• (July 24-Present) Acting Chief Data Officer for the bank with responsibility for consolidation efforts of multiple data warehouses, process alignment, standards, organizational structure, and technology consolidation resulting from mergers. • Oversee the IT needs and systems maintenance for multiple departments including Commercial Real Estate Lending, Finance, Compliance, Fraud, Legal, Marketing, Security / Facilities, Internal Audit, and Corporate Responsibility.• Implemented a new team structure to better align IT resources with business units resulting in stronger partnerships and improved support.• Work with C level business partners to create multi-year technology roadmaps for the business units supported.• Worked with Finance to realign the IT shared services budget and eliminate unused contracts resulting in a 10% reduction in spend while bringing new visibility to costs.• Manage a project portfolio averaging 18 concurrent projects across multiple business units and technology teams. Project management technologies included Clarity, JIRA, SharePoint and Confluence.• Support the operations and upkeep of over 80 business applications.• Support the annual capital planning process by balancing technology appetite against budgets and capacity. Average capital project spend under my control was between 7 and 9 million.• Coach and manage the performance of a team consisting of 48 employees and contractors.

• Responsible for the development and execution of the overall IT strategy of Olympia Entertainment and related business entities including the Detroit Red Wings, 313 Presents, Olympia Development of Michigan, and The District Detroit. • Support the daily technology needs of the Detroit Red Wings as well as the game needs of both the Red Wings and the Detroit Pistons at the Little Caesars Arena. • Responsible for the infrastructure, strategy, and technical operation of six venues including the Little Caesars Arena, Fox Theater, City Theater, DTE Energy Music Theater, Meadow Brook Amphitheater, and Michigan Lottery Amphitheater.• Create and manage multiple budgets supporting varying business units and ranging from $450,000 to $4,500,000.• Provided design, procurement, and management oversight of the myriad of technological systems that were installed during the construction of the Little Caesars Arena, delivering on time and within budget to open the building in September 2017. • Provide support to over 450 events a year including professional hockey and basketball games, concerts, NCAA, WWE wrestling, and private events ranging in size.

A division of Platinum Equity, PS&E was the business arm for the Detroit Pistons and provided facility management services to The Palace of Auburn Hills, DTE Energy Music Theatre, Meadow Brook Amphitheatre, and Freedom Hill. • Responsible for the development and execution of the overall IT strategy of Palace Sports & Entertainment.• Responsible for the performance management of a team consisting of 9 employees covering infrastructure, helpdesk, event support, and project management.• Created and managed a yearly IT budget of over 3 million dollars which spanned 4 venues.• Responsible for a 22% reduction in IT spend over a two-year period through vendor consolidation, contract negotiations, and systems review. • Responsible for maintaining the requirements of the NBA, including all associated systems, audits, and reporting.• Upgraded the phone system and call center to a Cisco VoIP solution which was used at 4 venues.• Upgraded the PoS system from Micros to NCR Quest affecting the concessions and premium areas.• Upgraded the retail PoS from Micros to NCR CounterPoint introducing improved inventory management and reporting.• Integrated the networks at all venues allowing employees to work at any location and have access to the same resources (drives, phones, printers, etc.) to streamline operations.• Developed IT governance framework including policies and procedures.

• Managed enterprise projects to ensure deliverables, milestones, and tasks were completed on time and within budget.• Engaged with business departments to help them apply technology to meet their objectives and priorities.• Managed all business systems, directing changes and upgrades, taking the lead on troubleshooting system issues, and managing vendor relationships. • Supported systems including point of sale (POS), ticketing, financial (MS Dynamics GP & Oracle Hyperion), and HR.• Implemented a mobile ordering solution, Bypass, for in-seat ordering which improved sales by 12%.• Improved the project delivery model to provide stake holders with better insight on status and improved communication and delivery.• Oversaw the opening and closing of the 3 seasonal amphitheaters.• Managed multiple concurrent technology projects spanning 4 different venues.

• Coached and managed the performance of a team consisting of 12 employees that were a mix of internal and external staff.• Responsible for forecasting and adhering to a 3.5 million dollar budget covering sustain and development activities.• Managed the development and delivery of a 5 million dollar upgrade project of Ally’s dealer portal. The project leverages a SaaS hosting model and integrates with multiple legacy systems. The upgraded platform allows for future growth, fits with the company’s mobile strategy, and created core components that can be leveraged across multiple web applications (i.e. security, messaging , search, and administration).• Helped to establish and pilot a backlog process which brought the needs of business and IT into one place allowing for visibility and prioritization.• Partnered with multiple business units to maintain and expand the company’s auto finance applications. The applications are a mix of web (WebLogic/Oracle) and mainframe (DB2/Cobol) technologies.• Managed an effort to evaluate the current delivery model being used by the department and to develop a new model based on the principals of Agile and Scrum. • Managed multiple outsourced/offshore teams through a number of releases and sustain activities.• Successfully revitalized and completed a software upgrade effort that had been struggling for over 18 months.• Responsible for the contracting and relationship of multiple vendor partners.

• Managed a project to develop a prototype of the next generation in-dash human experience (radio, map, climate, etc.) for one of the automotive big three. The prototype was built using Flash/Flex and touch screen technology.• Responsible for the daily activities, progress, and process of the organizations project management team (6). The group was spread across 4 locations from New York to Seattle.• Established a new project management process and associated deliverables. The process was designed to focus on a clear understanding of goals, constant communication (internally and externally), and fast delivery. The model was based on the principals of Agile.• Responsible for client relationship management from project discovery to delivery and post implementation support.• Managed the development of a custom iPad application for VW Germany which was used at vehicle launches and trade shows. The application used a content management system to update the data shown in the application and it could be easily re-skinned from one event to the next.• Partnered with numerous Microsoft teams to port some of Vectorform’s applications, built for the Microsoft Surface platform, to work on Windows 7 for the operating systems launch.• Managed resources (in US, Germany, and India) and budgets for up to 6 concurrent projects spanning multiple technologies (Flash, Silverlight, WPF/.NET, SQL, iOS/iPhone/iPad) and timelines to deliver unique user experiences.