Leads the overall delivery of IT Services for PEI-Genesis, a 900 employee, $400M electronic connector distributor specializing in harsh environment industries. Drove technology transformation and process maturity to help the business better realize benefits from the strategic application of technology. Defines architecture and key components of a new business technology platform consisting of a new CRM (Dynamics 365), business analytics platform (Tableau), and an integration and middleware platform (Boomi). Initiated the search and selection of a new ERP platform, a new eCommerce platform, and evaluated the need for a new configure/price/quote (CPQ) engine and product information management (PIM) tool.- Realigned IT organization (25 headcount, 3 professional services partner companies) away from software development-led services to a more IT Service Management centric approach including the deployment of a new ITSM platform (HaloITSM) and associated ITIL processes (Incident Management, Change Management, Service Catalog, CMDB)- Redefined a number of internal-IT roles to better support the new IT strategy and aligned them to specific functional areas within the business. Hired a number of new employees into key IT leadership roles including Head of Application Services and Head of Cybersecurity.- Dramatically improved cybersecurity posture of internal systems, employee compute devices, and eCommerce sites through the application of comprehensive reporting and vulnerability assessments as well as the implementation of best practices for identity management and authentication.Instituted demand management practices to effectively reduce the backlog of requests for IT services and provide more transparency into IT priorities and delivery commitments.

Led separation of IT Engineering function from parent company for Graham Packaging Company, a 7500 employee, $2B plastics manufacturer. Built IT Engineering team, including people and processes, to deliver IT solutions necessary for separation and to continue to support business initiatives. Addressed materially deficient infrastructure to support digital and cloud transformation projects.- Hired 3 IT Engineering managers and brought 2 existing managers into the IT Engineering group to ensure coverage of all major technical and functional areas of IT.- Augmented existing staff engineers with additional hires and managed service providers to enable greater delivery capabilities.- Partnered with key technology service providers across collaboration, identity, integration, hosting, network, telephony, and analytics domains to transform foundational services and establish delivery capabilities.- Quickly implemented key infrastructure services in order to exit transition service agreements (TSAs) in place with the parent company.- Aligned with key stakeholders throughout the enterprise to ensure technology stack aligned with business strategy and reference architectures were in place to rapidly deploy technology solutions.

Created "greenfield" IT function supporting Air Products’ divestiture of Versum Materials, a 2500 employee, $1.5B electronics materials business. Led development and implementation of "cloud-only" strategy, supporting delivery of enterprise IT services, leveraging SaaS, PaaS, and IaaS service providers with no provision for physical data center. Drove comprehensive, next-generation, architecture for integration of cloud services, allowing employees to access data and services any time, from any place, and with any device in a secure fashion.- Selected strategic partners to establish “cloud-only” foundation for the enterprise, providing identity, security, productivity, and cloud compute resources.- Selected network managed service provider to migrate and support LAN / WAN / wireless services, enabling future growth.- Partnered with key technology providers, advancing “cloud-only” strategy.- Provided leadership, guidance, and oversight for key transformation activities, implementing single-instance, global, SAP platform to support ERP, Finance, Supply Chain, Manufacturing, and Customer Service.- Led integration of infrastructure and security services into Merck KGaA, Darmstadt, Germany upon acquisition, driving over $5M in associated synergies.

Aligned corporate, business unit, technology strategies, and delivery of enterprise IT services to meet business objectives. Provided central clearinghouse of services necessary to deliver enterprise IT services to all business units.- Aligned business units to enterprise business processes through discovery sessions and workshops, improving shared services across enterprise.- Served as liaison between Deloitte and IT for enterprise architecture transformation, increasing communication and launching the program.

Managed all “run the business” aspects of IT infrastructure and operations for CSC Global, including Service Desk, SaaS Operations, Infrastructure Support, Application Support, Network Engineering, Telecom Engineering, Videoconference Engineering, and Data Center Services. Responsible for 4 operations managers, over 20 employees, and a number of strategic partners providing services to a company of over 2,500 employees across the globe.- Designed and implemented Application Support, including SaaS Operations and Technical Support, providing world-class support of CSC’s SaaS platforms, and allowing developers to focus on core development and business requirements.- Led IT Services Management transformation across infrastructure and operations groups, based on ITIL framework, focusing on process improvement and technology adoption to provide world-class services to enterprise.- Successfully integrated a long-outstanding acquisition, deploying new process and tools to enable integration while also establishing new services necessary to provide support to the diverse business unit.

Managed design, construction, delivery, and support of infrastructure services for Teva Americas. Directed 6 managers, 25 associated delivery resources, and numerous project managers.- Addressed dire collaboration need by implementing Microsoft SharePoint enterprise farm, developing comprehensive communications, training, and governance plan to support deployment of collaboration services across Teva Americas.- Significantly reduced operational downtime, enabling proactive monitoring of enterprise services through standardization of monitoring toolsets and process.- Spearheaded transformation to services-oriented IT operations group through integration of ITIL processes and establishment of Service Catalog, emphasizing service engagement process, service ownership, and service levels.

Served as single point of contact for enterprise technology solutions and strategies across Teva Americas. Directed workstation engineering, server engineering, collaboration, and enterprise monitoring services. Provided direct management and oversight to 3 team leaders, supporting consultants, and numerous project managers. Managed vendor relationships and established strategic partnerships with key technology providers.- Implemented desktop engineering practices to standardize workstation delivery methods, improving end user experience, and increasing end user support capabilities.- Designed high-availability solution for enterprise ERP system supporting Teva Global operations, driving monthly maintenance windows down from 24 hours to 2 hours of total business interruption.- Created and implemented multi-tier storage environment and evaluated various storage platforms, fulfilling business performance and availability requirements.- Managed initiative to standardize enterprise infrastructure technologies, focusing on service delivery areas, including server infrastructure optimization, enterprise availability / capacity / performance monitoring, and business continuity.- Drove more effective and efficient global collaboration by providing technical leadership for a Lotus Notes to Microsoft Exchange migration for over 12000 mailboxes.

Cultivated relationships with prospective clients of IBM, driving over $31.2M in sales of IBM server services, and managing P&L for signed engagements. - Positioned as a “trusted advisor” to clients, identifying IT needs and sales opportunities for IBM.- Led development of new, and customized existing, server services, positioning as premier partner and meeting client needs.- Established pricing targets for individual engagements and worked with delivery teams, maintaining, or improving profitability of in-progress engagements, contributing $6.3M in profit.- Engaged with dissatisfied clients of IBM to re-establish relationship and increase satisfaction with IBM services, signing $1.5M in new business on previously closed accounts.

Sought after by troubled strategic outsourcing accounts to improve customer satisfaction and improve profitability. Engaged with IBM management teams to understand sources of customer dissatisfaction and cost overruns to improve or maintain IBM's role as preferred service provider. - Implemented server virtualization program to reduce physical server footprint by 60%, reducing average age of installed server infrastructure by 2½ years, enabling rapidly deployable server infrastructure, and reducing number of resources needed to manage the server infrastructure.- Proposed, designed, and managed implementation of client asset reconciliation system, increasing billing accuracy, reducing number of unbilled assets, and improving top-line revenue in asset management space by 12.5%.

Represented IBM as the Lead IT Architect to a major international insurance company. Worked with the client IT management team to define an IT services strategy that enabled the outsourced IT department to meet the needs of the business units. Led a team of IT architects and project managers in developing and signing over $16M in new outsourcing revenue with the client. Promoted new processes and emerging technologies to improve the quality of services delivered by IBM for the client.

Provided leadership and direction to 20 enlisted and civilian personnel, supporting all basewide communication infrastructure.- Developed, deployed, and ensured compliance with all basewide communications policies and standards, safeguarding zero downtime of all critical communication systems.- Maintained readiness and currency in use of rapidly deployable remote communications infrastructure, establishing last link communication infrastructure at remote installations.- Provided guidance for further career development and promotion to enlisted personnel under my command.