Manage a team of 14: 12 Consultants, System Engineers, and Level 3 Support, 2 Project managersDevelop and Present Services ProposalsProvide monthly forecasting to leadership

Business Outcomes* Reduced yearly team expenses by $250k/year* Team maintains a 75% referral rate of Cloud based customers* Developed and Sold an M&A that saved RUMC and SIMHS $75K in annual expenses* Managed a portfolio of over 70 clients* Revitalized my sales territory establishing a pipe line of over $25 Million * Expanded the client base selling outside MEDITECH hospitals and organizations

Developed sales and marketing collateral for the new Oracle Optimization offering Managed 2 client engagements * Wrote and presented findings to the clients* Identified over $1.5 Million in liability avoidance* Provided remediation plans for key security and operational issues * Developed pull through offerings to expand revenue potential

After years of reorganization and consolidation HP's outsourcing division was failing on account management and service delivery. Due to my years of successful account management I was recurited to join the VRI team to audit, remediate, and mentor accounts on financial management. Led the program for Ahold, Southwest Airlines, Kraft, Mondelez, KPMG, Nissan NA, Airbus, American Express, Andina, and MetLife.Business Outcome:* Identified over $670,000 in revenue and cost savings* Discovered a multi-million dollar leasing liability * Developed as-built baseline for Southwest transformation project to align delivery and billing with the contract identifying numerous risks and proposed remediations* Consulted with accounts on billing and cost management best practices* Mentored a new program manager and a data analyst

Symantec’s da Vinci program was a multiyear reimplementation of Symantec’s core business functions to deliver a business foundation for Symantec’s growth and enhance Symantec’s decision-making capabilities. Driven by expiring technology the program had an aggressive time table to replace and enhance the limited legacy environment with a highly integrated agile environment. Starting with the Goals of da Vinci, translating the Goals into core design principles, building a multi discipline and vendor team I created and executed a plan that delivered the foundation for Symantec to reach its business objectives on time and on budgetBusiness Outcome: • Delivered a Scalable/Flexible environment consisting of 2 fully redundant networks, a new backup and recovery solution, 4 storage arrays, and 533 servers on or ahead of schedule enabling an on time go-live* 150 Oracle instances including: ERP, CDH, PDH, SOA, GRC, GTM, OID* Hyperion: HFM, FDM, DRM, FCM, HFR * 90 AIX LPARs, 300 Linux VMs, 39 WinTel, 250TB Storage* Three tier deployment with a mix of HA and non-HA environments* Managed the program to a 42% margin* Sold an $11 Million Contract extension

Recruited by the HP Genzyme account to take over a failing Oracle R12 and Hyperion project. The project lacked program leadership and a coherent execution methodology, forcing the Regional Account Manager to be involved daily. Engaged the Deloitte business design team, established project deliverables and timelines while assembling a matrixed program team. Established standard, repeatable delivery processes and took the leadership position in directing Oracle On Demand.Business Outcome: * Assumed Account Manager role freeing the Regional Account Manager* Reengineered the HP sold solution creating shared savings for both Genzyme and HP* Simplified the network - $118,575 savings* Reduced the WAN requirements - $11,595/month savings* Changed the backup solution and methodology - $100,000 savings* 15 Oracle E-Business R12 instances, SOA, BAM, Hyperion Disaster Recovery, 100 servers (HP-UX, Linux, WinTel), SAN, NAS, and backup environment all delivered on time and under budget

Managed a portfolio of clients through the full account life cycle: Sales, Contract Negotiation, On-Boarding, and Service Delivery. Responsible for Client Satisfaction, Program Management, Staffing, Team Development, Vendor Management, and FinancialsClients: Terex, PGI, Turner Construction, Comverse, DePuy – a Johnson & Johnson Company, PerkinElmer, Investors Bank & Trust, Hirsh, NEBS, RSA, Snap-OnBusiness Outcome:• Delivered Terex’s High Availability Oracle ERP under budget, ahead of schedule resulting in $5 Million in add on business• Redesigned Terex’s backup methodology - $12,000/month savings• Migrated PGI’s end of life Oracle ERP system and WAN services to a high availability solution within current ERP budget, reduced network cost by over 50%• Awarded EDS Blue Diamond for innovative upgrade of Turner’s ERP system • Designed a Disaster Recover environment that moved Turner from 72 hour recovery/24 hour data loss to 3 hour recover/15 minute data loss. Reduced EDS’ yearly cost of conducting the DR drill • Created a technology roadmap to move Turner to a High Availability Oracle RAC environment within current monthly budget• Turned around IBT’s 90-day letter of termination and doubled the account revenue from $2 to $4 million in 12 months• Achieved or exceeded HP/EDS service goals resulting in two $6 Million renewals• Reduced yearly operating expenses 5%-10%/year over 3 years• Consistently forecasted within 5% of actuals• Negotiated and sold 3 new contracts; 15 addendums over 24 months - worth $29 Million