■ Lead the company’s movement to a cloud-first technology infrastructure and ensure continuous operation to support all business teams. ■ Manage budget with full P&L responsibility■ Manage 30+ active projects employing Kanban and Agile methodology. ■ Manage relationships with key vendors, including Microsoft, Amazon, Salesforce, Google, Verizon, Samsung, and AirWatch; coordinate communications, contract negotiations, alignments, and payments. ■ Lead mobility practice of 10,000 devices to include operational efficiencies, emerging technologies, and innovations. ■ Oversee networking, data center, change management, mobility asset management, support, and server systems. ■ Assess market trends to identify opportunities to add cloud capabilities or reduce costs. ■ Meet with C-suite leaders to review IT initiatives, costs, implementation, and adoption. ■ Lead security enhancement initiatives and coordinate all breaches with the Legal department. Review all contracts for new business to ensure IT commitments can be met.■ Work directly with the CIO to devise strategic plans for future technology and evaluate build versus buy situations. ■ Meet with the CFO to ensure CAPEX labor, OPEX expenditures, and charge-outs align with company objectives. ■ Collaborate with the COO to evaluate opportunities to improve business processes, support, and adoption. Key Accomplishments■ Migrated the company’s cloud strategy from development only to all critical systems in 2 years.■ Reduced profit and loss (P&L) from $23 Million to $15 Million in vendor spend without losing capabilities. ■ Completely rebuilt the data center over 4 weekends without any company down time or development stoppage.■ Managed 15,000 tablets in the field and reduced costs by 35% through innovation and analytics.■ Started a company-wide security program that included PCI remediation.

American healthcare performance improvement company that provided products and services to 4,400 hospitals and 122,000 non-acute healthcare providers and generated $680 Million in annual revenue. ■ Led 3 Development teams and managed $7 Million in capital funding.■ Worked with Product Management executives to rationalize $16 Million in CAP investment to yield a return.■ Work with Operations to implement and deploy new capabilities and manage support issues. ■ Reviewed all work sent to the Development team for accuracy and direction. ■ Met with senior leaders to understand hospital needs; designed and architected big data solutions.■ Worked with the Chief Product Officer to provide estimates for new products and services to build or automate. ■ Worked with Thoughtworks and Pivotal to acquire contract labor and build new industry-leading analytics tools.Key Accomplishments■ Stabilized the EDI Clearinghouse system, crucial to revenue production, within 1 month after 3 years of issues and ensured no disruption for all companies; enhanced the system with products that could be sold at market and transformed the IT development process for better innovation and technology for hospitals. ■ Restructured Development team to decrease costs from $1,000 per story point to $250 per story point in 2 months.■ Worked with executive leaders to reallocate $18 Million in capital investments to business objectives that would yield a 2-time return on investment (ROI). ■ Delivered a data analytics tool that turned data mining activities into sales opportunities using real time data.

■ Oversaw and directed all aspects of production support and operations for 650 virtual machines (VMs).■ Led the architecting of new solutions and managed a budget of $13 Million in OPEX.■ Worked with business leadership to define the company’s business architecture for the current and future state.■ Acted as Security Manager for 6 months and Network Manager for 6 months.Key Accomplishments■ Graduated from SIM Regional Leadership Forum in 2015. ■ Selected to run the Enterprise Architecture practice in 2014.■ Named “Employee of the Month” for the IT department in 2009 and 2012.■ Appointed to the Enterprise Architecture Committee, tasked with changing IT policies and procedures in 2009.■ Received the “Outrageously Dependable Team Member” Award 17 times between 2006 and 2009.

■ Directed the rebuilding of a low performing Development team following the release of 3 other Developers. ■ Interviewed, hired, and directly managed 5 new Developers; facilitated team member growth and architected enterprise-wide solutions for all new development for the company. Key Projects■ Led Agile development transition; trained team and established Agile sprints and business processes.■ Designed and implemented a service-oriented architecture middle tier that exposed all business functions through services; scalable architecture allowed for multiple concurrent teams with built-in unit testing.■ Designed and led the team in building an artificial intelligence (AI) application to build driving routes for service. ■ Hired and managed a team of developers to build an AI algorithm that optimized activity to maximize revenue.■ Designed and led the team in building an application to assist 300 remote locations in changing pricing for 100,000 dealers that was developed in 45 days; gathered user requirements, designed application, managed development, trained users on site, and provided support.

■ Played a key role in the architecting and engineering of several new systems.■ Served as Technical Lead, coordinating a team of 4 engineers on 13 major projects to integrate existing systems. ■ Architected 3rd party systems and in-house development into a complex environment of 400+ servers with high availability in all crucial systems. ■ Supported development efforts and business needs while providing Level 3 support. Key Projects■ Led domain collapse and upgrade to 2008; changed all group policies across the domain, replaced all domain controllers across multiple sites, and completed automation of identity management in AD.■ Directed the migration from SharePoint 2003 to 2007; designed a server structure, architected a new site structure, and automated 2 crucial business processes in SharePoint that, in turn, automated 2 FTE positions.■ Completed an ecommerce rebuild with 8 new servers, 5 new 3rd party products, and custom code in 3 months. ■ Oversaw the architecting and growth of the virtualization farm from 3 servers to 315 servers.

■ Led preparation initiatives for a system migration to eOne HRMS, which included team database cleanup, reports standardization for executives, application creation, and business process development. Key Accomplishments■ Developed a business process for employee onboarding, termination, and modification that is still used today.■ Promoted for success in implementing a role-based security model for the domain structure that reduced the amount of tickets created by each new hire by 90%.