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Greg Barrett personal email
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I am a global technology executive, having supported the Life Sciences / clinical trials area for the past 16 years, with a reputation for• building or overhauling departments • infusing teams with energy and motivation• establishing cohesive cultures that transform and align IT with business operationsall with one ultimate goal in mind - PRODUCING TANGIBLE RESULTS. I continually apply my expertise to transform IT by developing new capabilities via information applications and platforms while ensuring all facets of technology are secure and relevant. Via mentoring and active listening, I create a culture of operational and service excellence, viewing IT as a full-service organization. I have an exceptional track record of delivering on commitments, willingly rolling up my sleeves as needed, enabling cutting-edge business capabilities and lowering costs. I instill mutual trust and confidence, maintaining focus and intensity, while remaining optimistic and persistent, even under adverse conditions.The foundation of my success is • my flexibility to quickly adjust to any given situation • a deep-seated sense of accountability• a strong emphasis on my philosophy of “ONE TEAM” across all stakeholdersCORE COMPETENCIES• Strategic Leadership • Fractional CIO / Senior Advisory Services • Team and Talent Development • Applications Development • IT Strategy• Financial Management / P&L• Data Management / Analytics • IT Operational Excellence • Infrastructure• Vendor Sourcing • Mergers & Acquisitions • Turnaround Situations
Gmb Consulting, Llc {Self-Employed}
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Gmb Consulting, Llc {Self-Employed}Lambertville, Nj, Us
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Fractional Cio, Senior AdvisorGmb Consulting, Llc {Self-Employed} Sep 2023 - PresentProviding Fractional CIO / senior advisory support to companies in various industries, full-time, part-time, or project based. Clients include: - a leading provider of complex compute, storage, and accelerator solutions for the world’s leading cloud and telecom service providers. Provided senior advisor support to the President and IT/Technology team, focusing on high growth challenges. - an $850 million digital product engineering company. Provided senior advisory services and initiative support in the pharmaceutical / clinical trials area.
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Chief Technology Officer, Vice President - Patient Engagement Services DivisionWirb-Copernicus Group Apr 2017 - Aug 2022Princeton, New Jersey, UsLed a full service, global IT Technology organization supporting the largest division within WCG whose functions included application development and support, architecture, business engagement and systems validation. • Rebuilt the organization, lacking clear understanding of roles and responsibilities as well as confidence to a results driven, high performing team, delivering a large portfolio of work (14 releases per year for 2 years). • Implemented a much sought-after electronic Patient Reported Outcomes (ePRO) capability which provided patients with handheld devices so that they could fill out daily diaries as part of the clinical trial, providing the opportunity for WCG / MedAvante-ProPhase to support additional therapeutic areas, potentially driving tens of millions of dollars of new business annually. • Performed a total re-solutioning of the data change, service request process, plagued by poor quality and missed SLAs, including personnel re-alignment and rigorous processes, enabling 100% SLA attainment with excellent quality.• Drove the implementation of a pan-WCG, shared service model pertaining to IT/Technology functions that included all application support, device management, common application performance monitoring (APM) framework and vendor management • In response to COVID challenges regarding patients’ abilities to continue participating in clinical trials, within weeks implemented a complete, secure video interactive capability, enabling patients and raters to interact with one another, allowing the clinical trials to continue and the patients to receive the care they required.• Implemented a new device fulfillment agreement with a full service, end to end provider, which included all components from procurement through shipping, enabling WCG to meet its aggressive growth targets (ex. growing from just 3 devices with 1 use case each to 14 devices and 21 use cases in just 9 months). -
Vice President, Global It LeaderCovance Feb 2015 - Apr 2016Princeton, New Jersey, UsOversaw 880 team members supporting five business units with applications, architecture, business engagement and computer systems validation. • Led the infrastructure build for the new platform as a service (PaaS) offering by assembling the best from the architecture, infrastructure and global application teams to complete the work in just five months while laying the foundation for future clients.• $20 million budget cut within the $230 million operating budget made, further reducing the $12 million deficit, by partnering with the finance controller to identify areas of cost cutting and headcount reduction. • $14 million of revenue in one year realized by serving as senior program manager on the initiative to re-platform the call center for the Covance Market Access business unit that included selecting the product / vendor, reviewing the design and completing the project on time and on budget.• Enabled the business to rollout to the full global set of locations by spearheading the bedside data capture initiative, fixing serious system performance issues through the formation of a high-performance team of 23 experts, driving the plan so that all non-functional requirements met the targets.• $12.5 million of synergy savings realized by driving all required IT-related tasks associated with the LabCorp acquisition of Covance including application rationalization, role collapsing and software procurement savings.• Up to 95% performance improvement in transaction speeds and reductions in mean time to repair (MTTR) achieved by conceptualizing the performance testing and tuning center of excellence and the application performance and monitoring efforts while enhancing testing and monitoring capabilities for key operating platforms. • 70% improvement in MTTR and 63% reduction in high-severity issues achieved by leading the initiative to improve IT enterprise operational performance, resulting in positive financial impacts. -
Vice President, Global Applications And Architecture LeaderCovance Jan 2013 - Jan 2015Princeton, New Jersey, UsLed a true global applications and architecture organization, comprised of 400 team members, supporting 207 applications and serving all five business units.• Created a global applications organization, where previously there were disparate teams, rationalizing across the five business units, realizing economies of scale and reducing costs by up to 40%. Specific benefits included 33% project implementation improvement and 20% staff reduction realized by building a centralized, unified global applications organization with 360 internal / external team members producing greater efficiencies because of common approaches and best practices.• Created a life cycle management foundation that enabled better investment decisions and cost containment for future application development activities by orchestrating a full application rationalization effort across 207 global applications, including compiling a full system inventory and developing system health indicators.• 50% in time and dollars saved by envisioning and establishing a true IT architecture competency that included drafting a charter and forming an executive level architecture steering committee, an architecture review board and an architecture council resulting in an improved model for developing new IT project and support solutions.
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Executive Director - ItCovance May 2008 - Dec 2012Princeton, New Jersey, UsHired as the clinical trials business unit IT applications leader managing approximately 100 team members and 40 applications.• $42 million in annual savings reached by launching an outsource program management office (OPMO) that developed and managed a new IT sourcing model with three strategic offshoring partners. This resulted in an offshoring attrition of 6% versus the 18% industry average; delivered more than 90% of the projects on time and on budget while leveraging the profound capabilities of the partners. • 84% decrease in high severity issues and 78% increase in on-time and on-budget project deliveries by overhauling the interactive voice response system (IVRS) team, removing the 15% of staff that were not contributing, establishing a stronger relationship with the vendor partner and remediating areas needing improvement.• 16% improvement in employee survey scores realized by driving employee engagement remediation efforts including instituting formal career planning sessions, enhancing departmental communications and becoming a model for high-functioning teams all resulting in leadership development class speaker opportunities. • Received the Covance Way Award, the company’s most prestigious recognition given to the top 1% of employees for exemplifying exceptional character traits in the areas of people, process and technology, and for making a large impact to the company.
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Director - ItComputer Sciences Corporation May 2000 - May 2008Global, UsOversaw the development and maintenance arms of the 210-team member AT&T and 110-team member St. Vincent's Medical Center accounts. Supported other accounts including Sun Microsystems, Zurich Insurance, Delphi Automotive, Dunn & Bradstreet, and General Dynamics.• $7+ million in annual savings achieved and a model for other CSC accounts developed by providing insights on the offshoring of 25 of AT&T account applications, including RFP creation, financial impact analysis, vendor assessment, transition of the apps to the vendor and personnel reductions.• Awarded with CSC's AT&T prestigious blue account rating given to four accounts that represented the highest customer satisfaction recognition available by leading the successful AT&T outsourcing to CSC transition for the applications and infrastructure areas. • Maintained best in class performance levels for client per service level agreements results still above target downtime of 98% for all platforms by providing astute leadership when CSC reduced the AT&T account's headcount by 90%. • Moved the Sun account performance from unacceptable to acceptable status in three months by making adopted recommendations on organization structure, project performance and application support. -
Senior Information Technology ManagerAt&T Aug 1987 - Apr 2000Dallas, Tx, UsStarted career in highly technical, hands-on roles. These roles included developer, analyst, architect, project lead and program manager. Moved onto the leadership track, where I had Manager and Senior Manager (“manager of managers”) responsibilities, for the following areas: AT&T Ordering & Provisioning platform, AT&T Account Retrieval and Update platform, and AT&T Consumer call centers. The responsibilities included building high performance teams, all software development, along with maintenance and support of the platforms.
Greg Barrett Skills
Greg Barrett Education Details
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Rutgers UniversityComputer Science -
Fairleigh Dickinson University-Florham CampusFinance
Frequently Asked Questions about Greg Barrett
What company does Greg Barrett work for?
Greg Barrett works for Gmb Consulting, Llc {Self-Employed}
What is Greg Barrett's role at the current company?
Greg Barrett's current role is Global Technology Executive | CIO | CTO | Fractional CIO | Senior Advisor.
What is Greg Barrett's email address?
Greg Barrett's email address is gb****@****nte.com
What is Greg Barrett's direct phone number?
Greg Barrett's direct phone number is +160945*****
What schools did Greg Barrett attend?
Greg Barrett attended Rutgers University, Fairleigh Dickinson University-Florham Campus.
What skills is Greg Barrett known for?
Greg Barrett has skills like Sdlc, It Strategy, Vendor Management, Process Improvement, Business Analysis, It Management, Enterprise Architecture, Program Management, Project Management, Software Project Management, Cross Functional Team Leadership, Business Process Improvement.
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