Directed the measurable increase in division profitability, in both margin dollars and margin percent by implementing pragmatic process improvements. Improvements included implementation of tools and processes relating to Project Management, Material Logistics, Project Documentation, Application Engineering, Project Estimating, Labor Forecasting, Labor Scheduling, Subcontractor Management, Inventory Control, Project Information and Communication. As acted as a Project Manager and Application Engineer as needed.

Provided application engineering for commercial building automation and energy management systems. Product experience includes Johnson, Honeywell, Siemens, Alerton, and Teletrol. Provided direction, management, measurement, and implementation of internal process improvement programs focused on cost savings, margin improvement, customer satisfaction improvement, and employee satisfaction improvement. Worked at all levels of the organization to identify opportunities, solutions, and measurements. Lead in the development and implementation of changes. Used tools from Six Sigma, process re-engineering, TQM, Balanced Scorecard, Business Process Management, and others.

Worked closely with all levels of the organization to ensure projects delivered on commitments. Assessed all project investments for alignment to the corporate balanced score card. Ensured appropriate funding using traditional ROI tools as well as alignment to corporate goals. Provided transparency of all critical elements of strategic projects including spending, benefits, and time tables. Audited success factors of past capital investments.

Ensured $30 million IS/IT spending is in alignment with organizational goals by working with Corporate and Divisional senior management and providing portfolio management, technology plans, and spending outlooks. Worked up and down corporate structure to ensure world-wide alignment of strategy across countries and divisions. Managed the corporate Project Management Office to enable corporate portfolio management consisting of ~300 technology projects world-wide. Managed the Process and Quality Department to provide SDLC leadership to an IT development group of ~250 people. At any one time, an average of 110 projects were active in the IT portfolio. Reported to the Chief Information Officer (CIO).

Managed a department of 35 people responsible for the full life cycle of all sales and marketing software applications used in 150 field offices and 3 corporate locations. Ensured development slate remained aligned with organization's strategic and tactical goals. Managed a $2.5m budget and staff consisting of Business Consultants, Supervisors, Project Managers, Software Developers, Test Engineers, and Technical Writers. Provided staffing, employee performance management, budget management, direction and strategy, process and quality adherence for software applications based on Centura, Microsoft Visual Studio, Citrix, SQL Server, Oracle Database, MS Access.

Provided full life cycle support for software applications used by 600 sales people, 500 design engineers, and 800 technicians working from 200 locations in 8 countries. This life-cycle support included: management of project resources (staff and budget), business needs analysis, process engineering, competitive analysis, functional requirement identification and definition, priority setting, cost benefit analysis, cash flow analysis, corporate communications, training design, rollout planning, change management.

Responsible for overall profit and loss of the Central Ohio territory. Managed a staff of ~ 20 union and non-union employees including mechanics, technicians, engineers, and office staff who designed, installed, and maintained building automation systems, fire systems, security systems, and electronic & pneumatic HVAC controls. Provided labor forecasting, employee development, customer relationship, vendor management, process improvement, budget management, contract negotiations, project estimating on projects ranging in size from $20,000 to $1,000,000.

Designed and project managed large commercial temperature control , energy management, fire systems, security systems, and building automation systems. Provided systems engineering, labor and revenue forecasting, planning, and scheduling of union and non-union employees; as well as negotiating, procuring, and managing construction sub-contracts. At any given time handled ~10 projects averaging $200,000. Major accounts included Ameritech, Rockwell International, several area hospitals, several state and federal government facilities and museums.