Responsible for all aspects of IT including infrastructure, applications, support, personnel, and financial management.• Led the organization effort to separate all technology aspects from prior holding company owner after being sold to a private equity firm.• Completed a technology assessment and roadmap that included three-year strategy to upgrade infrastructure, applications, business intelligence, security, and collaboration.• Conducted an RFP to select a managed service provider for infrastructure monitoring and support. Selection has been made and currently finalizing contracts. Implementation is a 3-month effort and will provide the organization with overall cost savings of $420K annually while providing a greatly improved and secured environment. • Conducted an RFP to select a partner to assist in evaluating enterprise applications to replace current disparate, out of date, and unsupported applications. Selection has been made and currently finalizing contracts. Selection process is a 10 week effort.• Created an overall IT budget for the company to operationalize the costs and improve the overall planning and management.• Institutionalized standard processes (e.g., onboarding employee, off boarding employee, device imaging, help desk support, infrastructure patching) and policies (e.g., Acceptable Use, Passwords, Information Protection, Patch Management, Change Management, Audit, Asset Management). Identified additional policies and procedures that need to be established and developed plan to complete.• Led effort to automate onboarding field employees and management of timekeeping including rolling out facial recognition devices for clocking in and out.

Highly accomplished technology leader who delivers reliability and high service levels across a wide range of users and applications in multiple locations. Often called upon for technology analysis, selection and implementation. Seeking new opportunities in the Greater Cleveland area. Open to travel and remote work. May be contacted via LinkedIn or at jgraber@glwb.net.

Partner with the Enterprise Security Services teams to develop strategies for lifecycle management of solutions including developing cloud migration plans, enhancing current capabilities, more fully integrating solutions within the environment, and acquiring new solutions to increase capabilities. Responsible for the vendor and contract management associated with these activities which is a portfolio value of $74.8M. • Contributed over $925K in total savings in 2022. Contributed over $1.2M in total savings and $344K in cost avoidance for 2021. • Managed RFPs for Advanced AML Analytics, Fraud Operations Center of Excellence, and Cyber Security Assessment. Others completed include Mitre Attack Solutions, Security Information Event Management, and DevOps Solutions. • Led many proof of concept efforts in areas such as access management, fraud detection and risk evaluation, and data privacy and governance. • Fostered an expanded vendor (confidential) relationship and negotiated a 3-year renewal of ID management software with a cost avoidance of $30.5K and managed the addition of additional tools within the suite which required a new master SaaS agreement. The engagement required a complete assessment of risk including completion of all governance and risk tasks, approval by Third Party Management Committee and Enterprise Risk Management Committee. • Established a new security information event management (SIEM) vendor relationship with vendor (confidential) resulting in a $1.8M 3-year contract that required an aggressive timeline. This included conducting a Request for Proposal and Proof of Concept. • Developed a new contract management model that ensures proper timing of renewals and alignment of re-bidding or conducting requests for proposals as appropriate. • Actively participating in special teams including: the TPM Procurement Accelerator Due Diligence and Vendor Selection Team, Ariba Migration to Scout for Contract Management, and Women in Technology group.

Upgraded all aspects of technology enabling the business to automate processes and seamlessly integrate acquisitions. Included implementing ITIL best practices. Directed team of 7 IT professionals. Reported to CEO.• Developed and executed 5-year strategy to upgrade infrastructure, applications, office collaboration tools, and end-user devices.• Implemented Nutanix hyperconverged infrastructure for storage and compute with VMWare (production) and Acropolis (disaster recovery site).• Upgraded switches and wireless access points to Meraki, improving network up time to 99.997%.• Implemented SharePoint intranet site for communications, collaboration, and a sales compensation management and reporting.• Led cross-functional effort to evaluate ERP solutions to meet needs of the business including planned growth.• Led implementation of Epicor, DocStar, Avalara, SmartPlanning, and QBuild for base business and 3 acquisitions. This included significant data restructuring and cleanup and establishment of master data management (MDM) roles, responsibilities, and processes.• Directed migration of various technology platforms leading to increased efficiency and system modernization including: o Cisco VOIP (UCCM and UCCX) to RingCentral and NICE inContact. o On-premise Exchange to Office 365 including Teams and Defender. o Servers to MS Azure.• Led ITAR and DFAR (NIST and CMMC) analysis, planning, and implementation of solutions for compliance.• Implemented data warehouse and Tableau for business intelligence and consolidated reporting across acquisitions.• Evaluated CRM solutions with the recommendation to move forward with SalesForce and the utilization of Jitterbit for integrations.• Developed acquisition integration plan and managed completion of 3 acquisitions, 3 in process and 2 in initiation. This included network integration, infrastructure upgrades, applications migrations, and systems management and support following ITIL best practices.

Modernized technology utilized throughout district, consisting of 3 high schools, 3 middle schools, 8 elementary schools, and 10 additional buildings. This included implementing ITIL best practices along the way. Directed team of 12 technology professionals with operational budget of ~$2M plus additional project expenses. Reported to Superintendent.• Developed 5-year strategic plan including infrastructure, classroom technology, teacher devices, and student devices.• Upgraded core switch from Catalyst 4507R to Nexus 9000.• Replaced HP SAN with NetApp. Upgraded VMWare and virtualized all servers.• Implemented Cisco Prime Infrastructure (installed approximately 800 WAPs).• Upgraded Cisco VOIP and added phones to every classroom (approx. 850).• Added security system and cameras (approx. 575) in key areas of educational buildings.• Migrated email from Novell Groupwise 8 to Microsoft Office 365.• Rolled out MacBooks and iPads for teachers and students and classroom display systems (projectors and AppleTVs).• Implemented JAMF to manage over 7500 iPads and over 6200 MacBooks.

Led internal IT teams of 12 professionals that provided day-to-day support, monitoring, development, and implementation of infrastructure and applications.• Managed headquarter, technology center, and warehouse relocation including significant technology refresh: Racking and power, core switch, UCS, NetApp, and VMWare (including virtualizing 80+ applications).• Deployed MS Dynamics CRM replacing a manual spreadsheet process. • Rolled out Cisco Telepresence throughout HQ (4 units), 12 branch locations, and 3 work-from-home locations.• Upgraded and supported applications including Exchange, QuoteWerks, JDE, Great Plains, and SharePoint.

Provided leadership and strategic development of the following departments: Customer Care, Vendor Management, Product Specialists, and Lead Management, with a span of control of ~25.

Led IT Customer Experience teams, of ~35 professionals, that provided day-to-day support and development for: Sales, Marketing, Customer Service, internet, intranet, and EDI. • Developed and kept fresh Customer Experience Roadmap ensuring a positive customer experience.• Led IT effort to combine Customer Experience systems of Yellow Freight and Roadway Express which resulted in over $250M in savings.

Directed planning, development, and execution of strategy for Customer Service, Inside Sales and Sales Support driving the departments to lead the industry for quality customer care while ensuring cost-effective operations. Total span of control of ~120 managers and staff. • Led Customer Service team to achieve an 18 second ASA and Inside Sales team to a 20.8% growth.• Ensured successful management of strategic projects including a) Implementing Oracle Order to Cash; b) offshore outsourcing and work from home; and c) Quality Assurance process that included call recording and issues tracking.

Provided leadership in development of the Oracle applications implementation strategy, including Order to Cash, Procure to Pay, Demand to Build, and Back Office. Directed team of ~15 IT professionals.• Developed strategy for business reporting and provided business intelligence solutions. • Implemented Oracle A/R, Customer Master and Collections (CRM) and developed customer focused applications such as: serial number inquiry on the web, faxing quotes, parts catalog, and marketing programs application.

Collaborated with business on technology initiatives to define detail requirements and translate into technical requirements.