Overall technology leader for the Franchise Lead Team of Tide Services focusing on stewardship, efficiency, scale, and growth. Leading teams focused on IT Operations/Support, Application Management, Master Data Management, Major Projects, Digital Transformation, and overall Project Management.

Responsible for IT Operations, PMO, Corporate Applications, and ITSM enhancements for the Tide Services business unit. Driving the process to ensure scalable solutions are implemented to support a high-growth technology enabled business.

Led a technology team of 10+ FTE’s, including 3 Managers overseeing infrastructure, app development, and email operations. Scope of leadership includes both Information Technology and Operations teams. Provided strategic and executional leadership in the management of all systems supporting three revenue streams: e-commerce, sales team, and 3rd party advertisement/marketing. Responsible for all systems supporting online sales, phone sales, product management, and all customer communications. Critical systems include Microsoft Dynamics CRM, eCommerce, and marketing platforms. Work with CEO and COO on revenue generation, strategic planning and road mapping to build a world-class IT organization. IT Strategy• Restructured operations to integrate email team with app development teams, improving operational flow.• Led enterprise-wide migration to AWS cloud.• Led major talent upgrade by hiring new team of 10 highly skilled IT professionals.• Built a technology roadmap to upgrade strategic systems and critical infrastructure. Completed a full department reorganization, enabling completion of roadmap goals within 2 years.• Led CRM Selection Team.Infrastructure • Drove excellence using full stack of technology: Virtual desktops, mobile apps, hosted call center, and call center integration.• Migrated all employees to virtual desktops, expanding hiring options by enabling remote workforce. Security• Provided leadership in security operations, including data protection, intrusion protection, risk analysis, team member education, and incident response. • Built vendor partnership for a managed outsourced Security Operations Center (SOC).Product Development• Led a Product Development team creating suite of market-dominant software products.• Team supports three websites that fully enable all revenue streams.Email Operations • Leveraged big data to develop 1M+ contacts, sending over 2B emails per year to 400K+ unique email addresses.

Hired to turn-around and reinvent IT operations across the enterprise. Leveraged prior strategic and executional experience with Fortune 500 and mid-sized companies to spearhead the transformation to a world-class IT operation. Led large scale initiatives including a talent upgrade, security enhancements, and infrastructure improvements to mitigate risk and drive excellence company wide.

Technology leader for a fast-paced IT shared services team supporting 25+ locations across US and Canada, including 1,600 office-based team members, 1,200 remote team members, and several thousand corporate owned kiosks (POS). Oversaw 16 team members across four functions: Infrastructure, Operations, Service Desk, and Application Support.• Drove successful global Tier 1 ERP implementation (JD Edwards EnterpriseOne) across 15+ locations and ~ 5K end users. Built a support (Level 1 – 3 and CNC) team as part of an ERP conversion to JD Edwards EnterpriseOne. Implemented SLA’s and KPI’s to ensure a high level of customer service. • Oversaw the operation of multiple warehouse management systems (pick/pack/ship, pick-to-light, wireless picking technology, conveyor) supporting high-volume distribution centers. • Completed a talent assessment upon starting the position, and made several organizational changes to raise the level of leadership & talent for future growth. • Implemented a 24/7 support structure to provide < 5-minute response times supporting 15 distribution centers. • Led a strategic model change for data center operations. Architected a new data center model using top technology (VMware, EMC, Cisco) to migrate from a managed service model to a COLO model. Drastically reduced expense while improving service levels.

Led team of 10 – 12 IT professionals across three facilities for one of top five largest divisions in the company. Scope of leadership included technology developers, infrastructure team, and business analysts. Partnered with Corporate IT Leadership to provide strategic solutions aligned to division goals. Leveraged Parker IT resources to create partnerships supporting the implementation of center-led IT initiatives. Ensured continuous talent development of IT team. • Winner of 3 Parker Best Practice Information Technology Collaboration awards from the CEO & CIO over a 2 year period. Winning solutions included server virtualization, application development, and implementation of enhanced electronic order entry with customers. •Led an ERP conversion to Siebel CRM for a large, complex division. Project involved divisional, corporate, and external resources. •Early adopter of server virtualization by leveraging Compute as a Service to lower the footprint of data center physical servers. •Offered to deploy my divisional staff as a shared service to develop company-wide solutions for all 130 divisions. This turned my team into a revenue generator for the division, improving the bottom-line. •Devised and implemented an enhanced order entry system that allowed customers to configure, price, and order our product online. This attracted large customers such as John Deere and Caterpillar who ordered highly configured hydraulic valves. •Built customer loyalty by adapting systems to meet specialized requirements and training customers on system usage. •Champion for applying lean principals both in the office and manufacturing. Continuously driving problem solving, material/information flow opportunities, andon, Kamishibai, standard work, and deep-dives into processes to identify/eliminate waste..

Responsible for the TEMA Centralized Help Desk for North America (20 contractors, $1.5M+ annual spend), supporting over 150,000 annual calls. Improved performance and lowered cost by implementing improvements such as subject matter expert assignment, and auto-answer technologies. Utilized problem solving skills to determine root cause of many help desk issues, and implemented countermeasures. Implemented visual control to help support Heijunka work load across Information Systems. • Managed efforts to consolidate L1 help desk at SIA, and TABC utilizing the TEMA Centralized Help Desk model. • Led Incident/Request/L1 Integrated Single Function working team. Directed a team in evaluating multiple help desk tools. Drove efforts to consolidate North American Help Desk process and tools. • Performed Genchi Genbutsu (go and see) at Toyota Motor Sales, Toyota Financial Services, and Toyota Canada to better understand current situation. • Fully utilized System Development Methodology for Integrated Single Function project impacting all sites, and targeted customer service improvements to all of Toyota’s internal customers and suppliers.

Led IT and Lean Enterprise across $80M division, providing leadership to all office functional areas. Managed several value streams including Inquiry-to-Order, Order-to-Cash, and supporting sub-value streams (Order Entry, Shipping/Invoicing, Customer Service, AR) • Managed $1M IT budget for the Chelsea Products Division, keeping IT expenses at 1.2% of sales. • Transitioned catalogue to online e-tool. Hosted customer lunch & learns to demonstrate electronic configuration of product.

Built a help desk (employees and business tools) from the ground-up supporting over 600 employees at 5 locations in 2 countries resulting in a 90% closure rate of help desk tickets within 48 hours • Achieved a 90% closure rate of help desk tickets within 48 hours. • Process improvements resulted in a 99.5% uptime rate and a reduction of IT overhead costs division-wide.

Developed automated manufacturing solutions across the plant. Increased real-time inventory accuracy by merging mainframe technology with material storage devices plant-wide.