As a freelance consultant collaborating with clients, I contribute to various projects and provide essential support to their clients, particularly in the areas of People system initiatives like HRIS integrations, compliance, and conversions. Leveraging my expertise, I ensure seamless transitions and effective system integrations, enhancing the overall efficiency and functionality of HR operations. My role involves close coordination with the client’s team and their clients to deliver tailored solutions that meet specific business needs.

As a key member of a startup company preparing for an IPO, I had overall responsibility for all ongoing operational IT needs. In this role, I successfully reviewed the IT staffing requirements, implemented organization security training, drafted IT policies, secured cloud computing resources and configuration (AWS), implemented infrastructure as-a-service (IAAS) and other fundamentals, while preparing for a SOC 2 audit. I collaborated closely with an organization governance team consisting of IT, legal, human resources, accounting, and an external consulting firm to ensure the success of the SOC 2 project.My primary accomplishment was managing over a hundred system integrations, including CRM, Backoffice solutions, HRIS, and accounting, while operating successfully in a dynamic startup atmosphere. During my tenure, the company experienced two layoffs, a transition of investors and senior leadership, separation from a sibling company, and a brand name change, and I navigated these changes with resilience and adaptability.Overall, my contributions helped set the company up for a possible successful future IPO and positioned it for long-term growth.Primary accomplishment was in continuing to operate successfully in a dynamic startup atmosphere that experienced, in a very short period, two layoffs, a transition of investors and senior leadership, separation from a sibling company, and a brand name change.

As the head of the Technology department of a national non-profit education organization with $30MM in annual revenue was responsible for all things Technology related. This included C-Suite and Board of Directors communications, strategy and roadmaps, vendor negotiations, and contracts for the organization. Structure of the department included software development, database, infrastructure, quality assurance, and PMO (Project Management Office). Also coordinated all professional services and ongoing vendor management. The organization is noted for its programs that route and prepare students for university level knowledge and access to content while subsequently creating additional teachers from university programs. Most of this activity comes from conducting events and providing educational content which is what most of the software solutions revolved around. Created an Event Management System that wrapped common Event Enterprise Systems (Eventbrite, Blackboard) to provide a common handling of presenters and mentors, along with event scheduling, topics, class rosters, reporting and analytics, and many other supporting systems.Notable achievements included bringing in a CRM, moving the organization to CI/CD DevOps and Azure cloud-computing, establishing a successful project management office (PMO), introduction of Agile Scrum methodology, and bringing the organization into compliance for both FERPA and SOC 2.

Veritix was the primary competitor to Ticket Master and StubHub in the major venue ticketing space. Responsible for directing all of the company’s software development and support activities while managing the Engineering and Quality Assurance Departments. Personally, oversaw fifteen, primarily C#.net, engineers and a half dozen quality assurance staff and manager. Duties included budget, project management, enforcement of standards and best practices (including PCI compliance), negotiating vendor agreements, directly responsible for staff recruitment and disposition, influenced product direction with Product Management and conducted a departmental restructure to align with multiple offices. Also responsible for managing all outsource and offshore resources. Notable accomplishments were the introduction of Scrum/Agile methodology and the problem-free closing of the Silicon Valley office, along with converting a support request from Major League Soccer into a recurring revenue opportunity. Recognized locally for having the top talented development teams through aggressive recruitment and interviewing nearly 200 candidates in three years.Javrin was a spinoff company formed by former Veritix employees to provide system support and development for Veritix during transition to Cleveland. Javrin solicited professional service assignments and staff augmentation contracts using former Veritix top talent while pursuing its product-based goals. The product developed was a mobile app targeting Restaurant ordering systems that closely integrated with most major POS (Point-of-Sale) Systems including Aloha, Digital Diner, and Micros.

Commissioned to give presentations on what was necessary to bring a $20MM revenue company to a $250MM company operating in the capacity of an IT Management Consultant. Subsequently hired as Director of Technology and responsibility was assumed for all Technology staff and projects. In this capacity, instituted standards and best practices, managed all project plans, budget, resource planning, support, software development, network and help desk activities. Placed key personnel and created new roles, replaced network with Enterprise level infrastructure, including all routers and firewalls. Negotiated Master Agreements and established primary vendor relationships. Designed and architected, in conjunction with architect and DBA, the new company .NET custom framework. Replaced most application systems including ERP, CRMs (MS Dynamics and SalesForce), Cloud based Email, Database platform, and software development tools. Responsible for SDLC processes including implementing production change control, documentation standards, source control, and multiple development environments all targeting SAS audit compliance for IPO candidacy.Primary achievement was dramatic improvements in stability under the umbrella of the Pisa initiative. System availability percentage was improved from 95% upon arrival to 99.99% upon completion. To achieve these dramatic results required nearly overhauling the entire technology organization including infrastructure, applications, personnel, and processes.

Originally, contracted to assist with the struggling development of a new Corporate Portal for an Insurance company called the Republic Group. Designed and developed a product for generating XML input files for their Billing Systems. Independently architected, designed, developed, and implemented the company’s most critical project; implementing interfaces with Western Union to handle client billing and payments. This project utilized VB.Net 2008 - 3.5 framework, Sql Server 2005, Sql Server Integration Services, and Sql Server Reporting Services. The project was completed within tight time and budget constraints and regarded as an important success. Also interviewed approximately a dozen .NET developer candidates for other positions within the company.Performed Architecture and Sales Support duties for Latimark Marketing with their Alcatel-Lucent client. Tasks were primarily to design, collaborate, and represent a new ROI application to and for Alcatel-Lucent Executives. Also obtained and provided developers to perform the project work. Project used Microsoft C# 2008, .Net 3.5 framework, and Sql Server 2005.

Contracted to assist a Wells Fargo financial services subsidiary called H.D. Vest to accomplish year end accounting projects, as well as, technical projects created due to the recent acquisition by Wells Fargo Bank. Previous experience with both Wells Fargo and financial services vendors’ specific to this assignment has been a contributing factor to the successes. Participated on a broad range of projects, teams, and management groups over the years including several medium and large size projects serving in a variety of roles including: Technical Project Manager, Architect, Team Lead, and individual contributor. Led teams of between 2 and 5 developers on several Microsoft .NET platform projects (C# and VB) ranging from .NET 1.1 – 2.0 using Visual Studio Team System. The past year also presented an additional emphasis on fine tuning implementation of Agile/Scrum methodologies. Responsible for producing literally hundreds of deliverables over this timeframe including both Business and Technical Specifications, Project Plans, Use-Cases, Stories, Test-Cases, Spreadsheets, Entity Relationship Diagrams, Powerpoint Presentations, Position Papers. Conducted numerous technical interviews for hiring of Software Development positions and provided consultation on Business Analyst and Project Mgmt roles.

Contracted by Neogent, Inc. to define the “Strategic Systems Architecture and Future Technology Direction” for Del Monte Foods corporation. Assessed Del Monte’s current environment by conducting interviews, performed code reviews, and reviewed all available relevant documentation. Subsequent to the assessment I made recommendations revolving around Microsoft’s .Net solutions, both in infrastructure and development tools. Timelines were developed, resourcing recommendations made, guidelines established for training and expenses.

Personally responsible for the architecture, design, scheduling, project management and development of the “Summit” Internet Expense Management product for Visa using Microsoft’s .NET technologies on the Windows 2000 Advanced Server platform. The product was intended to counter competition from similar MasterCard product lines and provided a browser based application to manage expenses incurred by employees of an organization. Negotiated successful professional relationships with Visa, BankOne, and Sears.

Originally hired to rescue the company’s flagship client-server product named “Pathway” which allowed corporations, via their banking institutions, to manage their corporate credit cards. The product was over budget and had missed several release dates. After successfully delivering and supporting that product during its initial release to bank customers and their government agency clients, was recognized as a “key employee” for the organization.Responsibilities quickly expanded to include management responsibilities over development efforts in an intranet and Internet version of the product using VB, ASP, HTML, XML and SQL 2000. Additionally, assisted Citibank and Netscape in building an additional web based user interfaces on the same middle tier objects of the Pathway Net product.Successes developing and managing the Pathway product lines evolved into responsibilities that included all of the company’s legacy product lines. Overall direct high level responsibilities included three development managers, thirty five developers, seven product lines, and a five million dollar P&L. Directed the development managers in timely and cost effective completion of their development projects and determined long term technical direction of the company. Implemented processes across the development areas including: cross-training, eXtreme teams, iterative cross-project lines that allowed for 6 week development cycles to market, established ASP model on some product lines and knowledge redundancy of intellectual property. Negotiated with some of the largest corporations in the United States, Canada, and the UK including: Boeing, Chevron, Citibank, Royal Bank of Scotland, ScotiaBank, and Mellon Bank to name just a few. I was one member of a three person team that performed due diligence on a business unit of Bank of America for the purpose of acquisition.