• Managed the technology investment portfolio for ICON central and specialty labs to drive growth and success.• Collaborated with cross-functional teams to implement innovative solutions for enhancing lab operations.• Spearheaded the development of cutting-edge IT strategies to optimize lab processes and improve efficiency.

Responsible for global information technology investments and services with an annual budget over $5 million (operation + investments) with 25+ employees and contractors.* Personally engaged with and brought together users, consultants and IT resources to address business impacting performance issues across multiple legacy applications severely impacting the business. I lead the team to restore / improve service in less than 4 months eliminating business impact and allowing the postponement of emergency upgrade investment in the millions.* Built a compelling business case and gained global business approval for a major investment ($5M over 5 years) to upgrade the electronic lab notebook system and deploy it globally. The return on investment is less than 1 year. This program is in its initial stages. * Oversaw modernization of the global infrastructure: WAN upgrade, VoIP deployment; global ticketing system, and others

Responsible for global information technology investments and services with an annual budget over $10 million (operation + investments) with 40+ employees and contractors. Also responsible for the Lean Six Sigma based global business process improvement program.* Transformed the IT organization from a disconnected group of site based (6 sites) IT groups into a global focused IT team. Evidence of success: 6 to 1 email; establishment of a global data center; deployment of global apps (ERP, CRM, Talent Mgmt, Data Collection); established a global technology refresh program.* Built a business case and gained approval for the largest investment WIL has ever made (5 year, $22MM) to replace and upgrade all non-clinical toxicology data collection systems (fundamental application for entire global business) globally. * Partnered with CFO to propose, staff and deliver a global ERP system replacing 6 site based systems, reducing monthly time to close, and streamlining the ability to rollup line of business results with a global chart of accounts.* Served as executive sponsor and lead the establishment of a Lean Six Sigma based program to develop a continuous improvement culture. Trained 15 Green Belts annually frew program to include 4 full time Black Belts. In 2015 alone the program completed 23 PI projects generating $1.6M in direct saving and $6.5M in benefits.

Responsible for global information technology investments and services with an annual budget in excess of $40 million with 50 employees & contractors, and “dotted line“ responsibility for over 90 individuals.* Operationalized the corporate strategy of application rationalization through a formal technology governance process resulting in a focus on investments in off-the-shelf industry leading applications and away from custom developed applications.* Established a Project Management Office providing process standards, metrics and leadership for a virtual team of project managers resulting in on time & on budget project metrics increasing from less than 50% to over 90%.* Operationalized a formal Governance Process, coord. with the Corp CIO, focused on insuring business ownership and a financial business case be the focal point for all technology investment requests.

Responsible for all global information technology investments and services. Formed a global, collaborative IT team and partnered with business leaders to develop processes to make strategic decisions.* Provided strategic leadership for the application development team in establishing the processes for managing a large backlog of feature/functions for their industry leading Cardiac Safety Management System.* Lead the infrastructure team in getting new global network strategy defined, justified and approved which would innovatively support the business growth strategy while keeping costs under control – 750% network capability expansion for 20% increase in cost.

Responsible for all aspects of the planning and execution of a project for a major global US Pharmaceutical company to research and make specific strategic recommendations regarding how the company should participate in the Health Information Technology (HIT) standards environment evolving as a result of the massive changes being experienced across the global healthcare landscape.

Responsible for global IT investments and services with a budget of $102 million with 300 employees. Created an application and technology strategy to support the key business objectives.* Established a corporate PMO with standard PM processes and metrics - transformed 80% project failure rate to 80% project success rate.* Established a dashboard for sr mgmt’s review of all technology investments.* Reduced cost growth from 17% to 1% after 1 year of a 5-year initiative to re-engineer the global IT org. to control IT costs through standardization & centralization.* Implemented shared service IT environment for the delivery of infra. and enterprise arch.* Provided corporate leadership in ERP selections & implementations to enable 100% business unit growth.* Achieved savings of $6M, global process standardization in the first year of outsourcing all infrastructure support to IBM. * Implemented a formal portfolio management tool and global processes.

Responsible for more than 800 employees, 30+ laboratories and an annual budget of over $100M supporting the world’s largest global commercial clinical laboratory with annual revenues of more than $3 billion. Managed all product planning, development, implementation and support for all laboratory & billing systems, client based information system products and all sales and marketing systems.

Directed product planning, develop, impl and support for all client and lab based info systems and all sales and marketing systems. Directly managed 125 employees, “dotted line” influence over 200+ IS employees in 24 labs and an annual budget of over $11 million.* Personally contributed to selling an innovative, shared, dedicated laboratory concept to a group of 30 hospitals by participating in the selling process, defining contractual service commitments and then leading the implementing of the application and services team to deliver these commitments.

Promoted twice during my tenure at SmithKline Beecham. Started as a Director of the Atlanta Area Information Systems supporting 5 labs and driving the consolidation and standardization of the systems in those labs. Moved to HQ in Philadelphia to lead the development and deployment of the corporate standard lab system nationally.