• Overall responsibility for Information Security.• Led the design, acquisition, and implementation of an internal cloud converged infrastructure platform.• Implemented standard IT operations processes and controls needed for a public company as a result of an IPO. • Migrated the enterprise application platform from Great Plains to SAP.

• Responsible for leading a global IT operations team supporting business, manufacturing, and engineering systems. • Successfully led the IT integration of Opnext.• Consolidated 4 separate Windows domains into a single Oclaro domain.• Implemented standardized IT Service Management.• Renegotiated communications contracts, resulting in significant savings and increased service levels.

• Standardized IT operational support model resulting in improved management of systems and resources.• Renegotiated communications and maintenance contracts, increasing services and reducing costs.• Replaced aging tape backup systems with disk based solution to provide shorter return to operations times without increasing IT spend.• Separated engineering compute platforms from business systems reducing downtime risk and increasing engineering performance

• Formed and led Information Security organization focused on reducing external and internal threats along with protecting intellectual property and company reputation.• Successfully managed programs to improve IT availability and quality of service resulting in reduced impact of production system downtime on annual revenue by $10 to $15 million. Programs included designing and implementing IT organizational functions, ITIL processes, SDLC methodology, ISO and Cobit based frameworks and controls.• Drove IT due diligence and integration programs for multiple acquisitions resulting in pre-merger valuation recovery and operating expense reduction through delivery of integration programs.• Significantly reduced shareholder value risk through design and delivery of a Sarbanes-Oxley program, including a strategy for ensuring compliance through transition from manual to automated financial processes.

•Strategy:o Developed successful SOX compliance program that significantly reduced shareholder value risk by focusing on the implementation of standard IT best practices throughout the organization.o Drove strategic planning process that transformed IT from a reactive/tactical function to a proactive business partner for the organization resulting in significant business value and reduced total cost of ownership for IT.o Successfully managed IT due diligence and integration for multiple acquisitions resulting in streamlining the integration of disparate people, processes, and technologies.•Operations:o Reorganized the global network and telecommunications teams leading to significant improvement in system availability and service response resulting in reduced impact of production system downtime on annual revenue by $10 to $20 million.o Created the initial IT disaster recovery and business continuity strategies, increasing customer confidence and enabling new selling opportunities.•Efficiency:o Defined and implemented standardized IT processes for operations improving customer satisfaction, time to resolution, and improved systems availability.o Implemented networking standards for all tiers within the organization, reducing support manpower by 20% and allowing new facilities to be network ready in half the time.

• Built and developed IT organization from ground up by recruiting talented staff and focusing on driving value for the business. • Designed corporate data center using our own services and products, thereby creating a showcase to demonstrate the company’s capabilities to customers. • Provided strategic direction for Information Technology by developing standards and procedures, and aligning IT strategy with business initiatives. • Led the integration of several acquisitions into a unified business system and set of processes resulting in rapid recovery of pre-merger acquisition costs. • Restructured the communications network, including renegotiation of all voice and data contracts, resulting in cost reductions of 33%. • Implemented IT budgeting and forecasting, enabling the ability to measure the effectiveness of the IT investment.

• Responsible for directing, managing, and overseeing all aspects of Sunnyvale site Information Technology, which included over 200 Phillips and outsourced IT staff and an annual budget in excess of $70 million. • Implemented cost cutting in ERP support that resulted in savings of $4 million with no reduction of service levels. • Implemented project management methodology that focused on quality and business cost benefit saving the company over $10 million.• Performed Information Technology due diligence for the acquisition of VLSI Inc. and led integration of the communications networks.• Assisted in selection of a new ERP package, SAP, to replace the pilot ERP system, Baan.

• Managed a variety of information technology groups that included SAP applications group, programming, operations, outsource labor, system administration, and database administration staffs. • Member of executive team that developed the strategic plan and the ERP plan. • Project management included Year 2000, global remote office connectivity, and network o/s upgrade.

• Responsibilities included support of SAP end users, data warehouse servers, WAN and LAN infrastructure, and network file servers. • Project management included upgrading the network operating system, installing and implementing a data warehouse, sales force automation, corporate help desk implementation, disaster recovery plan, and LAN upgrade.

• Supervised a staff of ten employees. • Member of Corporate Steering Committee. • Responsible for all non-mainframe computer systems, telecommunications “including contract negotiations and external services”, reproduction shop, and purchasing.

• Created specifications and instituted programming of general ledger in conjunction with business system conversion. • Developed programs for production of consolidated financial statements and other ad-hoc reports for senior management. • Supervised accounts payable, cash disbursement, and bank reconciliation clerks. • Provided financial reporting to external sources, senior management, and Board of Directors.