Leading a team of IT Infrastructure risk management professionals focused on supporting the heritage E*Trade, Eaton Vance, and Shareworks entities within the Wealth Management business unit. The team manages risk processes and represents risk management on both strategic IT projects and operational efforts.- Lead risk participant in critical strategic projects including the migration to a newly designed data center using modern security controls and practices, platform-wide encryption at-rest and in-transit risk reduction, migration to a new strategic trading platform, and other major transformation / integration efforts. Providing technical and risk related guidance to those programs as well as aiding risk and security approvals.- Leading the design and implementation of patching and vulnerability management processes within the heritage E*TRADE platform including developing a team strategy, hiring of staff, designing processes to manage infrastructure patching and vulnerability management, and integrating with corporate vulnerability management processes. Accountability spans infrastructure, application, and security technologies.- Led the formation of divisional based processes to establish, track, update, downgrade, and retire IT risk efforts including formal issues, regulatory matters, internal audits, technical assessments, and other IT infrastructure related duties. These processes are joined with the broader Morgan Stanley risk and regulatory practices.- Present technical and process related information to various executive level risk and management committees including technical progress, risk reduction efforts, and technical approaches. Led the formal downgrade of risk for numerous efforts including how storage is managed by third-parties, Cloud encryption strategies, server risk management technologies, and various other technical environments.

Leading a global team accountable to drive the resolution of major IT incidents worldwide across infrastructure and application domains. Participating in implementing the future strategy of the broader Infrastructure Operations team as it is transformed from an outsourced approach to an insourced model in parallel with the deployment of Cloud and Software Defined Network technologies.- Transformed the CRT team from being transactional to an integrated and empowered group adding business value. This team is now driving actions across compute, storage, network, and other related areas to improve system availability. Mean Time to Repair metrics for critical incidents have been reduced by 68% in 2021.- Implemented new processes for how major IT incidents are managed including time bound escalations, enhanced incident information capture methods, enhanced busines impact assessments and improved communications both during and after an incident, all leading to reduced major incident resolution times.- Collaborating with infrastructure operations and engineering teams to drive tactical and strategic actions to improve overall IT availability. Using the team to apply analytical thinking to incident, problem, and change related data using ITSM processes.

Led a global team (225+) delivering End-user services for 40,000 employees / contractors across Asia, Europe, and North America spanning both manufacturing and office environments. Delivered technology services including service-desk, office-based deskside support, manufacturing related end-point support, and PC end-point engineering.- Managed an IT Service-desk supporting employees and contractors receiving IT services delivered from three locations: Taiwan, Poland, and the United States.- Ran a global IT Field Services organization in Asia, Europe, and North America that provided hands-on and remote support for both office and manufacturing environments. This team supported PC’s globally and various telecommunications services in various regions.- Led a PC Desktop Engineering team that delivered services to 35,000 desktops globally. Services included general break / fix support, operating system strategies, major desktop system upgrades, and expanding services.- Directed the executive support team supporting over 300 executives globally with “white glove” service levels including executive event IT support.- Executive sponsor for the initially planned migration of global end-user services (service-desk, field services, and desktop engineering) from an insourced approach to an outsourced strategy to align to strategic service provider capabilities, reduce costs, and improve services. * Due to global events, led the reassessment of the EUS outsourcing strategy including the financial and business impact, viability of other options, and presentation of the recommendations. * Led the construction of a new End-user Services strategy developed to expand and improve services across the globe. This strategy included investment in resources and technology to increase employee satisfaction.

Led a team of 28 employees managing the delivery of End-user and I.T. Asset Management services for 34,000 employees / contractors spanning a corporate and retail service base ($70 million annual budget). Supporting the delivery of technology services for over 1,400 retail branch locations including end-user, telecommunications, and other I.T. related infrastructure.- Led the execution of a company-wide teammate collaboration strategy with the purpose of better integrating end-user systems for employees’ benefit leveraging cloud-based technologies. Led the negotiations of a contract between the company and a cloud service provider.- Executive sponsor for the migration of outsourced end-user services (help-desk, deskside operations, desktop engineering, and collaboration systems) from one provider to another to align to a more strategic service and to reduce costs.- Led the upgrade of key collaboration systems to current standards including email, chat, videoconferencing, and file management systems for a more stable set of platforms with added teammate capabilities.- Leading teams managing technology changes driven by corporate real estate initiatives including retail openings and closings, large scale construction initiatives, and other facility-driven changes. - Executive I.T. sponsor for the successful upgrade of telecommunications, server, and end-user technologies throughout the entire retail bank touching over 1,400 locations. - I.T. representative for a company-wide initiative (Teammate Advisory Council) created to assess changing workforce behaviors and to improve teammate engagement.- Previously also managed a team focused both on I.T. hardware and software asset management. Deployed and managed software processes with specific focus on large scale spending (Microsoft, Oracle, and IBM).

Led a team of 54 employees managing the delivery of I.T. service-desk, desk-side support, executive IT support, videoconferencing, collaboration tools (email, fax, document management, mobility) and PC engineering services ($22 million annual budget) for a 10,000 employee customer base. Led a business call center team supporting application services for external Voya broker / dealers and employees. Managing commercial aspects of IT infrastructure contracts including services, software, and hardware.• IT Infrastructure Executive leader for the implementation of a Virtual Desktop platform in support of a large scale Business Process Outsourcing effort.• Collaborated across IT teams to develop and begin a roll-out of a unified communications strategy (Email, FAX, Document Management, Videoconferencing, Mobility, and Telephony). Integration led to employees having better business collaboration over multiple geographic locations.• Implemented key technology in support of the company IPO (spin-off from ING Group) including new board room audio-visual technologies, technology for investor calls, web-casting (pilot) and all associated support processes.• Infrastructure program leader for moving over 1000 users from Voya offices to a work-from-home technology and support solution in support of corporate real estate business strategies.• Led multiple re-negotiations of a large-scale ($400 million) outsourcing agreement. Services included multiple mainframes, a large Windows server environment, a large UNIX mid-range environment, and significant storage across all platforms.• Managed a team that negotiated key contracts of over $50 million including telecommunications services (voice and data), outsourced services (onshore and offshore), software (CA, HP, Sybase, etc.), and hardware (purchase and lease).

Led a team that commercially managed a large ($110 million per year) infrastructure outsourcing agreement. Team also negotiated contracts with other infrastructure and software providers whose products and services are in excess of $20 million per year. Team also interfaced with each of the respective applications areas supporting infrastructure activities aligned to business unit strategies.• Led the development of a “rightsourcing” strategy that considered the best mix of outsourcing and insourcing of ING’s I.T. infrastructure environment. Strategy included the assessment of ING’s business drivers (cost, service, and strategic plans) matched to the outsourcers’ strengths and weaknesses. • Developed a negotiations strategy for two commercial issues (over $18 million in dispute) between ING and their outsourcing company that was successfully resolved. Strategy covered ING’s contractual positions, outsourcer’s legal positions of strength and weakness, and resolution scenarios with their service and cost implications.• Led the negotiations of a hosting agreement for a grid environment (over $4 million of service annually). • Managed the ongoing process of coordinating all infrastructure audits (internal and external) in a regulated financial business with a high degree of compliance requirements (SOX).• Developed and implemented a human resource strategy transforming the Business Relationship team from being focused on I.T. issues to be more aligned to business and application strategies. Developed new job descriptions, sold the new team strategy to I.T. executive leadership, and migrated team roles and processes to that new strategy.

• Led a project to select a strategic service provider to manage the technology infrastructure of the European business unit. Project deliverables included an RFP, financial savings targets, service level targets, selection of two vendors for the due diligence phase, and the creation of a negotiation strategy. Services outsourced include server management, network management, security administration, project work, and associated support processes. • Led efforts to develop a continuous life-cycle management approach to managing Company file servers. Multi-year program consolidated over 700 servers down to less than 350 over a five-year period. Program included financial benefits analysis (ROI), program approval, and project management through project managers.• Led the consolidation of multiple strategic I.T. outsourcing contracts ($30 million per year) into one managed relationship leveraging combined scope to save over $6 million per year.

• Led a team of eight employees that managed a multi-year outsourcing contract to provide services supporting desktop, server, network and application support of an end-to-end consumer goods manufacturing company with annual revenues of approximately $2.3 billion (a Division of The Coca-Cola Company).• Accountable for a $17 million annual budget for an I.T. infrastructure and production application environment which supported sales, manufacturing, financial, and other key business processes.• Program manager for the successful transition of day-to-day services, infrastructure management, and application support to a strategic outsourcing company.o Negotiated the final infrastructure and application service level agreements with the strategic outsourcer.o Designed and implemented key processes to manage the financial, service delivery, and client facing aspects of the outsourcing relationship.• Established and managed the application maintenance and enhancement support processes for existing production business systems, primarily residing on an Oracle-based platform. Applications supported manufacturing, financial, sales and other key business processes.• Oversaw the development of strategic plans for integrating two I.T. groups into one information technology team for two large joint venture businesses.

• Led a team of 24 employees spanning a division office, region office, and three manufacturing facilities, focused on information and technical infrastructure in support of delivering business results.• Implemented key business systems that provided information for business decisions including:o Actual product volume sold in the marketplace reported on a daily basis with comparisons to previous year volume, original budget, and future forecast.o Financial workflow system for managing the approval, execution, and reporting of marketing and operational expenses.• Implemented initiatives to revitalize the information systems infrastructure including data center construction, telephone systems, local-area networks, and standard support services for the division (400 employees).

Assigned to the information systems group supporting the North American Coca-Cola bottlers in their use of key bottler business software (BASIS). Focused on learning key bottler business processes, bottler’s use of computer systems to automate those processes, company financial and budget processes, and other management related business processes within the Coca-Cola business system.

Established and managed a five person team responsible for supporting new business application servers (WindowsNT, OS/2). Business applications supported included desktop management, corporate marketing research, and electronic mail (Lotus Notes)

• Designed, negotiated, and acted as a consultant for the implementation of a telecommunications link from Nairobi, Kenya to Atlanta and from Johannesburg, South Africa to Atlanta• Led the effort to select a satellite telecommunications vendor to provide services for one of the company’s key bottlers in southern and eastern Africa• Analyzed the feasibility of a satellite telecommunications network for the bottler in Nigeria. Project included the selection of potential vendors, the identification of key success factors, negotiation with government entities, and presentations to upper level management within the Company and the bottler.

Designed, negotiated, and led the successful migration of the European telecommunications data center from London, England to Brussels, Belgium. Key responsibilities included the negotiation of vendor contracts, management of a $1.6 million annual budget, hiring of new employees for the data center, and accountability for all technical aspects of the relocation project (voice, video, and data telecommunications).

• Implemented the core data telecommunications network used to support business applications for the Latin America group including Rio de Janeiro, Santiago, and Buenos Aires• Implemented regional telecommunications networks for the Brazilian, Argentinean, and western Latin America divisions supporting applications from those division offices to their respective franchise bottlers• Implemented the core data telecommunications network used to support business applications for the European business group including London, Paris, Madrid, Essen (Germany) and Brussels• Designed the core data telecommunications infrastructure for a new company office in Mexico City, Mexico• Established technical standards used throughout the Coca-Cola business system to implement data communications networks more consistently.