CSAT Solutions is a global leader in logistics management and technical repair services for Apple, Dell and Lenovo. • Established a PMO that leveraged Agile Scrum, Scrumban and Kanban that increased throughput, stakeholder adoption and client satisfaction while establishing financial controls and decreased costs. • Lead three different client teams of project managers, .NET developers, business analysts, quality assurance analysts, middleware specialists, report developers and DBA’s. • Responsible for all IT portfolio Capital and Operational Expenditure targets/constraints. • Key decision maker in overall IT enterprise architecture strategy and tactics.

Sysco is endeavoring to generate new supplier/client revenues of +$400M by leveraging new digital marketing growth levers. James’ responsibilities include contributing/leading growth levers ideation, program development, business/technical team management, revenue forecasting and realization. James reports directly to the C-suite.

Reporting directly to an executive leadership team, James developed and implemented Cheniere’s first enterprise-wide Information Management (IM) program; including Operations, Engineering & Construction, and Corporate. The program required an extensive amount of discovery, strategic planning, consensus building, IT application development, IT infrastructure development, IT security development and change management.

Working closely with the CFO, COO, CHRO and the regional Presidents. James was responsible for leading the PMO, VMO, Assets and Mobility teams. Addtionally, he worked with the Applications and Infrastructure teams. The IT staff was comprised of 40+ resources in multiple locations; and operated an annual budget of +$8M. Accomplishment highlights include selecting and transitioning Infrastructure to SD-WAN for all sites, deploying a P2P solution, replacing MS Dynamics with Salesforce Lightning, executing an ERP replacement and establishing a new PMO / VMO. Leveraged both on premise and cloud-based solutions strategically. Additionally, introduced and implemented Agile/Lean principles including the deployment of Kanban for the Infrastructure organization.Departed Brock as it was purchased by a private equity firm that was looking to consolidate leadership positions.

James was responsible for the infrastructure performance of IHS’ client-facing product portfolio (e.g. 400+ applications). This responsibility includes managing geographically dispersed employee and vendor teams. As part of the portfolio and program management, James worked closely with the business groups, the product development team and the executive team. Additionally, James played a leadership role in the IHS and Markit technical merger in July, 2016. A key success during James’ tenure was his introduction, initiation and implementation of Lean Agile principles across IT and Product Development. The specific use of Kanban and Scrumban enabled a capacity-driven throughput model, which reduced intake/execution chaos, established predictability, increased accountability and reduced employee OT. For example, the IT infrastructure portfolio in 2014 was delivering, on average, 260 days after the requested date. In FY14Q4, there were 53 projects sharing a ranking of 1-5. By 2015, the portfolio was rationalized and consistently delivering per business expectations; with a reduction in employee OT and costs.

James was responsible for the execution of the IT front office portfolio; including financial controls, client management, stakeholder management and PMO team management (i.e. program managers, project managers, project coordinators, org change managers).Additionally, James led BMC’s largest IT/Business program called Concept-to-Order (C2O). C2O’s targets included (1) developing a CPQ application for field sales quoting on the salesforce.com platform, (2) developing a sales/management account research and reporting tool via a new BI strategy using MicroStrategy, and (3) implementing new order tracking, data store and application communication technologies. James worked closely with the CIO, the COO, IT leadership, Sales leadership, Business Operations leadership, Accounting leadership and HR leadership in order to establish, execute and manage the Concept-to-Order program.

James was responsible for project delivery for clients located in the south and central USA regions; including companies such as BMC Software (Houston), Schlumberger (Houston) and BBVA (Birmingham). James’ program/project portfolio included custom application development (e.g. keystone pipeline metering application), data services, QA automation, application management outsourcing, education and managed services. Additional responsibilities included client/vendor contracts, financial performance, client satisfaction, PMO management and consultant recruiting.

MarketView was a technology multi-channel marketing company that includes clients such as GM, BMW and Time Warner Cable. They were eventually purchased and re-located to Toronto, Canada. James managed the development and execution of the PMO, Business Operations and the Inside Sales team. Over James’ tenure, (1) a PMI-based PMO structure was established to properly onboard, track, communicate and deliver on critical initiatives, (2) sales targets were exceeded, (3) new national accounts (i.e. BMW North America) were obtained, (4) the product suite was re-developed under the .NET Framework stack.

James was responsible for program portfolio delivery, SOW development, SOW adherence, client staffing and consultant management. In addition to managing a client portfolio, James initiated/opened Slalom’s Dallas office and oversaw multiple enterprise programs.Example Client Engagements------------------------------------------Client: Health Care Service CorporationProgram: ITHM (Integrated Total Health Management) program to implement an enterprise N-tier system to replace the four state specific legacy systems. Client: T-MobileProgram: Re-structure the sales organization from channels into geographical regions along with all necessary processes, systems etc.Client: Premera Blue CrossProgram: Led an RFI, then an RFP, including contract negotiation, for Premera Blue Cross’ expiring Disease Management program contract. The new DM contract increased program coverage and ROI at less cost per member. Clients included Microsoft, Weyerhaeuser for example.

James was hired to implement a BizTalk practice to replace EDI transactions between MKI and its other holdings (i.e. Douglas Pads). Additionally, James managed projects, vendor relationships and contracts for the eBusiness division; including consultant technology offerings for the 1+ million independent representatives. Mary Kay Inc's eBusiness sites accounted for ninety percent of product orders.

HealthAxis.com was an on-line insurance broker for small groups and individuals. James managed a nationally distributed IT team of web designers, developers, analysts, testers, DBA’s and project managers that developed an eBusiness site that enabled small group owners and individuals to shop numerous agents in order to receive real-time quotes and obtain medical, dental and life insurance policies.

Unitrin Data Systems started an initiative to convert from their mainframe environment to custom developed applications in n-tier environment. James managed a team of project managers, developers, analysts, tester’s and DBA’s that developed a custom change management and reporting application.UDS cancelled the project after 15 months.