Contributed thought leadership and hands-on support in the design/build/run of standard processes for organizational change management and software quality control.

Contributed thought leadership and hands-on support in the design, creation, and launch, of Bridgewater standards and processes for disaster recovery, business continuity, and crisis management.

Contributed thought leadership and day-to-day execution of project activities in support of Business Process Mapping, Business Continuity Management, and Disaster Recovery.

Contractor on short-term assignment, working as the Interim Senior Director for the Program Delivery Office (PDO), CIGNA Information Management (IM). Michael was responsible for the PDO's day to day operations, and for targeted process improvements in the IM delivery and support organization.• Managed & directed day-to-day operations of the IM program and portfolio managers, responsible for $40M book of IM business. • Served as change agent to initiate improvements in: Investment Governance, Portfolio Management, Financial Management, Program Planning, Asset Dependency Mapping, Analysis & Design, Release Management, and Operational Readiness.• Professional mentor, coach, advisor, and advocate, for various CIGNA and 3rd party team members.

Reporting to the CIO, responsible for the quality of technology deliverables, the standardization and adoption of better-practices, and building community across the practice. Michael directed and managed a team of 200+, whose journey is captured in the following headlines: • Delivery Assurance (DA) goes live, publishes its Services Catalog. The Practice consumes the 50+ services, helping to manage growth and to improve the delivery of business functionality.• DA sponsors and moderates Communities of Professionals (COPs), to foster culture, thought leadership, and professional development. Momentum gains as the functional areas get actively involved in transformation.• DA authors and launches the Project Delivery Lifecycle (PDLC), enabling standard practice, and integrating functions. Development, Enterprise Architecture, Information Security, Technical Operations, and Data Management, converge on common process, artifacts, and tollgates.• The practice accepts DA Coaches to ease PDLC adoption; pushback declines; quality improves. • Successful transition to Vendor Managed Services, a platform for financial savings, productivity gains, greater predictability through service-level agreements and governed process.• DA Learning Services and Communities, publish curriculum & conduct events for professional development; teams spread better-practices. Broader leadership and ownership emerge.• Global Release Management and the Change Advisory Board go live, to help govern the complex logistics of change management associated with the large portfolio of applications.• Business adopts DA practices for Investment Governance to prioritize & manage IT spend.• DA intros IT Risk framework: contingency planning and mitigation become more routine.• DA rolls out standard metrics for performance, to facilitate decisions up through the Board.

During this period, Michael was instrumental in packaging lessons learned from Capgemini's internal initiative with Quality, and launching those as service offerings to the external client market. During this time he held various positions:PRACTICE LEADER, TECHNOLOGY STRATEGY GROUPAs a leader with TSG, Michael focused on practice development, market growth, sales and delivery of initiatives addressing the CIO & CTO agenda. His work emphasized IT Strategy and Transformation. Results with various Fortune 100 clients include:• Identified, sold and realized the business case for change.• Launched and operated delivery centers of excellence: methods, tools, organization, environments, learning, community.• Developed and implemented IT sourcing strategies for distributed and multi-sourced teams.• Designed control objectives for IT; value and risk management; quality throughout.• Led IT investment governance; project, program, and portfolio management.• Strengthened IT skills and capabilities, assessment and improvement.LEADER, ADVANCED DEVELOPMENT CENTERS• Leader for Software Engineering Process, Software Quality Assurance, Estimating & Metrics• Designed and launched improvements to the distributed delivery development processes• Worked with offshore centers to mature their methods and to achieve industry accreditation

North America's Advanced Development Centers was an integrated delivery network of 1600+ seats, teams of consultants + clients + 3rd parties, delivering bespoke, package, and custom software solutions. As a leader at the North American ADC, Michael:• Led the practice to achieve CMM Level 3 capability across each of its Centers in the U.S. and Canada. • Served as a Liaison to the Capgemini Global Software Engineering Process Group where he was responsible for transferring lessons learned from Americas’ experience to peers in the UK, Nordic, Central Europe, Benelux, Asia Pacific, Italy, Iberia, and France. • Thought-leader for the global delivery network in planning and managing Center transformations.• Provided thought leadership in the authoring of Capgemini's Rightshore delivery strategy, and the Distributed Delivery Framework, initiatives to leverage offshore and near-shore COE• Worked with Capgemini's Application Maintenance & Service Centers (AMSC), to mature a standard set of processes integrated with those of the ADC, resulting in a comprehensive method to govern the full lifecycle of Build-Run• Innovated practices in knowledge management and intellectual property management to support various needs of the consultancy

The NYC ADC was a 400+ seat, brick & mortar, center of excellence, assembling teams of consultants + clients + 3rd parties, focused on bespoke, package, and custom software solutions. As a leader at the NYC ADC, Michael directed the practitioners in the definition, launch, and adoption, of better practices to govern the Center's operations and delivery activity. His work extended E&Y and Capgemini proprietary method with industry standards such as ISO 9000 and CMM-SW.

In his 1st year at E&Y, Michael led 2 development projects out of the NYC ADC:• System to track and manage E&Y expatriates• ERNIE - an on-line fee-based consulting portal

ACI is a complete systems integrator, automating business processes including industrial factory automation, and information systems. While at ACI, Michael• Directed the activities of 100+ business and technology consultants, with full $MM P&L accountability, along with responsibility for the staffing, organization, and deployment of technology practices. • Sustained high percentage of utilization and profitability across the region• Performed regularly as Senior Engagement Manager at a number of accounts, typically delivering business analysis, process engineering, technology planning, and information systems design around E-Commerce and knowledge management initiatives.• Co-authored the firm's solutions delivery methodology

Founded by Dr. Joseph M. Juran, the Institute enables organizations from all industries to learn the tools and techniques for managing quality and performance excellence. During his time there, Michael:• Consulted cross-industry on business process re-engineering, requirements management and the analysis/design of technology solutions.• Facilitated workshops and seminars on the topics of Total Quality Management, cultural resistance to change, and the cost of poor quality

During his time at Apple Computer, Michael:• Directed USA Enterprise Support, a talented team of Apple's elite Consulting Engineers, providing process re-engineering and Web-based solutions for business, higher education, & medical markets. • Led Apple’s “Customer Requirements Process” for Apple USA, Europe and Pacific• Managed programs for the Apple Higher Education Consortium to advance Internet and Apple proprietary protocols. Projects included: MIT’s Project Athena - Cornell’s Project Mandarin - Columbia’s CAP - NCSA Mosaic - Virginia Tech's Electronic Village• Designed & deployed client/server solutions using Apple’s VITAL blueprint, with KPMG & DEC • Presented keynote addresses regularly at the Executive Briefing Center and at flagship events• Served as Evangelist and lead support for early lines of Apple UNIX products

During his time with AT&T, Michael:• Provided technical support for sales, design, and delivery, of large integrated voice/data solutions. Technologies included System 75 & 85, ESS, Dataphone, COMSTOR, various async/bisync/sdlc apparatus, ISN, 3B5 and 3B20 UNIX systems• Developed various software, RDBMS, and package solutions for health and education markets, deployed on AT&T UNIX

NY Telephone was an original subsidiary of the federally regulated AT&T network known as the Bell System. Michael provided sales and service support in the 56th, 79th, and 97th street central office districts of Manhattan, primarily servicing PBX, Centrex, key systems, tie & long lines, for NYC hospitals, the Board of Education, and the city's hotels.