Cybersecurity MSSP | Incident Response | IT Managed Services | Network Management

I'm very excited to share that I have joined the Biscuitville Family. Last year I was hired on as a technology consultant and I could not be more impressed with the leadership and management teams and how they value their restaurant operators and area coaches. Stay tuned as we will share some exciting news with new partnerships and technology to make our guest experience a unique and sharable visit.

The mission statement for IT is to modernize the IT Systems and architecture to support a new business model. Static Control is amidst its transformation from a global manufacturer of printer component parts - remanufactured cartridges to a global distributor ( B2B ) of its finished products. Core enhancements adn system replacements such as a new eCommerce platform, ERP development and new CRM features are key to its long term success.Shaped our three-year technology roadmap that aligned key initiatives with our new market and sales targets for each quarter. This included planning and execution timelines of our ERP, CRM, and eCommerce platforms, all of which would be upgraded over the next two to three years. RFI and RFP’s were done on ERP and eCommerce and CRM was in pilot after four months.  Removed all department silos and created a global initiative review and prioritization committee to evaluate and approve resource and capital allocation. Developed a prioritization process and weekly communication distribution to all key sales managers. This enabled us to standardize projects across all ERP entities, eliminate unneeded projects, and to potentially migrate our ERP systems faster in the future.  Reorganized the IT department to encompass service and customer support verticals as opposed to the previous flat organization plan. The new structure eliminated the lack of accountability plaguing project timelines and drove the team for results and commitment dates. Additionally, nearly 22% was saved in our 2018 budget.

Developed a three-year strategic roadmap with specific initiatives to deploy a scalable platform in support of Circle K’s current and future store global footprint. As a result, customer service was also improved in the thirteen business units operating in the North American territory moving standard service levels from 86% satisfactory to over 92% in one quarter.  Consolidated our Help Desk systems from four non-integrated solutions into one ITSM platform with near realtime dashboard reporting and outage notifications, easier request channels, and better business intelligence and reporting. Improved customer service by reorganizing our IT store support team and moving to a value-added service desk with a defined service catalog, a core training syllabus, and a consolidated knowledge base with search and selfhelp tutorials.  Shifted our decentralized IT structure to a consolidated North American platform with an approved operational level agreement; this standardized our incident prioritization matrix across all support centers to include incident response, data breach reaction plans, and store service level agreements.  Received a nomination and was ultimately selected for Circle K’s High Performance Leadership Course through Evanta; the selection process only considered those in the highest 1% in performance categories.  Created innovative employee incentives for our department to drive higher performance for over 160 employees, six service desk managers, and ten supervisors.

Note: Circle K, Inc is an operating entity of Couche Tard. Responsible for creating an IT systems roadmap to integrate Pantry and Circle K’s core platforms, evaluate and decommission unneeded applications, and track the execution of our synergies over a two year period. Acting as a cultural integrator and leader to create an organizational vision and help each business unit plan for each transition period and updating our senior leadership team during our budget review. • Create an IT strategy with a $ 14M savings value for Year One and an additional $ 3M in Year Two; exploring additional opportunities for $ 3.5M during Year Two. • Direct our strategic change management group, with various business units and Vice Presidents, to identify new high value opportunities, evaluate our proposed system architecture changes, and contribute to our resource planning to execution to our deliverables. • Renegotiate multiple long term vendor contracts to early settlement with planned savings being realized in fiscal year 2017.

Note: Acquired by Circle K, Inc an operating entity of Couche TardManage multiple and highly complex IT projects, including the replacement of two core modules within an enterprise platform, a data warehouse initiative, and several new product implementations. Engage with all levels of management from planning, change management, budgeting, timeline development, and scope changes. Communicate regularly to our SVP / CIO on project status and liaise with key project stakeholders. • Acted as peer advisory to our Finance and Accounting department on best practices and helped create a department strategy and budget submission for fiscal year 2015. • Work with IT PMO/EPMO team to manage a project repository for stakeholders and team members to post, retrieve and archive communication documents, create dashboard views and customer service surveys that gave IT a 360 feedback forum. • Launched the 2012 Lunch and Learn workshops, increasing awareness and engagement from across all IT functions about business systems, new projects, and externally sponsored presentations. •Partnered with current vendors to bring new training tools to the organization as a “Zero Cost” initiative; Led several volunteer programs from 2012-2015 and sponsored an IT fundraiser for The American Red Cross in 2013.

Managed up to 50 projects over proprietary systems and applications, including Tier III analyst support, customer requests, and medium to long-term resourcing with a large focus of helping implement and manage the government sponsored TARP ( HAMP/HARP ) home owner relief initiative. Developed a business plan and process to evaluate and prioritize projects and make recommendations to senior leadership teams and various business champions and steering committees. while also creating a process to work with multiple department leaders and look for synergies between thier requests for IT resources. • Recruited to provide project support within USMI’s Default Servicing and Loss Mitigation areas• Partnered with teams for production and rollout training workshop sessions for phased implementation. • Built an online repository for project dashboards, requirements and testing documents, business process manual/tutorial to guide analysts through project lifecycle.

Led all process and administrative functions of a national banking firm under the direction of Merrill Lynch’s Global Market Division, encompassing a staff of eight managers and 70 full-time employees. Drove improved customer service standards through process reengineering, new performance metrics, analytics, reporting, and system enhancements.  Elected as VP to revitalize existing operations with monthly earnings of $300 million.  Achieved a 20% increase in funded production units vs. pre-term production, resulting in a net gain of $5–23 million per monthly cycle.  Reduced process times by 25% by designing and implementing new software applications for a more streamlined operations flow. This drove customer service scores to their highest point in 18 quarters.

Hired from the Production Sales Team and promoted to invigorate the risk management teams and underwriting policies within a dynamic retail environment. Led a concerted effort to focus on quality within the scope of the department, including Underwriting, Regulatory & Compliance, Quality Assurance and Audit teams, staff of 2 escalation managers and 40 full time employees. Worked with project management and development teams to align system enhancements to critical department goal.• Grew underwriting team by 100% during two quarters, driving overall consistency and uniformity. • Reduced the critical underwriting error rate from 25% to less than 5% by adding pinpoint training modules to the department marking the lowest error rate in the previous 5 years. o Led to a net decrease in fiscal losses of nearly $ 6MM in secondary markets per year.• Developed and implemented a custom trending report to track individual and team underwriting performance metrics in order to right size the department’s head count based on performance derivatives• Recipient of the Michael Petree Innovation Award 2006 • Awarded Rookie of the Year 2006

HAWK Missile, Surface to Air Medium Defense Missile Battery ( Clearance SECRET ) 1993 White Sands, NM subject matter expert / QA and User Acceptance testing for an experimental prototype of our remote missile firing system. Oversee live missile launches in North Carolina, California, and New Mexico. Navy Achievement Medal - 1995; Pentagon Letter of Commendation, 1994; Letter of Service and Appreciation White Sands Missile Range, 1994