Founded and staffed company to build a consulting practice, focusing specifically on small and medium size enterprises. Sly Fox works primarily in healthcare, legal and financial verticals to focus on strategy, technology, and business transformation. Started by experts in cybersecurity and business processes, Sly Fox has grown organically to become a firm focused on bringing value to your entire organization by aligning technology with business strategy. Let us help you realize your business goals.CIO ADVISORY SERVICES • Provides counsel and leadership to CEOs, CIOs, and other C-suite executives. Created a program where we begin by understanding a company’s existing technologies and how they are used; business priorities and goals; and challenges to processes, efficiencies, and outcomes. We are then able to create a Transformation plan, develop Strategy and conduct an Assessment and finally map and perform Process Optimization and Implementation.GOVERNANCE • Helped organizations by creating a system of rules, practices, and processes for how the firm is directed and controlled. This included selecting a framework, creating documentation, and defining and enforcing policies. DIGITAL TRANSFORMATION • Worked with numerous companies to help document and reengineer their business processes and goals. Through the combination of cloud technologies, automation tools and the newly updated processes, technology was migrated or replaced where appropriate to meet corporate goals.

Tasked with driving innovation decisions and aligning processes and technology to best support the organization. Bringing a new vision for the organization to move the goals of Lambda forward. With the introduction of new applications, updating the physical and technical support infrastructure as well as helping reestablish the trust in IT as an asset to the organization.

Brought in to help transform Apex Global Systems’ business model from reselling business services to reselling software and automated financial reporting in addition to their existing managed services offering. Transformed the Systems department into a $15MM revenue generating department in two years.DIGITAL TRANSFORMATION AND AUTOMATION • A need to consolidate and enhance corporate systems was quickly recognized due to the extreme growth. An RFP to find an ERP to replace the multiple systems was sent out and Workday was chosen as our partner. A business process reengineering effort focused on the entire enterprise was conducted in parallel with the RFP. This BPR identified numerous automation opportunities in addition to the changes necessary to make the ERP implementation successful. Using the RPA tool UiPath multiple high touch processes were replaced with automations freeing some staff to do higher value work and eliminating others.SOFTWARE-AS-A-SERVICE • Redesigned and redeveloped a large internal SaaS application to be marketable to 3rd parties. The application was created to service Skilled Nursing Facilities and companies who service them providing CRM, revenue cycle management and cost containment capabilities. The application was redeveloped using MS .Net Core and Angular. Since redevelopment it is generating $2MM in yearly revenue and servicing over 400 facilities.BUSINESS INTELLIGENCE • Due to Apex’s unique position as a service provider with access to over 800 facilities clinical, financial and human resources data, the decision was made to create a reporting portal to provide subscribers access to real-time analytical reporting and dashboards. An Azure Data Lake was designed and developed to house over 20 sources and Power BI was used as the tool to generate the reports and dashboards. In the first year it has generated almost $2MM in revenue.

The Hartz Group has three distinct core businesses, a multi-billion-dollar trading floor, multi-hotel portfolio and the largest privately held commercial real estate portfolio on the east coast. Working as a trusted advisor and business partner, provided the technology guidance to drive business decisions, improve business processes and further innovation.ENTERPRISE RESOURCE PLANNING • Created RFP, selected ERP and executed the implementation of corporate ERP encompassing all aspects of the business, including finance, human resources, accounts receivable and accounts payable. The selection and implementation paid special attention to the multi-tenant requirements of the portfolio and the complexities of the core businesses. The implementation allowed for cost savings of over $1.5MM per year in decreased personnel and software.CORPORATE PORTFOLIO MANAGEMENT TOOLS • Responsible for development of all systems and design and implementation of all technologies related to the trading floor, multi-hotel portfolio and real estate multi-billion-dollar portfolio. Management looked to increase visibility into the P&L and assets across all departments. Developed a web-based tool allowing management real time access to the P&L of the portfolio with the ability to drill down into each asset class through the creation of custom dashboards and reports in HTML and Ajax. The system gave management up to the minute access to their positions rather than end of day reporting.DATACENTER BUILDOUT• Built two highly redundant datacenters to ensure uptime and for disaster recovery. To achieve uptime of 99.999% over 10 years, server and desktops were moved to a private cloud infrastructure. A 500 VDI desktop was also created using VMWare Horizon to support the entire environment. The cost savings realized by using thin clients was over $2MM but more importantly the lack of downtime and ability to work anywhere was realized through numerous natural disasters and office moves.

Tasked with the creation of a new 20 member IT department to facilitate the migration of corporate technology from the old parent company. Created a new corporate IT Strategic Plan to update all the existing technologies and IT standards to meet the goals that aligned with the new company.INFRASTRUCTURE BUILDOUT • Created an infrastructure including datacenters, server farms and network for the new company to support over 1000 desktops over six locations. This process included selection of best in breed of service providers to create a highly redundant WAN.VENDOR SELECTION • An exhaustive selection process of outside SaaS providers for corporate real estate portfolio management to ensure the company was leveraging all available technology solutions. Conducted a thorough proof of concept before multiphase implementation of Yardi Systems which gave the company a complete GL and asset management system. A purchase order system was developed in-house to work with the SaaS APIs to complete the accounts payable system.

Created a new department to support the back office in the Americas during the Credit Suisse and First Boston merger. Hired over 100 employees in a six-month period to build out three separate departments while also moving over 2500 employees to a new corporate headquarters in New York City. LARGE DEPARTMENT MANAGEMENT • Managed 3 IT departments with full P&L responsibility while growing headcount almost daily and taking over support responsibility from existing departments. IMPROVED CLIENT TRUST • Clients were afraid to call the helpdesk due to poor response. Created a tracking system to provide SLA statistics to clients and created second and third level 7/24/365 escalation support to resolve hardware, software, and related procedural issues. ASSET PROTECTION • Worked with business units to identify their perceived threats to the integrity, availability, and confidentiality of information assets.BUILT RELATIONSHIPS • Created new and stronger relationships by assisting business units through service and account reviews, vendor selection, price negotiation and contact management. This improved the perception of IT as a partner.