The Labrie Environmental Group is one of the top three manufacturers of equipment for the solid waste industry in North America whose brands include Labrie side-loaders, Leach rear-loaders, and Wittke front loaders. The Group differentiates itself from other companies by being the only manufacturer to develop standard-setting technology through design, and by investing heavily in research and development to offer greener, more efficient, smarter, and safer equipment.

Advise business executives regarding information systems ecosystems. Develop recommendations, policies, procedures, and standards aligning technology frameworks with business goals. Generate future state designs based on Lean Six-Sigma, COBIT, and ITIL best practices. Familiar working with federal and state agencies using SAM for proposals and responses.Client: CONFIDENTIAL | Plano, TX Oct 2021 -- Present Program / Project Manager for global security service provider • Work with customer technical leads, executives, and partners to manage and deliver successful DCT Assessments • Develop the Program Management competency for the DCT program with dashboards and metrics to measure DCT program and practice effectiveness • Organize Project management activities, ensuring completion of the project/product on schedule and within budget constraints. Assign and monitor work of systems analysis and program staff across the multiple assessment workstreams • Work with cross-functional teams to package best practices and lessons learned into thought leadership, methodologies, and published assets • Manage assessment with a cross-functional team of professional services delivery team, partners, and customer technical stakeholders to manage project scope, priorities, deliverables, risks/issues, and timelines for successful outcomes

Led 8 direct reports to create single corporate architecture vision, mission, and roadmaps aligning IT standards, simplifying/rationalizing vendor selection and management, and eliminating overlapping divisional IT spend for global operation with 300+ IT employees across 19 autonomous companies. Reduced costs 27% across aggregated $50M+ budget. GLOBAL EXECUTIVE ENGAGEMENT: Traveled worldwide to sell unified corporate vision to 19 operating company Presidents and Directors located in the US, France, Germany, Italy, China, India, Canada, and Brazil.VENDOR STANDARDIZATION: Identified best vendors, negotiated contracts, and standardized vendors/suppliers decreasing overlap and capturing 30% savings - $1.5M annually.HYBRID CLOUD (Global): Assessed infrastructures, created plan, and convinced operating companies’ decision makers to support/fund global hybrid Cloud configuration using AWS and Azure, improving performance for each company and saving $500K overall annually.GLOBAL IT PLAYBOOK: Designed IT Playbook with policies to migrate infrastructure and operations and centralize infrastructure with service providers (vendors).APPLICATION RATIONALIZATION: Eliminated redundancy to decrease applications across operating companies and corporate from 700 to 400, simplifying maintenance and lowering costs.PROGRAM MANAGER, BI & FINANCIAL APPLICATIONS: Took charge as Program Manager to establish cloud infrastructure supporting BI and financial applications in Azure.MOBILE DEVICE CYBERSECURITY VULNERABILITY: Implemented global Mobile Device Management for 20K+ corporate mobile devices reducing cybersecurity exposure by 95%.IT ARCHITECTURE ROADMAPS: Worked with IT representatives from operating companies to develop enterprise architectural roadmaps.

Directed 87 direct/indirect internal and consulting reports to support global corporate infrastructure for 63K employees in 80+ countries. Developed vision and strategies for worldwide initiatives. Managed $25M operations budget. Reported to VP IT.TEAM LEADERSHIP: Took over IT Operations Infrastructure department. Established open door policy, empowered teams and individuals, recognized successes, and raised/sustained morale for 87-member group to achieve retention rate of 100%.CORPORATE SYSTEMS: Oversaw all corporate infrastructures, including but not limited to SAP, Oracle, Linux, AIX, VMWare, Windows Servers, Virtualization, and ITIL processes. Raised team productivity and cut maintenance and licensing costs, saving $225K annually.IT APPLICATION PORTFOLIO RATIONALIZATION: Assessed application portfolio and identified cost reductions saving $350K annually.ECOMMERCE EPP APPLICATION: Led multi-vendor teams, overcame vendor relationships issues, and developed/deployed eCommerce application using Agile methodologies. Launched application on time. Against expected $10M development expense, saved $1M+.BUSINESS CONTINUITY PLANS: Reviewed, updated, and maintained business continuity plans enterprise wide.

Supervised 10 direct reports to support infrastructure, technology architecture, and communications across client datacenters. Developed customer strategies and created/presented technology roadmaps. Reported to Managing Direct, Partner.SENIOR CUSTOMER IT LEADERSHIP: Developed relationships and collaborated with senior customer datacenter decision makers and technologists to design/deploy new technology architectures for clients including US Treasury, CenterPoint, BP, and Shell.CLOUD DESIGNS: Assisted customers to create technical designs for cloud computing frameworks, such as hybrid and on-prem/Azure.ENERGY COMPANY PROGRAM MANAGEMENT FRAMEWORK: Identified new metrics and project prioritization methodology to introduce program management governance framework improving project delivery by 25%, from 24 months to 18 months.ENERGY SUPER-MAJOR SERVER MIGRATION: Led 6-month, 2500-server migration to deliver under budget and on time.FINANCIAL SERVICES CORPORATION NETWORK BUILDOUT: Deployed state-of-the-art network, directed buildout of new $50M Tier 3+ datacenter, and migrated corporate HQ without customer complaint. ENERGY OILFIELD COMPANY ARCHITECTURE TEAM: Directed team to create vision, mission, and roadmaps standardizing IT Infrastructure. Wrote and published IT Architecture policies and procedures for collaborating with other IT teams.MERGERS & ACQUISITIONS (M&A): Supported merger of two logistics companies with multiple IT areas successfully.

Aegis Mortgage Corporation - $1.2B sales, $25B loan volume, 54% four-year CAGR (2005 growth: 75%). Company went bankrupt in 2007. IT decentralized with no documented processes and limited tools for managing and monitoring workloads  Managed teams of 72 people across Operations and Engineering across multiple sites with 3% attrition rate Deployed new server architecture standards reducing costs and improved performance (saved 800k annual).  Migrated network from old architecture to advanced, optimized architecture reducing costs by 1.5M and improving performance time by 90% (20msec response time from 180msec).  Improved business contingency by deploying new storage, reducing outages and adding redundancy ($1.6M project) Worked with Service Desk team to improve morale and technical knowledge, improved customer service from a dismal 66% to 98% customer satisfaction rating.

Completed network build out for Fortune 100 Financial Services Data Center under budget; with center providing consolidation of line of 2,000+ business servers to centralized location and establishment of disaster recovery location for Northeast lines of business and India. Converted 125 Financial Centers in NY, multiple back office locations and 200+ ATMs for major national banking system. Installed hundreds of new circuits, routers and switches.

Optimized workflow and improved communications between IT team and business end users; and replaced obsolete hardware and software to improve IT operations. Established ITIL processes (Change Management) and ITSM support structure. Managed customer SLAs of 200+ WAN network node and application servers within Data Center. Ensured real-time security monitoring and protection through support of ecommerce applications. Significantly reduced expenses by implementing online document viewing.

 Managed teams of 117 people across Operations and Engineering Worked with global service delivery teams from Melbourne, Australia, London England, and Glasgow Scotland Deployed new printing architecture reducing costs and improved performance (saved 150k annual).  Worked with vendors and suppliers for IT procurement of hardware, software reducing costs 24k in one year Improved business contingency by deploying new storage, reducing outages, and preparing for Y2K Performed disaster recovery measures during snowstorm / blizzard preventing IT support of business Managed service towers of infrastructure – Data Center (65K sq. ft); Networks, HelpDesk, and End User technology