At TAG CXO we are a team of former enterprise executives passionate about optimizing technology and business operations to accelerate performance. Our clients are typically early-stage to mid-market companies who have both the opportunities and challenges of their larger competitors. We provide experienced business leadership to help clients outsmart and outmaneuver their competitive giants.Our approach is simple – to bring the most experienced and proven technology leaders to our clients on a fractional, interim, or project basis to help them:-Gain clarity about options and opportunities-Invest wisely in ways that maximize competitive advantage-Manage operations with more confidence

Responsible for corporate administration, including people, finance, risk management and operations. Focused on helping clients access digital improvements through their strategic partnership with Logic Point.Formed in 2001, Logic Point was one of the first providers in North America for SAP Utilities. We provide SAP S4 Migration services to our Tier-1 System Integrator partners, and S4 migrations to on-premise or S4 Hana Cloud, for mid-market companies in Energy, Utilities, Chemical, Construction, and Manufacturing.

Managed $12MM+ IT function of corporate holding company operating portfolio of utility construction services firms with $1.2B in annual revenues and 6000+ employees across North America. Led team of 2 Directors, 5 Managers and 45+ employees in 3 departments. Contributions:• Member of executive team delivering $100MM+ in gross profits, up 300%+ in 5 years.• Key member of executive team planning/establishing legal entities and holding company structure to accommodate growth and open up new market opportunities. • Served on M&A planning and due-diligence team acquiring $225MM+ in new revenue in 18 months.• Engineered entire IT division’s infrastructure: Business Services, Applications Development, and Operations. • Stood up enterprise’s first Corporate Program Management Office (PMO). • Extended PMO to manage ALL IT and corporate functional projects• Achieved sustainable regulatory compliance for Sarbanes-Oxley and COSO across enterprise systems via robust controls.• Designed digital transformation strategy to gain internal operating efficiencies and competitive positioning.• Instilled customer-focused culture aligned with core values of company; provided Integrity Service training to all IT staff and certified in-house facilitators to provide ongoing training.• Visualized, presented, and marketed employee-funded Care Fund for employees experiencing temporary financial hardship. First year donations garnered $130K+ with $25K+ donated by executives.• Led $12MM, 5-year field automation project that put technology in hands of foremen at job site. • Implemented inventory management (SAP MM module) for valued/non-valued inventory for 50 daily users in 3 subsidiaries.• Developed and launched multi-year cyber security strategy with Deloitte-Touché.

Brought in as member of Executive Management Team to turnaround IS across $305MM natural gas and electric distribution infrastructure construction enterprise. Focused on restoring confidence in service levels. Fully rationalized IT service portfolio and built cost-effective, sustainable and highly competent IT Service Management System.Contributions:• Executed complete turnaround of IT organization; re-engineered IS department from top to bottom, established financially-managed, process-oriented, customer-focused, and performance-driven group.• Re-engineered, documented and trained employees on policies, processes, and procedures. • Formalized Helpdesk; introduced simplified contact methods, performance metrics, and customer survey instruments that reduced ticket resolution cycle times, increased technician/ticket ratios, and dramatically improved customer satisfaction.• Optimized technology footprint; renegotiated vendor contracts, and reduced and redirected technology spend. Researched and implemented technology refresh cycles by category/class of equipment.• Scaled corporate IT services to match dramatic business growth of utility customers and new/anticipated levels of demand. Revenues jumped from $300MM in 2007 to $650MM in 2012 with all IT services running at same level of reliability. Achieved end-to-end automation of 20+ major field-based work-processes and eliminated manual paper-based procedures.• Completed 100+ technology infrastructure and business automation projects over 5 years, bringing unprecedented and sustainable improvements to overall IS landscape.

Concurrently held position providing key account oversight and management consulting services in ERP/MRP/MRP II analysis and implementation, IT Service Management (ITSM), business continuity and IT disaster recovery program development, and IT regulatory compliance for FDA and Sarbanes-Oxley. Published Collateral & Copyright © – Visionary Role for IT, ITSM Dashboard, ITSM Capability Model.Appearances – developed Virtualization Reality™ seminar series; quoted in numerous IT industry-related trade journals and magazines.

Hired by Director to replace him in succession plan of $300MM medical device manufacturing company in global markets. Promoted into Executive Team in full charge of all aspects of IS delivery and support for $300MM+ multi-national medical device manufacturing firm. Contributions:• Led key projects that dramatically improved line of business results, including FDA-level validation for key ERP systems in US and Europe manufacturing operations. production statistics and reporting module to worldwide manufacturing operations, business intelligence solutions, shop floor MRP production planning module, and wireless scanners/bar coding equipment to 11 worldwide plants; increased data entry speeds/accuracy 10x. • Attained back-office IT operational improvements, while reducing IT budgets. Established multi-year IS compliance master plan, forming competency center for ISO, FDA, and SOX. Overhauled IT operations and procedures; launched centralized help desk and certified 100% of staff in ITIL v2 Foundations.• Deeply involved in preparing retirement/exit strategy for owners selling off, refocusing, and acquiring more core businesses (medical devices), and attracting suitable buyers for remaining business.• Key member of executive management team that organized sale of 1 none-core division, 2 divisions to management buy-out groups in US and Asia, and preparation of core remaining business entities for final sale. • Managed 100% of IT infrastructure transitions for all divestitures (resources and systems). Assisted Asia division (Singapore, Hong Kong and Zhongshan Guangdong, China) with infrastructure transitions that led to completely independent divisions and culminated in IPO on Singapore Stock Exchange.• Completed M&A due diligence, integrated IT infrastructure, and implemented succession plan to transition core business to new owner (West Pharmaceutical Services). • Led IT Sarbanes-Oxley remediation activities, achieving compliance of 33 gaps within 5 months.

Tapped to assist with the planning and restructuring of IT department. At the request of senior management, completed analysis and development of new job descriptions, pay scales and the overall IT organizational structure. Subsequently, promoted into newly developed management position.