Interim and fractional executive for mid-market companies, providing advisory and project management services as they prepare for their next stage of growth.

Technology program management leader for a $2B group of interior finishing and construction companies, leading a massive digital transformation and modernization effort for 26 diverse operating companies across the US. Established ADG’s first IT PMO ahead of a major ERP project and multi-platform digital transformation journey. Hired and mentored staff, selected a project management tool, and implemented structures and processes to ensure project visibility and consistent communication.

Senior executive leader for a group of utility construction companies, hired to lead a massive digital transformation effort but transitioned quickly to a larger role leading enterprise IT and other strategic projects. Led the successful implementation of Oracle ERP, HCM, and SCM for five companies in less than a year as the tip of the spear of digital transformation at Entregado. Started with the system selection process and drove the requirements, design, testing, data conversion, and change management processes to ensure a successful implementation. Also accountable for cyber security, third party vendor management, and IT strategy/escalations.

Fractional CIO/COO executive and senior management consultant accountable for business development and client engagement delivery for simultaneous mid-market clients. Consistently engaged when senior executives seek a proven, steady leader to help them execute critical initiatives, lead through crisis, or make sense of organizational noise. - While serving as interim CIO for more than a year for a mid-market private equity firm, delivered results from significant enterprise-wide projects outside of IT, including a leadership assessment, completion of a job analysis and development of a new organizational structure, and the development and implementation of an expense policy and reporting mechanism. - Served as subject matter expert for a mid-market company in the aftermath of a major cyber-attack, guiding them through initial containment steps while structuring and tightly controlling the subsequent response. Developed a comprehensive follow up program to establish or tighten controls and close gaps. Role expanded into a broader strategic position to assist the company in establishing a robust corporate strategy, set revenue goals, and mature their processes to achieve better scalability. - Led the response to a ransomware attack on healthcare assets for a Houston area hospital. Executed a HIPAA notification process with an extremely short timeline while working with outside counsel, security experts, and hospital staff to contain the attack and tightly manage the response. Developed a follow-up remediation plan to mitigate additional risk, and responded to government inquiries concerning the attack. - Other projects at WG included an ERP expansion project at an oilfield services company and organizational assessments at multiple companies to assist CEOs in evaluating their people, processes, and technology.

Senior executive management consultant accountable for client engagement delivery, business development, and account management. Primarily engaged on assignments where external investors, the board of directors, or C-level executives seek a trusted advisor to drive and complete enterprise wide critical initiatives spanning IT, Finance & Accounting, Sales, HR, Legal, and Operations. - Engaged by publicly traded company to drive an unprecedented portfolio of more than 30 strategic business transformation projects developed in response to significant activist investor activity. Accountable for program management, financial reporting, and executive communication with the C-suite, Board, and investors, while acting as an extension of the executive leadership team. - Significantly exceeded cost reduction target set by the activist investors and the Board. This program also created significant additional follow-on cost savings through planned operational expense and budget reductions, and additional profit improvement year over year through investment and company expansion initiatives. - Drove company-wide HR transformation program, starting with standardizing incentive programs and compensation agreements for mid and upper management and the sales organization. Partnered with client executives to establish multi-year HR program roadmap with immediate, measurable results. - Established a repeatable project management structure to facilitate project intake, financial modeling, and status reporting, all of which resulted in a standard method of measuring and tracking project success and cost reduction results. Managed multiple teams of outside consultants utilized to provide specific expertise for certain projects.

Hands-on senior leader responsible for managing diverse and globally distributed teams in both direct and matrixed reporting structures. Accountable for enterprise scale program management and for delivering high quality and high availability solutions to a global customer base in a very complex 24/7 business. - Defined and executed a new strategic program management practice to ensure Sabre readiness for major airline implementations. Designed and implemented new processes, ensured appropriate staffing was in place, and gained support from all stakeholders. - In addition to team management and program management responsibilities, served as executive on call for incident and change management, driving IT service provider and internal teams to best in class operations with minimal downtime while providing timely communication to customers and business leaders. - Led strategic initiatives to determine the business drivers behind excessive spending with IT services vendors. Turned a large volume of data into usable financial models and actionable information for C-level executives, while developing a strategy to dramatically reduce the company’s annual spend. - Served as PCI and security subject matter expert for teams across Sabre, designing and delivering effective and manageable solutions for challenging compliance problems.

Started with the Neiman Marcus Group as a developer and quickly progressed into project management, along the way leading large teams of IT associates, end users, and contractors through multiple development projects that produced game-changing results. Established strong partnerships between IT, the stores, and other corporate departments to drive cultural change through the entire organization. - Accountable for the successful execution of the highly visible, highly complex Payment Card Industry (PCI) program while minimizing operational impacts to the enterprise. Maintained comprehensive oversight of a diverse set of more than 75 application development, infrastructure, and security sub-projects; each project critical to the success of the overall effort. Completed project on time and under budget despite project scope challenges and a tight deadline. - Managed annual capital and expense budgets of $12M+ by developing initial budget requests, approving and tracking expenditures, and forecasting future capital and expense requirements. - Prior to PCI, led teams of IT associates, end users, and contractors through major business intelligence application development projects, including an interactive intranet executive dashboard, an executive sales and inventory reporting application, and financial planning systems.