Project Manager over the implementation of Mobile Iron on to the Norton KDH network. This was a vendor lead project that allowed Doctors and Executives to utilize their Outlook email on their mobile devices. Worked with a third party vendor on crafting a SOW for the effort. Managed the Norton team with the vendors team to defined tasks for the effort, associated resources to the tasks, and scheduled out the tasks to meet the project deadline. Performed pilot testing, developed end user communication and instructions for the implementation, and setup a kiosk Helpdesk strategy to support the implementation. This project was very successful with positive feedback from the Executive Team.Project Manager over the $1,000,000.00 upgrade and implementation of Aruba’s ClearPass Network Access Control system. This is a third party vendor lead effort. utilize Asana to task out the effort to the team, perform network discovery work to determine closet locations, determine port access, power, and rack space for the equipment. Project Manager over the vendor lead initiative to stand up Azure in the cloud and the M365 Exchange server in the cloud with Microsoft. Managed and coordinated with the vendor to migrate 24,000 plus email accounts to the cloud and stand up Microsoft Intune for the organization. Managed the project to make sure we met the deadline to not reorder the Mobile Iron licenses for Norton, which ended up being a cost savings of $400,000.00 .Project Manager to lead a team to upgrade or decommission 527 - 2008 servers that are out of warranty. Coordinated and lead the project team to engage other departments to remove outdated servers off of the network. Provided a yearly cost savings of over $400,000 for the company, from purchasing extended warranties with Microsoft.

Project Manager for moving the company’s data center from their current location to a colocation. Lead the effort in inventorying the data center equipment, determining the owners and the destinations for the equipment. Leading the effort in decommissioning older equipment to cut cost. Coordinating the vendor selection process for the movers and colocation sites. Leading meetings to define requirements for the new colocation and determining what needs to be procured for the new site. Coordinated the effort with the Network Team to build out the infrastructure and worked with the Server team to build out the Cisco UCS environment. Organized a bi-weekly Executive Working Group meeting to report status on the effort and to determine strategy and direction for the effort.Leading the Telecom and Email / File Share workstream effort with the Marlin Merger and Acquisition. Coordinated with the Functional Teams to transition the new company to our systems and environment. Worked with the PMO to assist Functional Leads to plan out the effort and drive the effort. Planned out the work to port numbers with phone carriers, procure equipment, coordinate with resources, build out the call flow system, and implement the phones to the remote offices. Also assisted in planning the email and file share migration for the merger.Leading the effort to establish the companies Disaster Recovery Program. Creating Application Recovery Guides for all the major applications in the data center. Coordinating with the IT Teams to obtain and record the server information, dependencies, and associations to other systems. Leading the effort to upgrade all 2008 Servers and 2008 SQL Servers on the company’s network. Working with my project team to determine a baseline on how many servers will be in scope to upgrade. Overseeing the effort to remove all the Mozy PCs in the field offices that are use as storage devices and print servers.

Project Manager for installing the infrastructure for the new Paint Plant Building at the Georgetown, KY facility. Working with vendors to outsource the work for 100 yards by 100 yards building. Planning, overseeing and coordinating the implementation of network cabinets, mini power zones (MPZ), junction boxes for power, primary and secondary fiber, and WIFI infrastructure. Procured equipment and oversaw the 1.2 million dollar budget. Worked on forecasting expenses for the next business quarter. Project Manager for the TNGA Project with in the Powertrain department at the Georgetown, KY plant. Planned and coordinated with Powertrain to provide the IT infrastructure for four external bump-out rooms, very large office work area, and two new engine lines within the Powertrain plant. Performed budget tracking for 1.4 million dollars and procured all the IT equipment. Obtained quotes and coordinated the work with outside vendors. Worked on presentations for upper management to report the progress. Also coordinated and procured the Audio Visual (AV) equipment for all the conference rooms with in the office space.Assisted with the LAN Refresh and Firewall upgrade project that was being conducted at the TMMK plant. Coordinated the effort with the local plant department and worked with the LAN team at the Plano office. Coordinated the testing and validation of system that would be affected by the implementation. Planned out the logistics of the change and worked with local upper management to keep them informed of the effort.

Program Manager of the Linn Station Data Center Migration Project. The scope of this effort is to move all of the physical servers, virtual servers, network circuits, SIP lines, and all system programs from the main Data Center to the secondary Data Center and a new Colo Data Center in Virginia. Constructed and maintain the project plan, lead a biweekly Manager and Director level meeting to record and lead the effort of the project. Tracked and documented effort with weekly side meetings to drive effort and reported up to the CIO of the company.Lead Project Manager to create and incorporate an IT Disaster Recovery Program for Appriss. Lead the effort during the BIA (Business Impact Analyst) phase with Business Owners and IT Owners to gather system information, created a Disaster Recovery Plan for the company to base the program around, lead the effort with department IT resources for the ISCP (Information System Contingency Plan) phase to document system procedures. Lead Project Manager over the building out of the new Colocation Data Center at Ashburn, Virginia. Managed the network team’s effort to associate a “direct connect” connection from Amazon (AWS) to the colocation. Managed the transition of racks moving from the main data center to the new site.Lead Project Manager over the Amazon Workspaces (AWS) Project. Oversaw and planned the effort for Appriss to setup an environment in Amazon Workspace, to run corporate systems from the cloud.Lead Project Manager over the Auburn Facility Rollout Project. Lead and managed the new office setup from the acquisition of a company. Worked with facilities to implement new furniture and desks for the office space and worked with IT to implement new IP cameras, routers and switches to connect the network to the main data center. Worked with the application team to transition the new acquired software to Appriss.

Lead Project Manager on the implementation to install a Nutanix infrastructure at the Kentucky Data Center. Procured and managed the installation of fiber, FICs, Cisco FEXs, cabinets, PDUs, and electrical circuits to build out the infrastructure. Worked with the Nutanix vendor to install the hardware. Led the initial phase to start the project funding for the Baja California Data Center. Worked with the plant’s management to determine requirements, obtained quotes, worked with designers for a Nutanix infrastructure.Lead Project Manager on the implementation to install a Cisco UCS hardware at the Toyota Missouri Plant. Lead the migration of 64 servers from the old virtual center to the new virtual center on the UCS hardware. Lead Project Manager on the implementation to install a Cisco UCS hardware, NetApp, and Hitachi Storage unit at the Toyota West Virginia plant. Lead the migration of 74 servers from the old virtual center to the new virtual center on the UCS hardware. Lead Project Manager on the project team to rename the VLANs at Toyota’s main datacenter. Lead the effort to install a Cisco UCS hardware, to virtualize all their physical servers. Lead Project Manager on the effort to migrate six mission critical servers at the Indiana plant to finish out a stalled project. Lead Project Manager on the TMMK (Kentucky Plant) SAN Director implementation project. Worked with a project team to install two Hitachi SAN Directors. Lead Project Manager on the TMMI (Indiana Plant) SAN Director implementation project. Managed and tracked the Windows SDS Server Team activities at Toyota (TEMA). Lead a weekly Server Team meeting to talk about small to medium activities that were greater than a service ticket, but needed to be monitored and resolved. Lead the effort to transition a third party IT vendor to manage and support the TEMA Toyota Window Server environment.

IT Project Manager for Commonwealth Office of Technology, Chief Information Security OfficeCoordinator for the COT Disaster Recovery Program

Lead Project Manager over Kindred's server migration to their new Cisco Nexus network from their legacy network - Coordinated, scheduled, and managed the project team to move 615 servers.Project Manager over the deployment of 60 Cisco WAAS devices in remote facilities within the organization.Project Manager over the installation of 104 access layer switches and four distribution switches within the six floor office tower and data center.

Project Manager over the implementation of Mobile Banking, Iphone App, and Mobile Web Banking for Forcht Bank. I controlled the project with Microsoft Project 2010. The team worked with third party vendor to implement their product. Communicated to Stakeholders on all phases of the project and organized a testing group to test the product. Coordinated with the Marketing department to advertise the new product and worked with the Operations department for customer support after the product went live.Project Manager over the Loan Loss Analyzer product for the Bank. Worked with third party vendor to implement product that the company purchased. Involved in the system specs review, organized the Kick Off Meeting, worked with Functional Managers to organize the team for the project, and kept the Stakeholders updated throughout the project. Worked with different departments to resolve system issues that arose within the project.Project Manager for the Bank for the Akcelerant Collection Software. Worked with the developers and Operations staff to implement a third party software that takes customers account data and raises or lowers their credit based on deposit history. Project Manager for the Online Account Opening project. This project is an ongoing project that is still in the vendor selection phase. Worked with Marketing and Operations to choose vendors which I contacted to showcase their products. Led in organizing the Call Center Project for the Bank. This project was to implement a call center to alleviate the call volume coming into the bank branches so tellers could better serve the customers at the branch locations. Led the IT technical side of the BVS project. The BVS project implemented a third party web base product that allowed the bank employees to perform company training.

Lead Project Manager on updating the Data Center’s 24 Blade Center servers that house all of the critical Hospital applications (250 applications). Initiating the project, identifying the stakeholders who will be involved in this project, developing the scope of the project, and scheduling downtimes to implement the changes with the Hospital facility.Lead Project Manager on the MPLS project for the UK Hospital to implement MPLS on to our Cisco network. Crafting the charter, scope, and identifying the risk for the $500,000.00 project that involves the third party network vendor.Lead Project Manager on the Infrastructure Assessment project. Received the Preliminary Project Scope statement, defined the Project Scope, delegated the activities to complete the work packages and scheduled timeline. Lead Project Manager on the Analog Disaster Project for the Hospital. Obtained Stakeholders to identify the future manhole work that could sever the Analog line service at the UK Hospital, obtained a Risk Assessment of the project, created a WBS to present to Senior Level Management for a Hospital recovery plan, and created contingency plans for known and unknown risk.Involved in the network planning for the UK Hospital Call Center that encompasses six departments.Working with estimators, architectural firms and Desktop support in setting up the network piece of the project. Identifying risk and being forethoughtful in planning to mitigate risk and to save money on the project budget.Managing the network portion of the Positive ID Lab project for the UK Hospital. Identifying the stakeholders for the network piece of the project and forming an issue log to be aware of possible risk with the $900,000.00 project.Overseeing a multi-million dollar Service Level Agreement for the UK Hospital’s IT network.

Initializing the placement of hundreds of PCs for the project team on the hospital’s domain. Leading as the principle tech on the PICIS software project for the pre-operation and operating room areas at the hospital. Responsible for rolling out software on 300 plus machines. Contribution to the work flow process for the workstation support department and updating documentation on SharePoint.

Managed the financial budget and bills for the organization. Presented to the PMI board the budget status during the board meetings.

IT Support for the Central Kentucky region stores and Louisville Administration Office.

Contractor for IT Support at the Lexington Lexmark Headquarters.