Reporting to the CEO, I am responsible for establishing and implementing the overall policies and procedures for the information systems/technology department. Establishes strategic and tactical goals that are aligned with and support company objectives. Analyzes the needs of all business units and departments and determines ways to meet buiness objectives by modifying existing or developing new information systems.

The business principal and the former CIO of Insight recruited me into this early-stage total IT solutions firm focused on delivering results and innovative technology solutions that clients value. Starting from scratch, I established the cloud infrastructure and service delivery model along with the accompanying cloud-based offerings. After creating the strategic technology road map, I recruited and developed a global technical team that blended onshore and offshore subject matter experts.As the business grew:- We created an offshore services center and instituted clearly defined service delivery and quality assurance processes that were closely aligned with the ITIL methodology.- We developed an IT organization fully aligned to delivering superior IT services through setting clear objectives, empowering teams to use their ingenuity to craft truly innovative solutions, and providing each resource with the training and support necessary to view challenges as opportunities to excel.- We secured Parallels Certification and the status as a Parallels System Integration Partner fully authorized to direct the development and implementation of APS and Parallels Automation solutions.- I was called on to provide CIO consulting services to core accounts.

Insight’s CEO asked that a strategic team be formed to construct and execute the enterprise cloud strategy for this $5B Value-Added Reseller with 5K employees. I had the opportunity to be a part of this team and to lead the Cloud Portal Program, coordinating a team of 30+ in the design and development of the cloud portal solution still in use at Insight today. Upon deployment of the cloud portal, I launched Insight’s Cloud Operations Practice to bring these cloud-based services to our clientele.During this initiative, we were able to overcome considerable obstacles to create a successful program. These included:- Selecting and deploying new cloud and data center infrastructure, including Parallels Automation solutions.- Leading highly complex cloud platform integrations with our legacy business framework, financial applications, ERP, and e-commerce systems to create a transparent and seamless experience for the customer.- Collaborating with the functional business units to revamp our business processes to align well with the new cloud services business model.

Reporting to the CIO, I managed a $15M budget along with a team of 5 managers, 60 technical staff, and 30 offshore resources. I led IT service delivery, including helpdesk, system/network/database administration, SAP administration, and telecommunications. I directed North American data center operations with 900 UNIX and Windows servers. Highlights included:- Collaborated with the enterprise architect to build the technology road map and define the IT services strategy.- Directed a data center co-location project that included a strategic server virtualization initiative that >Slashed the physical footprint/servers 30%+, cutting acquisition, licensing, and provisioning costs >Eliminated data center outages, met 99.99% availability SLAs, and boosted server utilization- Led a team of 40 through the acquisition integration of Software Spectrum that required the relocation and integration of 150+ parallel systems from Level3 Communications. We leveraged offshore resources to supplement our existing support team to deliver this aggressive 1-year project, 2 months ahead of schedule and 25% below budget, earning executive accolades for stellar performance.- Facilitating the outsourcing of Tier I/II technical support, setting service level requirements, evaluating proposals, negotiating costs, awarding the bid, and documenting business process for the handoff. By adding cost-effective resources and strengthening the ITIL model, 24-hour ticket resolution rates increased from 73% to 95%.

After a series of rapid internal promotions from Windows System Administrator, to Lead Windows & UNIX Administrator, I was then selected as the IT Manager for our Windows, UNIX, and Networking environment.- Leading the migration of mission-critical systems and infrastructure, including SAP, enterprise-class SANs, and the network backbone from ATM to a global MPLS network that reduced costs by $1M annually.- Working with internal audit teams to conduct infrastructure reviews, set practices and controls, and streamline compliance processes. We created a portal for automating approval sign-off to achieve SOX and PCI compliance.

While serving as an Avionics Specialist for 2 years, I earned my Windows NT 4 certification (MCSE). So when the Guard needed to transition from Banyan Vines to NT 4, I was asked to lead the project.

Honorable Discharge