In my role as Chief Information Officer and VP of Strategic Alignment, I led the IT department, and as a member of the senior executive leadership team, I worked collaboratively to determine, implement, and monitor the strategic direction and plan for the organization. Improved IT efficiency and maturity by leading implementation of new capabilities including Enterprise Architecture, IT Service Management, Project Management, Scaled Agile for the Enterprise (SAFe), DevOps, CI/CD Pipelines, Enterprise Data Warehouse, and Service Oriented Architecture. Conceived, planned, and delivered a 3 year Digital Transformation strategy that included the Implementation of Salesforce CRM and digital self-service portals based on Salesforce Experience Cloud; a major upgrade of Guidewire (from version 7 to version 10), including integration with Salesforce; upgrade of Thunderhead to SmartCom; implementation of inbound and outbound payment services using OneInc; implementation of a premium audit solution; implementation of predictive analytics, and conversion of our Enterprise Data Warehouse.Led the development and management of budgets for the IT department, including monthly reconciliation, in partnership with Financial Services. Directed staff and managed performance across the IT department. Coached and developed a high performing team of IT leaders.

Launched a new business to assist CIO's and senior IT leaders in achieving their management goals. Provided strategic IT advisory services including: - Strategic Planning- Organization Transformation- Roadmap Development- IT Assessments- Leadership Team Coaching- Program Management

Led the definition and development of a new consulting offering for Merger, Acquisition, and Divestiture services for the E&P and Midstream Energy sectors. Developed methodologies, collateral content, proposals, and statements of work. Supported sales, and had responsibility for delivery teams, client relationships, and quality assurance. Additional responsibilities included career counseling, and performance management for assigned staff.

Led the IT teams supporting company’s E&P information systems portfolio. Led company’s Enterprise PMO, including program and project management for over $50 Million of capital spend. Led company’s IT Operations team that implemented IT management processes based on the COBIT 5 framework. Led company’s Enterprise Architecture team and established an IT R&D laboratory and innovation capability, resulting in cutting-edge solutions for company. Managed finances of annual cost center budgeting, personnel cost, contractor cost, and software maintenance, including maintaining 15-month rolling forecast and variance analysis. Developed strategic vision and plan, and led execution, including major projects and business facing support functions. Guided over 120 employees and 30 contractors, including performance management, salary administration, succession planning, and leadership development. Business stakeholders included company’s senior vice presidents and vice presidents. Significant accomplishments included:- Developed strategy, and plan to evolve business facing teams from fire-fighting teams, to trusted operators, business partners, and innovators. - Improved resolution rate of service tickets for application systems support from an average of 20 days to an average of two days by increasing focus on service ticket processing without raising cost.- Developed high performing leadership teams. - Reduced overall IT G&A for geosciences systems by $30 million through a complexity reduction program. - Participated in the development of a 3 year Strategy and Plan for the IT Department that aligned with company’s business strategy, and incorporated IT technical trends including Mobility, Bring Your Own Device (BYOD), and Cloud Computing. - Improved performance of the IT department by starting the implementation of IT Management processes based on the COBIT 5 framework.- Implemented company’s IT Innovation Challenge process and the IT R&D Lab.

Formed executive relationships at Anadarko, BHP Billiton Petroleum, BP, ConocoPhillips, Devon Energy, Newfield, Pioneer, and XTO, resulting in over $75 Million in new business for Deloitte. Formed opportunities across a broad spectrum of services, including business process transformation, CIO advisory services, systems integration, enterprise risk services, internal audit, tax, and financial advisory services. Delivered business process transformation, best practices assessments, human resources transformation, and leadership development. Led and co-led relationships with clients, coordinated account leadership and delivery across Deloitte’s service lines, developed client service plans, provided proposal team leadership, performed client service assessments, and ensured quality of delivery. Matured relationships with software providers, including Oracle, SAP, OpenText, Spotfire, Halliburton, and Schlumberger.

Accountable for one-half of company’s major accounts in South Central Region. Focused on energy sector and included BP Upstream, ChevronTexaco, Occidental Petroleum, Anadarko, Burlington Resources, Dynegy Global Communications, Air Liquide, and others. Achieved $3,000,000 in business from major accounts.

Led company relationships with Anadarko, Apache, Burlington, Core Laboratories, Enron, El Paso Energy and Coastal. Achieved $13,500,000 in new business and annual maintenance revenue. Devised business unit and account planning, account leadership, management of sales team and selling process, P&L, deal packaging, negotiation, and closure.Directed sales and delivery of professional consulting services to 21 largest independent oil and gas companies in United States. Created business plan to deliver over $5,000,000 of revenue through sales and delivery of professional consulting services. Increased service revenue from 1% of total solution sales to over 30% in less than two years. Closed $13,000,000 in services in less than two years. Earned Global Account Manager of the Year award in 1998 and President’s Club recognition in 1998 and 1997.

Conducted business information planning, budgeting, consulting, market planning, and proposals for business solutions for the EDS Enron Account. Proposed and sold $75,000,000, ten-year contract for outsourcing of Enron’s technical development and support group responsible for gas dispatch SCADA and electronic measurement computer operations. Focused on operations management of real-time systems group for Enron account. Supported applications, including SCADA, electronic flow measurement, and VAX systems management. Managed a $3,000,000 annual budget for technical support, administered performance appraisals, career counseling, and compensation for staff of 15 software engineers. Served as business and technical consultant, initial system definition, proposal preparation and presentation, and development and support project management for seven concurrent engineering projects. Specified and commissioned Nueces Compressor Station Automation System for Houston Pipeline Company. Served as senior systems analyst for the Enron account. Responsible for project management, specification, design, and implementation of the Transwestern Pipeline, Northern Natural Gas South, and Florida Gas Transmission SCADA systems.

Designed and implemented data communications and human-machine interface for 400 well rod pump control system for Shell Oil Company account. Created and enabled full automation systems for three compressor stations for Southern Natural Gas account, systems utilized as template for all station automation systems at Southern Natural. Maintained communication drivers, remote telemetry units, electronic gas measurement systems, and gas lift model.