Developed Cyber Security Strategy to balance risk, business agility, and cost. Built out team and capabilities modelled after NIST 800-53. Developed overall governance and oversight program to ensure alignment with business strategy along with metrics program.

Responsible for software development and application support for $9B Auto Parts retailer with over 6,000 stores, 40 Distribution Centers, 74,000 employees, and ~1.4 M SKUs. Manage a team of 90+ employees and 80 contractors (onshore/offshore) across multiple locations.• Implemented a portfolio management process to improve project prioritization and execution.• Designed post-merger organization to optimize capability delivery and support.• Created application roadmap for merger of CarQuest.• Implemented organization competency model to improve employee productivity.• Removed approximately six hours from the nightly PeopleSoft AR batch cycle through improved parallelization and infrastructure improvements. This resulted in reduced call volumes and improved customer service.

• Responsible for Enterprise Computer Operations, DC Systems Support Teams, Disaster Recovery Team, I&O Project Management, AS/400, AIX & Linux Engineering Teams, Enterprise Middleware Team, and DBA team. Total team size is 90 employees and 5 contractors. • Saved ~$2M in capital by implementing capacity planning and better utilization of server resources. • Successfully received training grants from the state of Virginia for $1M to improve employee’s skills over three years.

• Implemented business strategy roadmap development with VP of Merchandising. Identified technology trends and how they can improve our customers’ experience and our profit.• Implemented Oracle Retail Merchandising System (foundation data and PO Management), Oracle Retail Price Management, and Stibo Item Master Data Management solution.• As part of Oracle Retail Management System implementation introduced the concept of Organizational Change Management, Enterprise Service Bus, and Operational Readiness Testing. Lead the most complex IT project at Advance and delivered on time and on budget. Project had a one year payback period. Project was recognized by Oracle with the 2011 Outstanding Achievement in Business Performance Award.• Implemented all the interfaces into new Red Prairie Warehouse Management System for new distribution center. This included Inventory Accounting, HR Payroll, and item interfaces.• Started centralized IT Program Management Office. Aided in better utilization of skilled project management and adoption of best practices. • Team is responsible for all systems that support Merchandising, Inventory Management, Inventory Accounting, Content Management, B2B Gateway, and Production Support for Finance, Supply Chain, and Merchandising Systems. • Received 2010 Advance Auto Parts Leader of the Year Award.

• Changed the team culture to focus on creating value for the business and shareholders, being trusted advisors, and to always bring options.• Decreased the number of system outages by 40% by introducing root cause analysis, design patterns, and highly available architecture patterns. Additionally implemented proactive monitoring across potential failure points in the architecture.• Changed the amount of time the teams performed Production Support from 60% to 30%.• Outsourced Production Support to free AAP resources to focus on projects that reduce cost, improve productivity, and bring competitive advantage to AAP shareholders, along with reducing the cost structure.• Implemented SLOs to ensure focus stayed on sustaining value for the Supply Chain business.• Implemented a project prioritization process with Supply Chain Executive Mgmt. to ensure teams worked on the highest value projects. • Improved the PM processes by implementing the consistent use of project server across all supply chain projects. This improved resource utilization by 30%. Additionally implemented automated checklist to ensure project plans adhere to best practices along with implementing peer reviews of key SDLC deliverables.• Implemented a new Inbound TMS system, Voice Directed Picking, Carousel, Sortation, Purchase Order and Transportation EDI transaction sets, Customs Department integration for Shippers Export Declaration documentation, & JDA’s E3 Opt and Constrained Supply Modules.• Voice Directed Picking solution reduced picking labor by 10%, reduced picking errors by 50%.• Manage three teams for a total of 47 team members and 12 contractors.• Team is responsible for all systems that support Inv. Mgmt, Transportation, and Distribution Center(DC) operations. DC pick mediums include Pick To Light, Carousel, Voice, and RF. Supply Chain operations support 24 DCs with a private fleet of tractor trailers and commercial delivery vehicles and 3200 stores in the US and Puerto Rico.

• Managed a team of 8 senior analysts and programmers and 20 contractors. Responsible for all staff management functions, including the coordination of recruiting/hiring, training, mentoring, scheduling, performance management, budgeting, and compensation. Oversight manager for new development projects ($5 million) and 2 production support budgets of $8 million per year. Manage 6 software license contracts. Report to the Executive Director of Reporting and Analysis Systems. Reduced the overall number of production failures and production support labor cost by implementing design best practices.

Insurance Community of Practice. Worked on a variety of clients (USAA, Farmers Insurance, Erie Insurance, etc.).