CORPORATE PROFILE: A $75M Risk & Insurance Knowledge & Education company with 300 employees. RESPONSIBILITY PROFILE: I report to the CEO. I am responsible for the strategic/operational functions of information technology, marketing, business intelligence, and business development. Additionally, I guide execution and alignment to surpass objectives and ensure customer value/growth.

CORPORATE PROFILE: A $72M Nonprofit Physician-Evaluation organization with 250 employees. RESPONSIBILITY PROFILE: I was charged by the CEO to lead the Operations function in addition to Information Technology. I reported to the CEO with a $20M OPEX, $10M CAPEX, and 100 employees with 9 direct and was responsible for leading initiative visions, directions, and operational oversight for both the Operations and Information Technology divisions to support organizational goals. I also contributed to ABIM’s overall strategic objectives as an ELT team member, aligning Operations and Technology planning to support achievement.ACHIEVED IN THIS ROLEIT TURNAROUND / IT PROJECT LEADERSHIP / TEAM BUILDING / LEGACY MODERNIZATION• I was recruited by the CEO to transform IT operations. I evaluated processes to develop a successful BoD recommendation to reframe the project, rebuild IT teams/systems, and institute an Agile development delivery model. These actions restored project success for 20% of original costs, enabled a high-achieving team that boosted customer satisfaction scores by 35 points, replaced 80% of legacy systems, and improved customer continuing education, preserving ~50% of at-risk revenue.OPERATIONAL OPTIMIZATION / LEAN SIX SIGMA / COST REDUCTION / TEAM DEVELOPMENT• Over one year, I assumed responsibility for the Lean Six Sigma implementation, collaborated with cross-functional instructors for intensive training, adopted Hoshin Kanri methodologies, and partnered with Zoomorphix to re-engineer legacy IT systems. These optimizations resulted in 15 employee Green Belt certifications, three $1M+ saving projects, and 12 additional $100K savings projects across three departments.

RESPONSIBILITY PROFILE: I reported to the CEO with a $10M OPEX, $5M CAPEX, and 50 employees with 6 direct. I maintained responsibility for the vision, direction, and operational oversight of IT division initiatives that supported organizational goals. Furthermore, I contributed to ABIM’s overall strategic objectives as an ELT team member, aligning IT planning to support achievement.

CORPORATE PROFILE: A $500M Wellness & Fitness Services company with 1K employees. RESPONSIBILITY PROFILE: I directed a $3M OPEX and 12 direct reports while being responsible for executive national client projects within the Health System Division, including application/data/business development. Additionally, I forwarded executive technical leadership for Philadelphia’s Renaissance Health Network.

CORPORATE PROFILE: A $15M Healthcare Solutions company with 40 employees. RESPONSIBILITY PROFILE: I reported to the CEO with a $2M OPEX, $1M CAPEX, and 15 employees with 12 direct. With this, I was responsible for developing and managing a system application product line sold to national insurance companies, health systems, and physician organizations. Moreover, I owned business development, strategy, marketing, client relations, and contracting for the Technical Product Development team.ACHIEVED IN THIS ROLESALES & REVENUE GENERATION / PRODUCT DEVELOPMENT / SALES ENABLEMENT / EXECUTIVE PRESENTATIONS• Seeking market solvency, the startup needed to quickly expand and diversify its customer base. I was recruited by the CEO to lead the effort. I headed technical product development/sales for a software suite to lower the costs of chronically ill populations, including numerous national presentations to senior health system/insurer leadership. This grew the customer base by 200% and facilitated the Healthways acquisition.

COÖPERATIVE RABOBANK U.A. PROFILE: A $12B Multinational Banking & Financial Services company with ~46K employees.DLL GROUP PROFILE: A Financial Services subsidiary with $40B in assets, $600M in net profit, and ~5K employees based in Pennsylvania, USA. RESPONSIBILITY PROFILE: I reported to the Global CTO with a $10M OPEX, $5M CAPEX, and 40 employees with 18 direct. I was also responsible for the Americas region IT infrastructure, collaborating closely with European peers to provide seamless global services. I oversaw all regional IT infrastructure, budgets, vendor relationships, customer partnerships, delivery, and key strategic projects.

Consulting Manager - Project and engagement manager for multiple clients. Managed teams on-site that implemented IT systems with 7-figure budgets, and teams averaging 8-12 consultants. Key Achievements:- Project manager for the $1M+ annual cost savings initiative for the accounts payable department of a major pharmaceutical company. The successfully deployed application met ROI targets 50% faster than planned, and achieved overall company savings goals.- Project manager for the successful implementation of a $3M+ drug safety periodic reporting system that allowed for real-time global surveillance of drug safety issues, and provided highly complex regulatory reporting across all government agencies.- Lead analyst in a large regulated program for a major pharmaceutical’s global drug safety division. Strategy consultant to the client’s senior management, with the design and implementation resulting in meeting all regulatory requirements.- Led a strategy assessment for the document management needs of a mid-sized healthcare product supplier. This assessment became the basis for their 3-year IT roadmap plan. - Developed the warranty and risk processes for the firm for all regulated pharmaceutical projects for First Consulting Group.

Senior Project Manager (promoted from Project Manager in April 2000) - Managed all IT resources for the application development and support, process development, reengineering, and strategic planning of the supply chain planning department.Key Achievements:- Lowered baseline budgets by 30% as project manager for two $3M+ merger consolidation projects, including process reengineering and systems work. - Led an organizational change regarding the business model for product planning at the plants. Led IT and process redesign that saved the organization 25% of baseline costs.