Lance Oberlin Email & Phone Number

Houston, Tx, Us

Indianapolis, Indiana, Us

• Leads the IT function with CIO / CTO / CISO duties and manages 4 IT personnel.• Manages board-level, private equity, C-Suite, and major vendor relationships for IT.• Implemented uptime KPI’s which were tracked and reported in executive meetings. • Conducted cybersecurity audit and implemented numerous cybersecurity improvements. • Created 3-year IT roadmap including transformational IT initiatives and future tech enablement.• Owned vision and product management roadmap for proprietary intelligent dynamic pricing application. • IT business partner to freight brokerage business. Oversaw team that managed the McLeod TMS, EDI, Salesforce CRM, and data analytics using MS Power BI suite.

Dublin 2, Dublin, Ie

• IT Director and primary IT business partner for 2 Strategic Business Units ($450M total revenue) and sits on their executive teams.• IT Director for IT Mergers & Acquisitions, leading due diligence and integrations for new acquisitions and divestitures. Built IT M&A process for applications. • Leads 6 IT personnel responsible for IT operations for 5 major sites. • Champions, sponsors, and steers critical projects important to increasing revenue, increasing efficiency, or minimizing risk.

St Petersburg, Florida, Us

Assertively managing domestic & international IT Mergers & Acquisitions projects.• Immediately took over a highest profile, failing (Red) IT Disentanglement for a two year old divestiture project and turned it around migrating 25 sites over 3 continents and achieving project completion within 6 months.• Provides Coaching and Governance for M&A project managers and drives aggressive integration plans for tech/talent acquisitions. Puts a major emphasis on providing an excellent, well-planned Day 1 experience.• Partners with other IT leaders, Finance, and the Business Unit in making decisions on business applications. • Owns IT M&A Process. Manages tasks associated with IT services in M&A process for all IT M&A project types. • Maintains a strong partnership with IT, Corporate Development, and other partners, such as HR and Finance. Maintains a culture of trust with leadership, project/product managers, and engineers. • Streamlined and Documented (for the first time) the organizational IT M&A process through Due Diligence, Sign-to-Close, and Post-Close Integration; including the interaction with Corporate Development, Corporate Communications, Divisional Business Stakeholders, and numerous internal IT teams.• Owned the creation and revision of IT information in TSA agreements for M&A projects. • Leads and executes complex initiatives to accelerate acquisition integration delivery and improve / ensure excellent employee customer experience. Some examples of this was redesigning the onboarding process, the Day 1 process, and pushing for the improvement of technical offerings more suited to acquired small businesses (HVPN, lower cost/more value from TVA providers, alternative Voice solution offerings)• Leads IT Due Diligence team. Completed visits to sites in Malaysia, South Africa, Mexico, & USA.• Product Owner for a home-grown application used to generate and explain M&A tasks for engineers, project managers, and IT managers.

San Jose, Ca, Us

Led and supervised up to 15 cross-functional technical resources on Cloud infrastructure / Data Center projects. • Managed 5 Cloud Infrastructure Projects in parallel (OVS/kernel updates, LSI Card Replacements, CEPH software upgrade, High Availability Power Supply, and Line Card Upgrades for ASA5585 Security Kit) consisting of both Hardware and Software upgrades in Data Centers.• Utilized Enterprise Program Management Tools including Smartsheet and Jira.• Provided for technical leadership and directed end-to-end process in the plan, design, development, testing, implementation, or maintenance of business solutions• Knowledge and Experience with Software Lifecycles, including Agile.• Utilized Agile, ITIL, and Kanban methodologies.• Collaborated to build project intake process in an immature organization environment.

Dublin, Oh, Us

Led and supervised up to 15 cross-functional technical resources on multiple projects from medium to high complexity while simultaneously managing labor forecasts, project spend, purchases and receipts, and stakeholder interests.• Managed 6 IT projects in parallel, total budget of over $15 Million. Experience presenting to leaders of all levels.• Developed and executed strategy for multiple projects to include staffing necessary, tasks required, financial requirements, and dependent work. • Lead planning and delivery of acquisitions from due diligence through integration close.• Utilized Waterfall, Agile, and Iterative Methodologies.• Facilitated bug triage, managed bug lists with vendors, assertively tracked issue resolution.• Experience managing the following types of IT projects: Mergers & Acquisitions, E-commerce, Tech Refresh (Server, Storage, etc.), Data Center, Integration (ETL, Message Broker, sFTP, BPM), Regulatory, and Telecom/Network.• Managed projects using the following technologies: Oracle Databases, SQL Databases, Teradata, Linux, Windows, BPM, ETL, Message Broker/Message Queue, UC4 Scheduler, MFT, SFTP, MS SharePoint, Virtual Desktop (VDI), ITS/IRIS, Java, WSE/WAS 8.5, and Solarwinds.• Routinely used Microsoft Project, ServiceNow, and Daptiv to meet project objectives.

Washington, Dc, Us

Led and supervised 17 personnel in six branches in the Dayton, OH area.• Led a cross-functional team which included two Department Heads in the planning and writing of the Marketing and Operations Plan, the strategic operations plan for FY 2012.

Washington, Dc, Us

Led and managed 15 (IT) to 36 (Engineering) personnel executing operations and projects.• Program Manager for both the Electrical Safety Program and the Ship-wide Tag-Out Program, responsible for the overall coordination of training for over 900 personnel and administrating the programs to ensure compliance with Navy-wide directives. • Gives presentations at all levels of the organization, to include Admirals (C-Level), Captains (Director-level), and below.• Led and managed large-scale, high visibility engineering projects for the major Decommissioning inspection conducted by the Congressional Board of Inspection and Survey (INSURV). • Effectively used organizational transformation and change management by rearranging divisional organization with more horizontal structure giving junior managers increased responsibility and dramatically increasing productivity. • Managed a team supporting ten applications (including business applications / ERP), three strategic information networks and two external communications systems. • Led the ship’s IT Services Division through equipment upgrade projects using Agile Methodology during a major maintenance availability period. Notable projects included the NIPRNET (Non-Classified IP Router Network) and SIPRNET (Sensitive IP Router Network) overhaul, NTCSS (Navy Tactical Command Support Suite) and NIAPS (Navy Information Application Product Suite) refurbishment and upgrade, and NAVMACS II (Naval Modulated Automated Communications System) repair and refurbishment.• Managed the IT Infrastructure team, which supported the business functions of 15 separate divisions.• Directly managed the IT service desk for 300 personnel across 15 independent divisions through the management of system administrators and application support staff, resulting in timely customer support, prioritizing help tickets based on strategic importance, and keeping affected stakeholders informed on progress and results.

Washington, Dc, Us

Led 6 Cryptologic Technicians tasked with maintaining and operating the SLQ-32 electronic warfare suite.• Led the Electronic Warfare Division (Workforce Management) through major projects. Notable projects included two SLQ-32 Electronic Warfare Suite repair and refurbishment projects and the high-profile Specific Emitter Identification project, which led to the integration of Specific Emitter Identification onto every Navy warship. • Managed application Run Team. BEWT Application was vital to cryptologic training qualifications.• Attended George Washington University under the STA-21 Enlisted-to-Officer Commissioning Program.

Bba, Business

Master Of Business Administration (M.B.A.), Business Administration And Management, General

Executive Education, Digital Transformation Certificate

Executive Education, Accelerating Digital Transformation With Algorithmic Business Thinking