and greater than $2.1 million over three years, with savings thereafter greater than $650,000/year

• Directed IT organizations of more than 100 employees• Created PMO with responsibility for oversight and execution of a $22,000,000 IT architecture “Renewal” strategy designed to create a more responsive, business-linked, and cost-effective IT organization• Instituted an Architecture Review Board (ARB) using the Meta EPAS (Enterprise Planning & Architecture Strategies) process with assistance from Andersen Consulting where we established an enterprise architecture framework, and an enterprise-wide governance model to oversee the IT strategy• Worked in various roles of increasing responsibility over fifteen years, including overall IT Program Manager for the largest expansion in the history of Corning; “Tower 5” as we called it was a $250,000,000 expansion the size of the Super Dome