Accountable for the organization-wide strategic direction, management and creation of sustainable competitive advantage by effectively planning and managing all company information systems and activities. Responsible for leading an innovative team driving all aspects of systems design, programming, installation and partnering with business leaders.

Direct the corporate information technology function, including ensuring continuity of IT services for all users, analyzing, planning and directing all IT related activities of the organization; and managing IT Department staff at multiple locations. Manage 40 IT professionals and a budget of $9M USD.• Developed a corporate enterprise applications roadmap to align with company’s goals to expand in the manufacturing vertical. This roadmap was built in conjunction with business owners and operators to ensure the technological infrastructure of the company will meet future corporate business requirements.• Scaled IT cost expenditures, resulting in the IT budget growing at a rate that was 40 percent less than the increase in company sales over three years.• Significantly Improved performance on the corporate PLM System (Team Center) while increasing user counts by over 60 percent with no additional infrastructure investments. This was done by re-architecting the infrastructure, including the application and database servers.• Developed and implemented a corporate IT Security program to address external customer requirements. The program is based on the NIST framework due to Roush’s pursuit of classified Department of Defense programs.• Implemented a new hybrid MPLS WAN network which includes VOIP telecommunication functions across multiple facilities in the metro Detroit area. The reduction in telecommunications costs and staffing resulted in savings of over $190k USD annually.• Implemented a Password Management policy and self-service application that includes single sign on capabilities with our ERP system. The new policy and application forces aging of user passwords and address a major security risk for the company.• Established an ERP Governance Board to prioritize and monitor key ERP projects based on business requirements. The board is comprised of representatives from the key area of each business function.

Responsible for the successful delivery of all Workforce Software EmpCenter implementations and related projects. Manage a team of direct and indirect project directors, managers and consultants that gather business requirements, configure software, train customers, and assist during the testing and go-live cycles of our large-scale enterprise workforce management platform.

Responsible for the entire information technology function in North America, including ensuring continuity of IT services for all users, analyzing, planning and directing all IT related activities of the organization; and managing IT Department staff at multiple locations. • Integrated the IT teams from 2 previously separate divisions into one centralized team, providing distributed support for all critical functions with backup staff at each key position with no increase in headcount.• Managed teams that supported a portfolio of custom application developments utilizing multiple technologies (Java, SQL, C++, HTML, Oracle, and ASP) that supported various business functions (timekeeping, web portals, and applications interfaces).• Instituted metrics to measure IT operational performance, which reduced the backlog of open IT requests by 60 percent.• Led Due Diligence efforts for IT on a $38M USD acquisition (Elite Line Services). Negotiated the IT portion of a Transition Service Agreement that secured operations and cost during the transition period. Planned and executed the move to internal systems from the shared service of the company that was acquired. This required a complete IT carve-out of all systems, including ERP, Active Directory, email, networks, file servers, VPNs, etc. • Managed the technical portion of an ADP implementation (Payroll, Benefits, Time and Attendance) with focus on the configuration and reporting setups necessary to interface to our ERP systems. The project launched on time and with all deliverables successfully implemented.• Directly managed an implementation of Kronos Time and Attendance for 850 users in 37 project sites as part of the IT carve out for Elite Line Services. • Planned and executed infrastructure projects that improved business continuity and eliminate operational risk - Exchange Server Cluster - NetApp Flexpod virtualized environment - EMC’s Avamar backup solution

Managed all IT functions and teams for North America operations, including 37 manufacturing sites and 3 technical and design centers in the United States, Canada and Mexico. Liaised with senior management of 3 manufacturing divisions to align IT strategy with business goals. Coordinated implementation of initiatives and standards set by corporate headquarters based in Europe. Developed and managed the IT budget necessary to support the divisions that comprise over a $3B footprint in North America.· Managed an organization of 130 IT professionals with a budget of $19M USD.· - Managed the teams that successfully implemented SAP at 4 manufacturing sites and 1 R&D center. This included, in conjunction with the central team in Europe, the external partner evaluation and selection process, creation of internal teams, integration of the business (including key users), Go Live preparation, validation and execution.- Implemented a Helpdesk operation based in Puebla Mexico to handle Level 1 support for all North American sites.- Led integration efforts to combine IT organizations after the acquisition of a $3 billion USD competitor in exhaust systems. Successfully combined NAO IT organizations that previously had 92 staff in aggregate with a final headcount result of 80 overall.- Managed teams supporting two successful plant launches in Mexico (San Luis Potosi and Silao), including post Go Live phases for operational ramp ups.

Managed the ERP and EDI teams for North America operations, including 29 manufacturing sites and 3 technical and design centers in the United States, Canada and Mexico. The ERP systems included QAD, JDEdwards and BPCS.· Managed an ERP staff of 20 professionals with a budget of $4M USD.- Managed the implementation of QAD at plant with $250 M USD sales, replacing BPCS to move towards a standard ERP solution.- Realigned the ERP organization to absorb the former BPCS team by providing training and development paths for each team member.- Led the project to move our QAD applications to a third-party datacenter, which utilizes high-availability Linux clusters, redundant power and network connections, managed servers and reduce support costs.

Manage all IS related functions, including ERP (QAD), infrastructure, telecommunications and desktop systems at two facilities for a 100 million dollar company.· Lead a team of 4 analysts and a budget of over $900,000.