Responsible for the privately held company’s overall strategy and performance. Successfully assumed the primary leadership role of an internationally recognized medical device company experiencing a distressed situation. Led a cross-functional team in the development and execution of a comprehensive three-year strategic turnaround plan designed to transform the culture and reverse a multi-year trend of declining revenues, shrinking margins, rising operating expenses, and resulting negative operating income. The plan’s outcome was a successful turnaround at all levels that, ultimately, resulted in the sale of the business (in Oct 2017) to a new corporate parent, Dynatronics. Led the sale process and, once closed, continued to lead the new division and support the integration as its President. From Nov 2019 – Feb 2021, served on the Dynatronics Strategic Leadership Team and took on the role of corporate Chief Information Officer (CIO). Led the re-architecture of the corporate technology infrastructure, the implementation of new security solutions, the integration of a third-party logistics provider (3PL), and the creation of a new ecommerce solution that supported both B2B and B2C transactions that were seamlessly interfaced with the core ERP platform.

As a member of the Strategic Planning Committee, developed and led the technology and operations platform while partnering with other key stakeholders. Spearheaded a strategic initiative that sought to reduce both costs and risk by combining three disparate operating platforms (born from acquisitions) into a single, unified, and leading-edge operating platform. The effort resulted in a hybrid local/cloud application and services architecture that reduced the platform footprint to a single instance of key applications with enhanced functionality, provided a single homogenized version of all data across the entire company, concurrently supported historic and current reporting (that also leveraged a newly enriched data schema), reduced costs by re-using vendor data and minimizing licensing fees, and addressed the need to support sales prospecting and active clients via modern web properties that focused on mobile delivery and social platforms. Committee memberships for Evercore Wealth Management (EWM) and Evercore Trust Company (ETC) included:-EWM Strategic Planning Committee-EWM/ETC Technology and Operations Platform Committee, Chair-EWM/ETC Compliance, Operations and Risk Committee-EWM/ETC Business Continuity Committee

Responsible for partnering with other business leaders as a catalyst to design, build and implement a global information services strategy that supported a complex alternative investment platform (that was operated out of six offices across the globe). Led the global technology team, which included both onsite company resources, as well as a global array of third-party vendors including offshore developers. Appointed Chief Security Officer.

As a member of the senior management team, led and/or partnered with other internal and external stakeholders to identify, plan, and implement strategic business initiatives. Based on these initiatives, led all operational and technological planning and execution for the company, while managing a nimble, highly skilled cross-functional team. Some project examples include (i) creating and maintaining key business policies and procedures, (ii) supporting SEC audits, (iii) enhancing operational efficiency by integrating numerous third-party data sets and systems into a normalized and unified operating platform, (iv) building a comprehensive data repository that supported point-in-time reviews, (v) developing a client facing portal (the first in the corporation), etc. Promoted to Partner Jan 1999.In addition to the internal business responsibilities, also served in the following corporate capacities:-Wells Fargo Trust Steering Committee Member-Wells Fargo group Information Security OfficerSelected as Abbot Downing’s first Senior Managing Director of Operations and Technology, a member of the senior management team. Led a large domestic team through the operational and technology analysis, planning, and initial execution that would combine three businesses (Lowry Hill, Calibre, Wells Fargo Family Wealth) into the single operating entity, Abbot Downing.

Managed a department -and its supporting technology- that was responsible for fulfilling data, research and document requests for graduate students, doctorate candidates, and university faculty.