Lead a team of four analysts and five developers to unify ready mix business units with guidance from the ready-mix steering committee. My team mapped hundreds of processes, recommended a group of best practices, and modernized the technology stack with an eye on the future. We immersed ourselves in the businesses to lead a successful transformational project that touched all areas of the businesses.

Launched four mobile applications and scaled the business unit to meet customer demands. The suite of mobile products is used domestically and internationally by more than 10,000 people daily.

Pitched my dream to a private equity company and sold the concept. Received the investment capital and started a new company with twenty employees. Performed all functions that every other start-up entrepreneur does: working with the board, selling, legal, HR, product development, general management, collections, system implementation, consulting…you get the idea. Made some smart moves and some dumb ones. Learned a lot. We built several different proprietary software systems for small manufacturing companies and for a multi-billion dollar multi-national company. I know, using multi twice in one sentence should be against the law. We also developed two commercial applications and made enough headway to accidentally attract several larger companies with interest in buying the technology. We sold to CommandAlkon in May 2013. See above for the next chapter in the story.

Successfully transitioned from 33% outsourcing to 95% insourcing and reduced FTE headcount by 7. The restructuring along with contract negotiations and changing our services portfolio created a $3 million reduction in annual expenses (true bottom-line impact). Completed $5.7 million in capital projects. Managed 24 FTEs to support 20 divisions among 4 product lines.

Began in operations with a Lehigh subsidiary and was identified to participate in a regional mentoring program that exposed me to all facets of our business. After 6 years, was moved to the North American corporate group as the Regional IT Manager for the southern division ($1 billion business unit). Shortly after becoming a regional manager, I was asked to join the advanced management program through the Iacocca Business School. I stayed active in our industry and company throughout my career.Key accomplishments during tenure:1. Worked with M&A team to integrate new companies then consolidate 7 divisions into 2 regions2. Took leadership role in several multi-national projects3. Published two articles in nationally distributed industry journals4. Replaced entire transactional software systems without business interruption5. Acted as an internal consultant to our general managers on strategic planning and execution