My role is responsible for technology architecture.

Delivering decisive business and technology leadership with vision recognizing the need to adapt to rapidly changing business and technology environments. JNC recognizes that aligning strategic initiatives with precision execution, making and meeting service level requirements and consistently achieving cost and schedule commitments is imperative to a successful organization. Partnering with general management, sales, marketing and operations, we help deliver results across all management functions to drive profitable growth.

JNC, Inc. - Contract with Turning Point ConsultingResponsible for leading the program to integrate two acquisitions; Workstreams included: Distribution of new desktop image to target Migrations for Azure IaaS/PaaS, Domain, Exchange, SharePoint, TEAMS and OneDrive Microsoft Licensing and Partner Network Merger Domain migration and clean up Infrastructure standard image implementation/administration/distribution management

JNC, Inc. - Contract with Beyond ImpactBeyond Impact, LLC provides professional services to it's customers making the transition to cloud services efficiently seamless. Beyond the impact of the cloud, the mission extends to helping those in need in our neighborhoods as well as in far away lands. BI is committed to making the world a better place for all.www.BeyondImpactllc.com

JNC, Inc. - Contract with Delta Air LinesResponsible for architecture of disaster recovery for core systems and applications within Delta and subsidiaries. Performed analysis of core applications throughout the organization and drawing the relative associations of all enterprise applications to each other and to third party partners, vendors, and customers. Participated in development of datacenter hardware requirements for disaster recovery position. Participated in deployment planning and execution. Provided technical leadership and guidance to platform teams and project team and co-managed projects with PM. Interview and train new employees (or consultants) with respect to DAL process and procedures. Oversight of solution architects within each project of which I was a member. HR duties (although not official HR responsibilities) for architects/engineers for which I provided lead.

MANAGEMENT: o Provide technical assessment of potential candidates for employment within the Systems Engineering Group o Train new employees (or consultants) with respect to UHG process and procedures o Govern designs for application groups wishing to implement Statistical Analysis Software (SAS) and continued guidance to peer engineers responsible for projects that incorporate SAS o Lead technology members of project groups through the Infrastructure Development Process (IDP) o Publish status to management for all Black Ops projects/initiatives assigned o Lead all Black Ops projects/initiative assigned o Estimating total costs for physical/virtual infrastructure for projects and labor associated with implementation o Monitor performance testing and analyze results to insure effectiveness and efficiency of delivered assests o Address vendor on behalf of customer to validate solutions o Manage customer expectations and interaction with all platform resources ARCHITECTURE & DESIGN: o Design enterprise infrastructure to support business applications o Assemble infrastructure application requirements o Provide reference for application augmentation to address inconsistencies in standard practice, regulatory compliance and risk management o Create System Logical Design (SLD) used to communicate planned implementation to all platform teams and application groups involved in delivery of the solution o Support the Project Management role with interpretations, escalations and estimations o Largest project to date included $10 million in capital expense and duration of 9 months o Provide support in the establishment of organizational technical standards o Responsible for sourcing and testing new solutions that may provide opportunities to increase efficiency and or effectiveness of the organization’s infrastructure

Working as a System Engineer on an application migration project for a Fortune 50 healthcare organization in the Twin Cities. Anticipating a contract end date in October 2011

IT Consultant

MANAGEMENT:- Directly managed $1.9M Corporate IT Operations Budget & $5M capital expenditures - Oversight of divisional budgets to executives - 79 physical sites- Directly managed of 30 employees - Oversight of 200 division employees- Responsible for business process improvementMERGER/ACQUISITION:- Gathered pre-acquisition due diligence- Attended site visits “in the open” & “veiled”- Estimated post-acquisition IT spending- Recommended risk based hold-backs- Attended/participated in acquisition announcements- Developed business relationshipsOPERATIONS:- Managed Business Continuity & Disaster Recovery plans- Designed & implemented datacenters & managed hosted facility- Managed move of primary datacenter- Introduced & implemented Voice over Internet Protocol (VoIP)- Delivered large Automated Call Distribution Solution (ACD)- Renegotiated IT & telecom contracts- Delivered virtualization, communications, networking, storage & logical security- Managed vendorsPROJECT MANAGEMENT:- Provided sponsorship for enterprise infrastructure projects- Projects Managed: Voice over Internet Protocol (VoIP), Central SAN Platform, Datacenter Build, Datacenter Operations Move, Many more- Provided direct project management for Corporate Technology & Enterprise Technology projects- Project Management Methodologies used AGILE, WATERFALL- Managed three project managersCOMPLIANCE:- Developed and implemented Enterprise Wide IT Sarbanes Oxley (SOx)- Followed SOx guidelines using Top Down Risk Assessment (AS-5)- Established documentation & implemented testing regimen- Change Management Process- Assessed Dolan for PCI compliance requirements

MANAGEMENT:- Directly managed $700K Corporate IT Operations Budget and spending plus direct capital expenditures in excess of $1M- Directly managed 10 employees- Managed IT infrastructure and operations at all 32 physical sites- Responsible for business process improvement- Responsible for communicating with all levels of constituents- Built the first corporate technology team for Dolan Media - Hire/fire dutiesMERGER/ACQUISITION:- Attended/participated in acquisition announcements to the new business unit- Responsible for post-acquisition integration, support, and operations- Developed business unit relationships and long term support of operationsINTEGRATION:- Analysis of current operations, processes, procedures- Secured funding- Mapped current operation to required operation process- Developed implementation plan- Staffed Integration Team- Managed integration project- Provided ongoing supportOPERATIONS:- Developed Business Continuity and Disaster Recovery plans- Maintained run book documentation- Organized and monitored testing- Designed and implemented one internal datacenter and managed hosted facility operations- Standardized equipment, communications and vendor relations across the enterprise- Established central help desk process, procedures, escalation, Service Level Agreements (SLA)- Defined metrics used to track success or identify problem areas to focus on for each area- Championed the effort to outsource level one and level two- Renegotiated IT and telecom contracts- Managed vendor relationshipsPROJECT MANAGEMENT:- Projects Managed: Bulletproof, datacenter build, standard e-mail platform, standard security platform, established new perimeter security, ERP application selection and implementation- Provided direct project management for Corporate Technology and Enterprise Technology projects- Project Management Methodologies used = Waterfall

.CUSTOMER: Rooster.com (2000 – 2001) PROJECT: “Be the IT Group” - Built entire corporate infrastructure from the ground up for internal operations all the way through to the internet point of presence. - Established standards, developed internal network, provided end user support, provided budgeting information, managed datacenter build out and managed hosting services. - Performed business analysis and documented business requirements during application acquisition projects. - Designed and implemented Disaster Recovery. - Maintained IT Disaster Recovery run-book.CUSTOMER: Carlson Companies (1998 – 2000) PROJECT: “Travel Mail Project (CSS/CWT)” - Travelled to 68 US Clients of Carlson Wagonlit Travel to convert CWT corporate office email to MS Exchange. Provided level three support on behalf of the Carlson Shared Services engineering including troubleshooting application and infrastructure issues. Assisted with hands on operational duties as well as site visits, user interaction, documentation and application issue remediation. PROJECT: “Curtis L. Carlson Memorial” - Organized the team, created a memorial website to Curtis L. Carlson upon the day of his passing, and splashing it to every Carlson Company user upon login. Worked with the designers and the developers to give life to what the Carlson Family (Marilyn Carlson-Nelson) conceptualized to be a lasting tribute to Curtis’ legacy. PROJECT: “Year 2000 Compliance for Carlson Family Office” - Lead the team in the transition of Carlson Family Office applications to a status of Year 2000 (Y2K) Compliant Environments. Certified applications based on compliance with Y2K guidelines and industry standards. Lead test teams through the entire life cycle of Y2K Compliance Testing. Provided Y2K Compliance related technical profiles, test plans, waivers, test procedures, and test results to project lead, application owner, and department manager.

- Managed, analyzed, proposed, purchased, created, and maintained all computer equipment and related services for the corporation’s eight divisions located in Northern Minnesota. - Administered Novell Network, created, maintained, and managed PC-based EDI system (including template creation and mapping) for two of the eight divisions. - Provided technology related budget information and technical assistance to the entire corporation via phone and location visits. - Provided oversight to the CEO and Directors for use in decision making. - Wrote grants and technical layouts for use in grant writing to assist the Public Relations Coordinator.