• Led technical implementation of divisional continuous improvement project sponsored by COO. Project completed ahead of schedule with returns of > $2mm/year.• Managed turnaround of software development project. Found and engaged replacement vendor and completed well under budget even with previous losses.• Led creation of IT SaaS policy and guideline; reduced the number of incidents and eliminated ambiguity seen by business. • Managed delivery business analyst intern.• Mentored two new business analysts.

• Created application strategy and business plan for business unit; resulted in $4 million capital expansion with 1-year payback. • Developed and implemented strategy for team modeled on IT direction and business need; sold concept to management and business; used to shape team.• Transformed team from mixed-use to a project and application leadership emphasis. Overcame internal resistance, coached employees, and resolved team problems.• Took on restructuring of project that was chronically behind schedule, projected to be 4 years late. Reshaped business, management, and IT structure of $25 million project. Created new steering committee and realigned responsibilities to reflect new corporate and divisional structure. Positioned for on-time delivery.• Turned around project that was not going to meet a hard deadline one month out. Assumed project management duties and directed a team of 15 in the business in order to implement on schedule. Won divisional award for leadership.• Oversaw business analyst efforts in creation of a complex web order entry system. System was implemented within hard deadline.

• Managed over $2 million in projects, each delivered to requirements within deadline. One returned $2 million per year. • Redesigned plant operations with team of research scientists. Managed projects that resulted from review. Plant capacity doubled through implementation of projects.• Rewrote the startup routine for a processing unit and reduced unplanned production downtime by 10 hours per week.• Uncovered a statistical flaw in pilot test results and spearheaded change to correct the problem. New procedures increased production by 15%.