▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬Providing both strategic business insight and technology management consulting including product creation, positioning, managed and professional services delivery, and sales for IT products and services including cloud services, enterprise networking, applications management and ERP implementations, user services and help desk, IT strategic planning, and portfolio management strategies.▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬

▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬Sought by CEO to manage largest business of its kind in higher education, managing P&L for all services, sales, and upgrade/renewal contracts, with refinements to revenue, business, and talent strategy. Improved on-site and remote management services quality for IT service delivery including, strategic and professional services, ERP, cloud (hosting / app management), infrastructure, help desk, database, academic, user, and grant services. Built well-run management team (CIO, GM, VP) and rebadging business unit serving North America, Latin America, & the Caribbean as direct report to Chief Services Officer and CEO. Oversaw 830+ total reports and 150+ outsourcing and services clients.▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬Services Leadership——————————● Rebuilt Managed Services leadership team by sourcing former CIOs, IT operations leaders, and technology managers with solid grasp of business processes.● Built Strategic Service practice leveraged for customer success and revenue generation.● Maintained 80%+ professional services utilization rate.Revenue Results————————● Improved contract backlog by 15%; trained new leaders in upgrade sales into existing accounts, and secured renewals from satisfied clients at higher rates than previous.● Worked with Product Management and Business Development to create affiliate / vendor alliances and offerings.● Heightened company reputation for tech leadership with effort to reinvigorate Communities of Practice.Account & Business Management————————————————● Drove across-the-board process improvements affecting engagement success, including account management and ROI tools, SOW enhancements, and product solution sales strategy. ● Led development of product innovation funnel process and development of several new products.● Created Process Maturity methodology based on CMMI / COBIT, added security processes and reporting, and built account management dashboard.

▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬Recruited by Chancellor to lead $32M PeopleSoft implementation (Finance and Supply Chain Management, HR, Student Information, Data Warehousing, Budgeting, dashboard reporting, Enterprise Portal), with concurrent oversight of 40-member Enterprise Applications department.▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬Oracle ERP Initiative——————————● Spearheaded unprecedented ERP negotiations (lowering best-offer pricing) and brought implementation timeline to 18 months.● Set terms for additional software and services (with limited customization), obtained PeopleSoft resources to cut timeline.● Increased accountability by setting performance benchmarks.Lone Star College System (LSCS)————————————————LSCS is a two year degree granting institution located north of Houston. LSCS provides services to more than 82,000 students and has an annual budget of $300M. LSCS is comprised of a System Office, five community colleges, two University Centers, and several satellite locations.

▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬Promoted to head West Region and then asked to lead North Region (total 35 states and Mexico) in a turnaround situation, based on over-goal client satisfaction, delivery quality, cost, and sales results, with primary authority for outsourced and managed services, client relationships, and contract renewals / new-account sales, plus input to corporate strategy, portfolio planning, and marketing meetings. Directed CIO and GM staff; played role in product development. Managed M&A integrations; identified synergies. Administered $45M P&L and 350+ total reports.▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬Services Leadership & Results——————————————● Increased operations efficiency and created competitive advantage by leading company-wide ITIL initiative as executive sponsor; transformed business with new CIO credentialing requirements.● Grew P&L 50%, tightened expenses, and attained 95% client renewal yield over 3-year period.Performance Turnaround————————————● Raised delivery quality with account and management reorganization; initiated turnaround in North region, while managing client relations and expectations throughout changes.Account Management Strategy——————————————● Enhanced firm’s visibility as outsourcing partner with risk tool used to gather CIO feedback, track account IT spending, and identify / rate risk factors affecting contract renewal; implemented actions to lower risk profiles.● Launched project to streamline Managed Services procedures with Site Management standardization initiative.

▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬Produced 100% client renewal yield, improved revenue 10%, and won contracts / new accounts at higher revenues and better terms. Managed $15M P&L across 6 states, with up to 112 total reports.▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬● Directed CIOs within onsite outsourcing contracts.● Managed the CIO Support Services Group.● Created and ran CIO Training Program.● Developed and managed company-wide Communities of Practice structure.

My responsibilities as CIO included the management of administrative and instructional technology and other duties normally associated with a CIO position. While serving in this position, I was asked by the President of the college to sit on his cabinet as a direct report (a first for any non-college employee). In the four years I served as CIO and managed this account, I was responsible for: decreased IT operating expenses every year; implemented several new technologies, including full-campus wireless and a new ERP; and increased customer satisfaction to the top 5 accounts in the company.