Chevron Federal Credit Union is a $3 billion financial institution that provides services to over 100,000 customers worldwide under the Chevron Federal Credit Union and Spectrum Credit Union brands. The following areas reported to me: the Information Technology group; the Operations Services department; Electronic Product Support, which included the ACH and Wires group, the Card Services Department that managed the credit and debit card products and was responsible for the organizations ATM network; the Fraud and Transaction Risk Management Department; the organization’s Project Management Office. For a period of time, the Call Center and Loan Servicing departments also reported to me. I was tasked with evaluating their operations and with implementing technology to make them more efficient.

Returned to Chevron FCU where I was responsible for directing the strategic and operational planning for the Information Systems & Technology group and for implementing information technology-based solutions for Chevron FCU. Responsible for the organization’s Project Management Office, which leads and manages the portfolio of key projects assigned to the office. The PMO is responsible for all organizational strategic projects and supports the successful management of strategic projects through application of leading project management practices and supporting business systems process improvement. • Directed core system selection and conversion project. • Directed Internet banking selection and conversion projects.• Created the organization’s PMO and oversaw the development of the organization’s project management methodology.• Introduced into the organization the COBIT and ITIL frameworks for IT governance.• Deployed one of the earliest Internet Banking systems (1996). • Lowered cost of ownership through deployment of standardized desktops and thin clients.• Directed the project to move our primary data center to a remote collocation facility.• Responsible for application development in a Microsoft .NET environment,• Responsible for information assurance, which includes the organization’s business continuity plan.

Directed four groups, which included Application Support and Computer Operations, R&D, End User Support, and LAN/WAN/Telecom. Provided leadership to the company in the area of information technology and was a key member of the organization’s executive management team. Bethpage is a $4.5 billion financial institution that provides services to over 190,000 customers on Long Island.• Developed an organizational IT assessment report in the first 60 days.• Directed a core system selection project.• Developed the organization’s first three-year strategic technology plan and the organization’s first IT Business Plan.• Reorganized the Information Services Group to provide better service and enhance effectiveness.• Developed a customer service initiative, which included implementation of a Help Desk process with departmental SLAs and performance metrics.• Initiated process improvement methodology and implemented a technology delivery process that relied on more robust information and measurements, such as IT costs, ROI, and service metrics.• Introduced Balanced Scorecard to the company for the alignment, management, and measurement of initiatives, both at a strategic and project level.• Championed the introduction of Six Sigma into the organization for quality, business, and process improvement.• Championed the introduction of Balanced Scorecard as a performance measurement framework.• Converted from legacy based teller and loan platforms to client/server architecture.• Oversaw major upgrades to the Bethpage LAN/WAN/Telecomm infrastructure.• Renegotiated contracts with major vendors and service providers resulting in substantial annual savings.

Responsible for directing the strategic and operational planning for the Information Systems & Technology group and for implementing information technology-based solutions for Chevron FCU. Responsible for the organization’s Project Management Office, which leads and manages the portfolio of key projects assigned to the office. The PMO is responsible for all organizational strategic projects and supports the successful management of strategic projects through application of leading project management practices and supporting business systems process improvement. • Directed core system selection and conversion project. • Directed Internet banking selection and conversion projects.• Created the organization’s PMO and oversaw the development of the organization’s project management methodology.• Introduced into the organization the COBIT and ITIL frameworks for IT governance.• Deployed one of the earliest Internet Banking systems (1996). • Lowered cost of ownership through deployment of standardized desktops and thin clients.• Directed the project to move our primary data center to a remote collocation facility.• Responsible for application development in a Microsoft .NET environment,• Responsible for information assurance, which includes the organization’s business continuity plan.

Directed MIS operations for 30 offices statewide, which were divided into five Field Service Areas. Direct reports included headquarters’ programming and computer operations staff and the five Field Service Area MIS Managers.• Coordinated hardware and software installations and directed software application development projects.• Designed and developed the organization’s HRIS.• Negotiated contracts with vendors and prepared annual MIS budget.• Established policies and standards.• Responsible for all voice and data telecommunications management.

Directed the Management Information Systems (MIS) unit of a governmental agency supporting over 300 staff. Was the agency’s first Director of MIS.• Created the MIS department, hiring staff, defining standards and establishing policies.• Designed and deployed the agency’s infrastructure, including participation in the building of a new facility to house the agency.• Designed and coded many of the agency’s applications and oversaw the development of the rest.

Responsibilities included the analysis, design and development of new systems in for various end-user.• Made significant enhancements to the financial management and payroll systems.• Designed major reporting module.

Developed and supported marketing databases for client companies.• Clients included Campbell's Soup, Carnation Foods, and Star-Kist. • Databases incorporated various marketing data sources such as SAMI, A.C. Nielsen, and Majers.