Manage global technical engineering teams as part of a multi-year program to provide virtual (Citrix) desktop services to over 50,000 employees. As part of the Enterprise Project Management Office, responsible for managing the operational processes related to scheduling, provisioning and training for the program.

Responsible for managing systems development and infrastructure projects for the UHC Contact Center Services organization.

Responsible for developing an IT Project Portfolio and instituting a project framework to improve the velocity, quality and costs for all technology initiatives.• Developed an IT strategy and road-map aligned with business objectives and growth plans.• Introduced project management tools and training to managers and system engineers.• Reduced resource expenses 25% by re-aligning employee’s skills more closely with the projects requirements.• Worked with IT vendors to solve performance and quality issues.

Completed an in-depth 1 year Information technology due diligence audit resulting in Humana’s acquisition of SeniorBridge ($100M Long-term care company) in 2012. Responsible for developing the strategy and managing the projects required to integrate the processes, applications and infrastructure of the acquisition.• Reduced data center operation expenses by $500k annually by migrating the applications and infrastructure from the SeniorBridge division to the Humana corporate data center. Projects managed included the migration and upgrades of data and networks, Citrix desktops, Active Directory, E-Mail (Exchange), print/file services, thin-client workstations and Cisco telecomm. upgrades.• Scaled the service desk department to support 50% increase in branch offices and 25% increase in headcount.• Managed IT security and compliance projects such as secure internet gateways, data encryption, multi-factor authentication and wireless security.

• Managed the development and design of a custom web-based database application used to capture clinical data in the field, track sales leads and referrals, perform resource scheduling, billing and generate key business analytical reports. This application provides a standardized platform to replace paper based systems of the home care companies we acquire.• Reduced clinical documentation time by 30% per month by implementing a mobile application platform which allows remote clinicians to access and update member data.• Reduced hospitalizations by 15% for a pilot implementation of a bio-metric monitoring program for customers with Chronic Heart Disease. The service allows clients to transmit vital sign information to a monitored central database in order to provide immediate feedback to clinicians and physicians.• Consistently achieve 98% or better end user satisfaction scores by establishing a high availability, high performing suite of software services and Help Desk department.• Improved operating units overall efficiency by 12% annually by designing and implementing a monthly “Scorecard” report which provides management with key operational metrics required to achieve revenue, sales, and quality targets.• Provide the capacity to support the company’s growth plans by completing the New York corporate office physicalre-location of over 100 employees including the planning, design and installation of the data and voice networks.• Implemented an e-mail archiving system to minimize on-line storage and to support regulatory and litigation requests• Assisted with the establishment of HIPPA policies and procedures as they relate to IT, resulting in SeniorBridge’s acceptanceinto the national based Community Health Accreditation Program (CHAP).

Established an application development department. Migrated and re-engineered legacy systems. Implemented ERP software for financial and HRMS functions. Successfully integrated and migrated IT operations as part of a major acquisition. Redesigned and streamlined the technical architecture and infrastructure to improve data collection and verification. Implemented compliance controls and procedures to satisfy the Sarbanes-Oxley Act. Created policies and procedures for a new 24x7 service support desk. Developed a film exhibition settlement system to track revenue and expenses related to film exhibition. The system reduced overall film rent expenses by an average of $2 million per year.

Managed stragetic planning, systems development and business process reengineering projects for various Fortune 500 companies such as Reebok, American Express, Time Warner, and Allied Signal.