As the Vice President of Information Technology (VP of IT), I play a crucial leadership role, directing the strategic vision and driving innovative initiatives within the organization's technological landscape. Leading the IT department, I identify and implement solutions to meet evolving business needs. Embracing principles such as humility, excellence, responsibility, and integrity, I serve as a servant leader, prioritizing support and empowerment for the IT team. With a commitment to humility, I foster a collaborative and inclusive environment. Through a pursuit of excellence, I ensure that technological endeavors align with business goals, optimizing efficiency and driving innovation. Responsibility and integrity guide decision-making, ensuring that IT initiatives are technologically sound, ethical, and socially responsible. I play a transformative role in shaping the technological future of the organization, emphasizing leadership grounded in humility, excellence, responsibility, and integrity.

Driving the transformation of AKIRA’s Technology as a strategic business partner. Driving change through Agile/DevOps, Data Intelligence, Digital Business and Mobile Technologies.

• Leading the development of COPA’s new case management system using Agile and Scrum methodology and Data Warehouse solutions with Azure Data Factory (ETL) • Managing all IT vendor relationships and budget ($2M+) reflective of department and business unit initiatives• Providing process improvement through data analytical trending, tactical reporting, and innovative and impactful insights and recommendations. • Managing all components of IT including but not limited to, data analytics, call center call routing, infrastructure services, help desk, network LAN/WAN and disaster recovery (DR).• Managing vendor relationships for help desk, software development and hardware • Overseeing the implementation of VoIP cloud based solution• Managing the development and implementation of cloud-based solutions (such migrating the agency from Microsoft Exchange Server 2010 to Office 365) for investigative and operational processes leading to approximate savings of $2.0M in startup costs and $750K per year• Overseeing the migration of the agency’s local on-premise storage to the Enterprise Data Center, delivering greater efficiencies through enterprise maintenance, compliance and continuity support • Optimizing and consolidating work across the organization by using Information Technology Infrastructure Library (ITIL) best practices, leading to an overall reduction in manual effort by 60% and an increase in savings of $1.5M per year• Implementing our first comprehensive open-source data portal for the publication of police misconduct complaint data• Creating and implementing agency’s first IT security policies and disaster recovery procedures

Managed multiple IT teams within Allstate under increased responsibility and innovation goals including infrastructure services, software development and field office support (Call Centers). Product Manager (Compozed) Dec 2016 – Jan 2017• Assisted with the elaboration of Epics, Themes and Features into user stories that were sufficiently granular to be achieved in a single sprint focused on Minimum Viable Product (MVP)• Prioritized work within an agile team and maintained a backlog of future work for consideration/prioritization• Accepted stories in a timely manner to address changes or rejections• Conveyed the Vision and Goals at the beginning of every Release and SprintApplication Release & Change Management Mgr. Jun 2012 to Jan 2017• Led Application Release Management, Change Management & Communication across Product Technology with approximately 70,000 users. Ensured changes were executed effectively and efficiently across multiple user communities to seamlessly transition from legacy system to new Customer Relationship Management (CRM)• Implemented quality assurance and compliance measures for internal case management system • Leveraged internal consensus building to reduce regression testing timeframe from six (6) weeks to three (3) weeks resulting in cost savings of over $800K (per release) and expedited software deployment• Managed high-risk and project dependencies across the delivery systems, including, but not limited to, hardware and software fixes, enhancements, and new functionalities • Led the design, creation and communication of complex and Key Performance Indicators (KPIs) through the use of department-wide Tableau• Redefined Software Development Life Cycle (SDLC) to align with goal of 100% Quality and Availability

• Managed Network Operations Center (NOC) for Voice (VoIP) Windows (over 7500 virtual and physical servers), Network Infrastructure, VMware, Storage and UNIX platforms with focus on Enterprise Incident Management. Supported Technologies: PBX, call routing software, UNIX, Windows, VMware, switches, routers, load balancers, firewalls, storage devices, and Netbackup• Managed team responsible for monitoring and resolving enterprise infrastructure and application level 3 incidents from red-to-green • Managed NOC incident vendor relationships and service-level agreements for Allstate• Leveraged Business Objects reporting to identify trends and opportunities for improved team productivity - led to increase in incident closure of 50% within 5 business days compare 10 days closure rate• Enabled platform support and connectivity to ensure availability of services and infrastructure• Introduced of new tools for event and alerting monitoring of our infrastructure and applications

• Led virtual Information Technology Team responsible for supporting Allstate’s Call Centers Technology needs• Consolidated 3 IT divisions with approximately 50 employees, $4.5M+ budget into one department reducing cost by $1.5M • Managed technology needs for all 3 Call Centers and critical business, and a user community of over 4000 employees• Spearheaded process improvements to ensure effective and efficient service delivery, resulting in 20% improvement in customer satisfaction ratings• Optimized and consolidated work across the organization by using Information Technology Infrastructure Library (ITIL) best practices which resulted in the support of consolidating 30% of our staff and improve service level agreement by 60% (incidents closed within 48 hours)• Reorganized the department’s technical documents using ServiceNow, leading to a 30% increase in incident resolution within the first call• Designed and implemented internal workload activity dashboard track the status of team projects • Headed Allstate’s Coaching Team and mentor program• Built a "virtual" Customer and Enterprise Services technology organization in which support processes were standardized and centralized resulting in a 40% efficiency gain (approximate savings of $1.2M per year)