Len Carella Email & Phone Number

United States

Robbinsville, Nj

Trusted and respected IT executive with track record of progressive success optimizing technology solutions, providing team leadership and strategic direction, and driving innovation. A natural leader, with a history of expense reduction, operational streamlining, turnarounds, and technology advancement. An advocate and agent of change and innovative process improvement. Known for strong leadership, motivation, negotiation, and communication abilities and skills in business reorganization, department mergers, and solutions implementation.

United States

Helping people find their Ultimate Driving Machine

Matawan, Nj

The Vice President of Infrastructure & Shared Services is a vital role that is responsible for both high-level strategy development and the ability to operationalize strategies in the areas of Corporate IT, Business Analysis / Process Improvement, Real Estate and Office Management / Services. Specifically, responsible for developing the vision and strategies for the entire Corporation, including enterprise, business unit, and employee systems, applications, equipment, properties and facilities. The role also ensures those strategies are operationalized through effectively designed team structures, processes, and systems, along with metrics that measure the productivity and quality of those operations.

Parsippany, Nj

Lead technology services, central reservations, search and availability, and rates and inventory for more than 7,400 hotels, worldwide, across web, mobile, and voice channels. Oversee compliance activities, Data Center operations, infrastructure and network architecture, managed property technology, and release and change management.  Outsourced Level 1 and 2 support, freeing staff to focus on Level 3 support, capital projects and strategic initiatives. Developed the first disaster recovery and business continuity plan. Created ongoing compliance program, resulting in annual PCI certification and adherence with all SOX and PII regulations.  Drove an IT and business partnership instrumental in creating the first joint long-term roadmap for the organization.  Established a dedicated team to standardize technology footprint for all managed properties, supported with 24/7 availability.  Created private cloud infrastructure providing a secure and scalable SaaS solution for all properties, clearing the path for continued global growth either organically or through acquisition.

Responsible for managing the IT organization on a global level and ensuring appropriate technologies and processes are in place to support corporate initiatives. Executing global standardization projects in the areas of network, communications, security, collaboration, data center strategy and support. Taking previously disparate companies within D&M and building centralized corporate IT environment.  Managed global IT organization, establishing technologies and processes to support business development, revenue growth, and world-class customer service. Spearheaded network, network, communications, security, collaboration, data center strategy and support standardization initiatives. Identified and centralized isolated and localized IT talent to form a global team and optimize individual strengths, skills and knowledge. Integrated previously disparate business units into a centralized corporate IT environment resulting in stronger, more efficient service model. Consolidated business relationships into strategic global partnerships with Microsoft, SAP, Verizon, HP, Lenovo and Equinix to achieve costs savings and service improvements. Combined SAP, S&OP, PSI, BI into single standard global solutions; developed global MPLS network with Verizon to create a solid foundation for future IT initiatives. Consolidated email and collaboration platforms into a single cloud solution from Microsoft

Directed all company-wide, technology-related endeavors, including strategic planning and direction, implementations, standards, policies, and security; ensured competitive edge for company via maintaining knowledge and utilization of future trends and technologies. Led team of 6-10 director-level employees and administered annual budget of up to $10M (expense) and $5M (capital). Played key role as member of CTO technology group for Washington Post corporate company; guided technology advancement of sister companies, while preserving alignment with corporate objectives, and oversaw broad range of technology initiatives across business.Orchestrated entire technology transition of corporate headquarters to new location with no downtime or data loss. Move included complete renovation of technologies from ground up, including operating systems, platforms, wiring, VoIP, blade server infrastructure, SAN, security, A/V, and computers.Established comprehensive DR solution following creation and regular meeting of cross-departmental DR team to assemble plans ensuring business continuity. Constructed off-site data center, replicated data (live/scheduled), and assembled computer storage for rapid mobilization.Generated $500K in annual savings, elevated customer satisfaction, and improved company effectiveness through outsourcing helpdesk.Streamlined operations, boosted productivity and efficiency, and increased user satisfaction via merging 2 separate IT departments. Reorganized IT into 4 departments upon promotion to Vice President; Infrastructure Services, End User Services, Application Services, and Emerging Technologies departments supplied entire range of day-to-day requirements for company.

Led team of 75 IT employees and controlled $6M operating budget and $6M capital budget. Incorporated management of editorial technology staff of 25 who had previously functioned independently. Served as instrumental member of Washington Post Company IT Initiatives Task Force focused on identifying and resolving issues, such as CRM, Telco consolidation, shared services, eProcurement, corporate portal, and HRIS, among others.

Recruited specifically to restructure and modernize outdated IT department as well as improve morale and teamwork. Facilitated all technology needs and requirements for business segment of company. Provided leadership for 50 employees across 6 groups; administered $3.5M operating and $3M capital budgets.Updated and reorganized IT department, implementing Internet access, website, email system, and modern hardware and software.

Provided leadership and direction to management section of corporate network support group, maintaining network environments for corporate units (executive, legal, tax, treasury, communications, manufacturing, and real estate) in headquarters. Interfaced with all business units as technology liaison, guiding units towards new corporate direction of unified technologies, such as networks and email infrastructures.Launched corporate communications platform, allowing communication within 100+ companies comprising McGraw-Hill.Motivated technologists from various business units to meet and collaborate towards common goals.

Planned, tested, and implemented various emerging technologies and controlled all resources needed to maintain system integrity and reliability. Supervised operations of system support help desk, providing all division employees with user support. Performed price negotiations for equipment, software, and services. Coordinated with various business groups during technology projects focusing on product development and employee productivity.Spearheaded design and implementation of College Division network, which supported more than 500 users across 5 offices and delivered remote access for 200+ sales associates nationwide.