James W. Email and Phone Number

-Spearheaded technology strategy for AI/ML-based malware detection system, improving detectionrate by 10x and reducing false positive rate by 100x, and beating published industry standards (ALOHA/SOREL).-Led team in building new data ingestion and model training pipeline, processing 1MM+ malwarefiles daily, and reducing new model deployment from weeks to hours.-Transitioned team to composite AI architecture, mixed-input models, SaaS API consumption model,and other modern methodologies.-Delivered a B2B API for use by a Fortune 100 partner, capable of scanning and processing 2MM+ sample files per day.-Personally worked alongside the team to build and maintain infrastructure composed of python services, AWS, Sagemaker, Kafka, Github, etc.

-Responsible for the wing-to-wing IT strategy for the GE Aviation Aeroderivative Engines business (marine and industrial applications for jet engine technology)-Managed IT initiatives and financials for GE Aviation Aeroderivatives business, overseeing portfolio in support of JV formation and major divestiture ($18 Billion).-Developed a comprehensive business reporting suite, including 36 reports, enhancing on-time delivery and business metrics (10,000 views annually).

-Responsible for the development and support of all custom cybersecurity tools for GE Aviation-Managed a team of 11-17 employees, leadership program members, interns, and contractors-Deployed a custom endpoint security solution to 60,000 laptops, PC's, shop floor machines, and servers-Completely rewrote and modernized GE Aviation's custom anti-phishing solution, processing 3MM+ external emails daily-Rearchitected GE Aviation's security alert management system to greatly improve uptime and analyst usability-Completely rebuilt GE Aviation's insider threat detection and analytics solution to be cloud native, also greatly improving mean-time-to-detect and system reliability

-Owned wing-to-wing, top-to-bottom IT environments supporting all military development work for GE Aviation-Managed a team of 17 employees and 6 contractors to maintain and improve the secure IT environments-Set technology strategy for all layers of the environment tech stack - from facilities and datacenters to applications and software-Ensured compliance within complex regulatory environment and multiple major changes to requirements-Delivered "Superior" regulatory inspection results on multiple occasions (highest possible)-Responsible for $6.3 million of annual spend, including IT personnel and infrastructure-Transitioned team to operate in the Agile/Scrum methodology using Rally, and to adopt Technical Product Management principles-Coordinated all security aspects for the AETP program - led security negotiations with the Air Force, and was instrumental in winning $1.1 billion contract-Set multi-year secure datacenter & IT environment strategy, enabling 2x growth of the secure environments

-Managed a highly-global team of 9 employees and 11+ contractors-Responsible for P&W global site support and all acquisition, integration, and divestiture activity (A&I)-Oversaw and lead planning for overall P&W CTO budget of $53MM-Responsible for transitioning legacy Energy IT infrastructure budget to new org structure (~$110MM), including contract renegotiation-Responsible for co-creating, influencing, and transitioning to new ISS & P&W CTO cost models and billing processes-Drove $5 million of cost-out and simplification projects across global sites, exceeding targets-Collaborated with business operations leaders and finance leaders on key business goals: site projects, cost-out initiatives, financial transparency, etc.-Worked closely with P&W Compute Leader, Network Leader, ITSM Leader, ISS, & other stakeholders on site strategy, datacenter strategy, technology strategy, and operations strategy

-Managed a team of 7 employees and 11 contractors, with a ~$2.5MM budget-Responsible for ongoing monitoring operations & technology strategy-Launched an Application Monitoring Standardization and Simplification initiative; reduced monitoring complexity by >30%, exceeding targets-Personally designed and led development & adoption of LookingGlass reporting tool; highly-flexible reporting that provides unparalleled visibility and actionability of operational data-Worked to seamlessly transition monitoring, quality control, and performance testing services in support of multiple organizational changes-Delivered $500K of cost-out to support challenges from client business units

-Build Team Leader for the Technology Services Group's ERP (Enterprise Resource Planning system) organization-Responsible for ERP Build Team's delivery of infrastructure project builds and tech refresh / obsolescence activities; >95% on-time delivery-Monitored capacity of the ERP environment infrastructure; designed and implemented solutions to capacity issues; adjusted architecture as needed to support growth-Designed and led team to execute infrastructure solutions for ERP implementations, moves, and upgrades-Collaborated with customers, the ERP Design team, and the ERP Run team to ensure that business needs were being met-Acted as infrastructure standards gatekeeper for project reviews-Acted as costing & billing gatekeeper for ERP projects-Drove teamwork and transparency with clear communications and collaboration tools-Led the implementation of Shared APPL_TOP; a ~1.5 year project to rearchitect the entire ERP environment for reduced downtime; 56 production and 255 non-production ERP instances impacted-Designed and implemented a new ERP printing solution that greatly improved standardization and uptime for all 300+ instances

-Led the Solaris 10 Tech Refresh for the ERP (Enterprise Resource Planning system) environment; a ~2 year project to rearchitect the entire ERP environment for reduced downtime; ~35 production and ~200 non-production ERP instances impacted-Responsible for architecting and building IT infrastructure for ERP systems to meet business requirements-Monitored capacity of the ERP environment infrastructure; designed and implemented solutions to capacity issues; adjusted architecture as needed to support growth

-Served as an all-purpose customer focal point for Aviation Supply Chain, Transportation, and Customer Solutions-Led technical requirements-gathering for incoming CIO projects-Designed infrastructure solutions based on CIO requirements-Worked w/ TSG Build and Costing to explore and communicate implementation options-Documented and transitioned all work to TSG Build when ready for implementation; worked with them to assist where needed -Founded and owned the Architect Knowledge Sharing weekly forum to facilitate communication and best-practice sharing-Designed, implemented, and marketed the TSG Wiki as a new knowledge management solution (873 articles, 450,000+ visits)

-1st Rotation: Led development of the eFMECA risk assessment tool for F136 engineering groups-2nd Rotation: Owned "piecework" process-mapping for the implementation of the Aviation Manufacturing Execution System (MES)-3rd Rotation: Owned the testing strategy for all external systems for the Rail 11i ERP upgrade-4th Rotation: Led the development and initial deployment of the Safeboot laptop encryption solution for ~70,000 laptops-Won the DTLP Department Award; only given to one DTLP each rotation-Won 3 DTLP Excellence Awards

-DTLP intern with Aviation Engine Services-Researched and selected automated application testing tool-Developed automated test cases for Aviation contract-generation system-Communicated test defects to development team