Provide technology guidance to WPP's Miami operating companies, ensuring alignment with the Global IT Strategy, Architecture, and Policy. Foster strong relationships with internal stakeholders and third-party suppliers to address service needs and align programs and strategies. Continuously seek opportunities to enhance service delivery, strengthen controls, and optimize costs, while offering strategic guidance on IT budgeting, purchasing, and cost-efficiency to local COOs and CFOs.

Collaborate with Timberlands business partners, IT partners, and delivery teams, and act as liaison between function/business customers and technical experts, translating IT Strategies into tactical initiatives.Applied business knowledge to deliver innovative, value-added solutions.Responsible for operational results, people development, and budget management.Lead a team of technical resources to support 70 offices in the US, Canada & Japan.Accountable manager for the successful replacement of the Meraki Mobile Device Management tool with Microsoft Intune, scope included migrating over 1,000+ devices in the US and Canada.Championed $10 million cybersecurity initiative by overseeing 2 workstreams for organizational change management and workforce strategy supporting 35 manufacturing facilities.Expanded the use of Satellite technology to support remote operations in Oregon & Washington state.

Ensure alignment of business and IT strategies and proper prioritization of IT investments to deliver the most value to the Timberlands Operating unit.Build effective working relationships with business and IT stakeholders to drive results through the use of information technology.Directed team developing mobile applications using Low-Code tool, as well as Office of the Future initiative implementing emerging technology to streamline operations. Established company disaster recovery program impacting over 400 critical applications. Introduced satellite technology capturing in-woods data to strengthen field efficiency. Spearheaded COVID-19 response team, implementing robust, scalable solutions to enable safe operations during global pandemic. Oversaw delivery of outsourced development services from European vendor and led 2 infrastructure initiatives to divest non-strategic business, streamlining financial investments. Chosen to join Leadership Essentials in Action Program (LEAP) for high-potential leaders.

Planned, organized, and managed IT infrastructure for $2.4 billion line of business; established strategic vision and played key role in IT-wide strategic planning. Coordinated teams overseeing design, architecture, and delivery of services to global timberlands organization. Prepared annual operating budget and capital investment initiatives. Evaluated and selected vendors; negotiated contracts with hardware, software, and service providers. Spearheaded initiative to consolidate offices after Weyerhaeuser merger with Plum Creek, resulting in closure of 44 offices and opening of 10 new offices in 18 months. Implemented IT strategy to divest Uruguayan timberlands, managing deal lifecycle spanning pre-negotiations, carve-out review, planning and transition to ensure profitable transition. Decommissioned Timberland Operations Data Center in Washington State, migrating critical applications and decommissioning legacy software to save over $2 million per year.

Oversaw daily operations of Integration Services team; developed and implemented 5-year strategy and roadmap assuring alignment with enterprise goals. Forged cross-functional partnerships with Business IT, Project Management, and Architecture teams to translate business requirements into technical solutions and identify optimal service model for integration initiatives. Championed LEAN events to eliminate waste and improve processes; applied LEAN-Agile mindset to all initiatives, generating outstanding results. Drove operational transformation of Integration Services team; converted A2A and B2B integration messages from legacy app to BizTalk 2010, reducing TCO by 40% in 18 months.

Deployed IT initiatives for international business units, including strategic planning and implementation, business alignment, and project spend. Oversaw capital portfolio management, IT roadmaps and architecture, and policies and procedures for international business units. Implemented ITSM processes globally throughout Europe, Asia, and Latin America. Partnered with executive leadership in Uruguay and Brazil to define supply chain practices and implementing solutions that measurably improved performance and reduced costs. Collaborated with corporate IT and centers of expertise to expand service to remote locations in South America, Europe, and Asia. Introduced sales solution in North America to support and fuel growth of $40 million market. Implemented and managed SAP in Brazil and Uruguay, including SAP preventive maintenance module for plywood manufacturing facility in Uruguay that measurably improved operations. Coordinated IT portion of major divestiture in Uruguay, ensuring optimal financial results.

Established and managed JD Edwards ERP global support organization, development center and help desk operations serving over 400 users in Europe and Latin America. Led teams of up to 33 cross-functional, international staff. Directed enterprise ITIL and CMMi projects. Saved over $3.5 million by insourcing application support and centralizing helpdesk operations. Reduced cost per call by 50% for helpdesk serving America’s region, implementing solutions that enhanced customer service and ensured 80% resolution rate for all issues within 1st call. Fueled Phase 1 ERP implementation in North America and subsequent rollout worldwide. Introduced incident and change management processes based on ITIL framework, improving stability and streamlining major change initiatives. Ensured 99.9% system availability and Sarbanes-Oxley audit compliance for 3 consecutive years.

Conducted strategic planning for enterprise-wide IT initiatives, managing operating budget of $3.5 million. Oversaw cost control and software selection for purchase of Warehouse Management System to be implemented across 14 distribution centers. Enhanced operational service levels by implementing projects that focused on process improvement, root cause analysis, and change management. Increased critical application availability to 99.7% and infrastructure to 99.9%, building consensus to overhaul all core IT processes and achieving outstanding results. Established robust and stable procedures and controls to comply with external audit requirements, ensuring consistently outstanding audit results. Ensured positioning for profitable sale and transition of IT organization to new ownership.

Established department policies, procedures, and company-wide training initiatives in alignment with business goals. Led team of 20 in supporting Adage ERP software and application development. Integrated all IT functions and operations for 4 major high-profile acquisitions, directing relocation and consolidation at New Richmond facility. Reduced costs by 20% within 24 months by introducing inventory bar-coding technology, standard payroll system, disaster recovery for corporate data center, and new telecom system. Directed $6 million Phase 2 implementation of ERP software across 27 US manufacturing facilities, ensuring on-time, on-budget results. Oversaw consolidation of 27 manufacturing plants to 14, as well as all supporting technology, systems, and infrastructure. Negotiated $300,000 outsourced support contract, freeing up internal teams to expedite integration of newly-acquired business.