I was engaged on a short-term contract to consult on Greenfield development in the area of Analytics and Machine Learning. My job was to analyze and asses current capabilities and advise leadership on efficacy and viability of projects utilizing newer technologies to help investigators improve their processes and turn around time.

Managed a 10+ million dollar capital and opex budget.Created visionary architecture and led teams on execution and delivery.Designed and implemented a new SAAS platform that enhanced testing and certification capabilities for strategic partners.Led the effort to replace an aging Healthcare Professional Knowledge platform adding features like Natural Language Processing and Graphed networking elements.Implemented Data Architecture Strategy that focused on utilizing state-of-the-art technologies to enable faster decisions and better prioritization on yearly Technology Roadmap.Provided Executive oversight in the overhaul of CEA’s Salesforce platform: opportunity and sales pipeline management; quarterly and annual revenue reporting; and CEA’s operating platform that replaced legacy systems delivering savings of over $200K annually.Implemented new cybersecurity practices that included penetration and targeted testing to help train all employees on their responsibilities. The resulting changes allowed the business to score 10% above industry standards consistently for two years and lowered insurance premiums by 8%.Directed all budgetary negotiations for technology purchases company wide that resulted in 15% year-over-year cost reductions in technology SAAS investments for two years.Created and managed a new RFP process for CEA that focused on value, enablement, and ROI back to the investment board.Established and participated on a newly formed Innovation committee that measured effectiveness and efficacy of all new proposed projects for product development.Established a culture of excellence through the use of Agile and SAFe methodologies that was adopted company wide.

Managed a 25+ million dollar capital and opex budget.Led team on new architecture development aimed at improving air-to-ground and ground-to-ground communications world wide. Overall costs were reduced by 10% and system response times improved by 30%.Directed the newly formed Applications Organization within the Commercial Aviation division. This team consisted of 4 engineering teams, 3 in the US and 1 in the UK.Established new processes for engineering to align with overall company goals for product delivery and support that improved project efficiency by 15%.Helped establish a culture of change around adoption of Agile development practices through the engineering teams and with the product/program departments.Participated in aviation governance and standards bodies on future architecture for airline and government agencies to communicate seamlessly.Kicked off a new HR process to establish leadership mentoring and succession planning to ensure top talent is retained and new talent is being developed.Managed culture and organization changes utilizing multiple feedback loops to ensure mental health, well-being, and alignment were achieved throughout.

I was engaged for a one month contract to help coach two new executives at Pearson Global Learning on Agile leadership practices. The extent of the training was to focus on GEMBA and MBWA practices for them and their leadership team. Education for them focused on decentralized decision making along with team self-organization practices.

Managed a 14+ million dollar capital and opex budget.Managed the major migration of a large application to a new data center, cutting planned downtime for critical services by 67% from three hours to one, saving about $20K/hr.Ensure that all teams are adhering to departmental standards for coding, documentation, workflow, and time entry.Focused on strategic leadership initiatives to include spearheading a culture team focused on morale and department health.Developed new strategies that focused on transformation to enable better market share and build toward future capabilities in Software and Curriculum development.Directed all strategic architectural and scalability changes to support business growthHelp establish and mature OBL’s first product council to ensure correct investment for new projects or help retire existing ones.Directed offsite leadership meetings to focus on strategic projects and initiatives monthlyParticipated in a yearlong inhouse leadership program designed to instruct senior leaders on all areas of the business.Managed all hiring and on-boarding efforts.Created and led multiple 24-hour Hackathons that injected innovations into quarterly and yearly roadmaps that improved personnel morale and system architecture. Establish and maintain an on-call rotation to respond to critical database-related problems after hours and on weekends.Establish standards for data handling and access to ensure adherence to FERPA standards.Work with other technical management to establish cross-department systems and standards.

Led 13 Agile teams and three Assistant Directors overseeing 10 first-level managersManaged three platforms supporting myriad value streams including flagship product Connexus, public sites (same as Pearson), and a supply chain product designed for efficient tracking and shipping training materialsControlled a $4M+ personnel budget and a $3M+ operating/capital budgetDirected monthly offsite leadership meetings to focus on strategic projects and initiatives Participated in a yearlong leadership program designed to instruct senior leaders on all areas of the business

Managed a 9-member Database Development team in support of 12 Agile feature teams working on ConnexusEstablished and maintained on-call rotation to respond to critical database-related problems after hours and on weekends

Launched and led startup to support businesses of all scales in refining performance perceptions and perspectives by data mining financial and metrics systemsKey role in upgrading a small medical not-for-profit (Rockburn Institute) to current hardware, and implemented a SharePoint 2010 solution to stimulate daily workflowCollaborated with two companies in reconstituting existing solutions to increase prospects for penetrating or expanding into the medical information reporting market space Designed, built, and launched a new Web tool for the University of Massachusetts to optimize collaboration between eICU and floor staff in providing patient care

Directed a 35-member software engineering team in design and creation of several software solutionsSuccessfully managed multiple ongoing projects to completion to improve patient and financial impact to large healthcare system clients, ensuring fulfillment of all quality and regulatory requirements eCareManager (flagship application) Reporting Solutions (Business Intelligence and Analytics) eRI (Clinical Research) eHospital (eCareManager for regular hospital floors)

Managed the 4 man team responsible for maintenance and performance of all Microsoft SQL Servers within the State Department Passport office. Managed two ongoing projects involving passport issuance and worldwide name lookup for overseas visas. Supervised the migration of the passport issuance software from Borland C++ to .Net and from Informix to SQL Server. • Planned future system growth based on usage and current growth statistics resulting in a $250,000 savings in hard drive storage and server hardware.• Managed effort to archive all application images to central repository thereby improving application performance by over 70%.• Supervised creation of data model for tracking fraudulent Passport applications enabling sub-second response time for all querying agencies.• Developed Standards for .Net best practices enabling all incoming developers to ramp up much faster.