Director Global Store Technology Strategy & Franchise Services 2019 – Present Charged with driving global technological strategy, franchise relations, and deployment across international store locations by partnering with Domino’s Leadership on major initiatives, team building, and processes that support global store technology operations. Lead and manage the productivity and performance of 7 cross-functional teams totaling 40+team members.

Oversaw U.S. store technology operations with 5 high-performing teams within the Global Store Operations Technology Division and the Franchise and Corporate IT Consultant department. Participated and planned TAB (Technology Advisory Board) meetings with key technology leaders from the franchise community and select members of the IS leadership team, including the CIO.

Managed enterprise technology projects for the Global Store Technology division resulting in the successful baseline of the project management process and documentation by establishing the Project Management Center of Excellence within the IS department. Deployed and implemented software and hardware solutions for the stores in Domino's QSR franchise system. Reduced waste and financial loss through strategic management of $1M+ technology deployment projects.

Managed enterprise projects from concept to completion. Using and integrating the PMI methodologies to help refine the New Product Introduction project management process at Spartan Motors. Responsible for managing projects for two business units of the company which are; Emergency Response Chassis (ERC) and Specialty Chassis Vehicles (SCV)  These projects involved technological innovations and customer requests, and typically have budgets that range from $80K to $2M As an Engineering Project Manager I was responsible for coordinating the entire project from start to finish. Including all presentations to senior leadership to report on project health. Earned Value Management was used as a control system for projects and an early warning system to manage change in projects. The EPM’s are solely responsible for coordinating cross-functional resources for project execution and success. Implemented a project management information system (PMIS) to streamline communications and PM process.

PMP Certified Project ManagerProject Manager: 2013–2014Managing projects from inception to completion, Using PMI methodologies to manage the 5 process groups of projects, Initiating, Planning, Executing, Monitoring and Controlling and Closing. Installing project management processes in the organization to standardize process and maximize efficiency. Executing projects with McDonalds, Haworth, Herman Miller and more.  Initiating projects involving process efficiencies, supply chain management, website design and implementation, international sourcing, and quality initiatives. Coordinating cross-functional resources for project execution and success. Implementing a project management information system (PMIS) to streamline communications. Responsible for managing all phases of projects from planning to project closure Organizing Scrum meetings for agility in project execution Engineered the supply chain model for an exclusive proprietary technology for McDonald’s USRD

Special Project Manager: 2009–2013Managing day-to-day operations of a fitness center, overseeing Human Resources, Accounting, Employee Training, Membership Sales, Program Development, and Facility Maintenance. Responsible for turning around a failing business, benchmarking industry practices, reporting to investors directly, and recommending changes in course of action based on performance. Established new pay plans and incentive design, including a unique commission-based plan that is centered on member retention. Developed new business model that grew membership 500% with minimal marketing budget. Responsible for all general accounting, financial and business planning and execution, including monthly, quarterly, and yearly planning and reporting. Hire, train, review, and discipline all employees. Administer extensive training in sales practices and all applicable software programs. Handle all payroll and attendant human resource practices. Oversee all building renovations and building repair and maintenance, acting as general contractor coordinating separate vendors to complete work on schedule, and on, or under, budget. Created process manuals and edited and implemented new software to streamline everyday operations and cut overall costs.

Percussion Caption Head/ArrangerEditAdd LinkSelect from a list of optionsRe-orderGrandville High School1994 – Present (19 years)Grandville, MIPercussion Caption Head/Arranger: 1994–presentAs head of entire percussion section of an award-winning marching band, responsible for managing four technical staff members and 30 students. Responsibilities include teaching and development of each student musician and fostering an environment in which both staff and students are motivated to deliver top performances. Solely responsible for percussion program conception, design, and arrangement; and writing and implementing rehearsal exercise programs. Integral part of the team that decides overall band program conception and design. Authored the Grandville Drumline Technical Outline and Exercise Program, and published original scores in the national percussion arena. Under my direction, the group achieved a first-place finish at a Michigan State Championship, placed ninth and second in national competitions, and achieved a six-year undefeated streak in the state of Michigan.