At SPM Design Works, we design and hand-craft small batches of leather, wood and metal products and art pieces. We also collaborate with external customers to conduct market research and design new products or improve the functionality and design of their existing products.

Scrum Alliance is a membership and training non-profit organization that had just moved into their first physical headquarters. I was hired to create an IT Department and to support the organization with the procurement, setup and delivery of several enterprise IT application platforms. While there I deployed M365, led the organization to be able to pass PCI audits, established a foundation for information security and managed multiple facilities and a team of software developers.

DB Schenker has a highly skilled technical team with a wide breadth and depth of technical expertise. In this role I brought industry best practices to the group to better serve the customer, minimize downtime and streamline processes. During my tenure the team focused on DR/BC, implementing ITIL based practices, and upgrading and consolidating the environment and tool-set. My team stood up a SOC, implemented service automation tools and performed a significant upgrade to virtualization platforms. We introduced a "business-in-a-box" concept/platform that significantly reduced the time required to stand up a new branch office or on-board a new client.

SharpShooter Imaging was in the process of transforming itself from a souvenir photography company that focused on hard copy print photos and retail operations to a company which focused on digital photographs with various on-line storage/delivery/fulfillment methods. I was hired to ensure that the infrastructure and team could support this change. While there I upgraded the systems, processes, team and technology which extended MTBF of business critical systems from weeks to months, then years. I brought in new staff members with enterprise level experience and implemented industry best practices. We designed a new retail architecture that was fault tolerant, easier to use and maintain, and could be set up and configured in hours instead of days, which provided significant recurring opex savings for the company. I managed the implementation of monitoring and automated systems deployment tools that allowed the team to support significant business growth without having to scale up.

The TriZetto Group grew largely through merger and acquisition activities and as such was seperated into distinct business units that are a result of this growth as well as geographic separation. The Sourcing Manager for IT Hardware and Software position was created specifically to help optimize the purchase of IT goods and services across the enterprise. During my tenure at TriZetto, I helped create unified purchasing strategies that provided significantly better value for the enterprise as a whole while still supporting the operations of the individual business units. I strengthened relations with the various manufacturers and VARs and increased overall support and deepened the understanding of IT spend for the entire organization.

I was hired to manage a program to create a new IT Infrastructure to support Gambro Renal Products' American operations. This program consisted of over 12 different projects including telephony, servers and storage, data migration from the "sister" company, creation of new policies and procedures, validation and creating a new support organization. At the same time, I had to provide infrastructure support to an SAP implementation project that was running in parallel.

When I was hired by Tuff Shed the IT department consisted of an IT Director, myself and a clerical administrator. Until my hire most IT support was provided by contractors. During my tenure I insourced e-mail, implemented MS Exchange, SharePoint, Blackberries and BES, DASD, SAN and NAS technologies, security measures like firewalls and anti-virus, Terminal Services/Citrix, point to point networking circuits and thin clients. My time at Tuff Shed introduced me to strategic IT management in the civilian world. When I left Tuff Shed, the IT Department had grown to a team of over ten people and I had been crucial in supporting Tuff Shed's growth over the previous decade.

I was mobilized a third time in 2007 and deployed to Afghanistan. In preparation for deployment several of us veterans with previous combat experience were placed in charge of training junior soldiers. In addition to training over 120 soldiers on basic combat tactics and techniques I also ensured that my teams were able to perform their job-specific tasks in an austere, combat environment. While deployed I managed the IT, Human Resources, Maintenance, Supply/Logistics and Motor Pool departments that supported a Psychological Operations Task Force spread across Afghanistan. With these teams I managed the logistical support required to create a new AM radio station that employed Afghan locals and was broadcast throughout the country.

I was mobilized again in 2005 and deployed to Iraq as a member of USSOCOM. While deployed I managed the Communications, Supply, Maintenance and Personnel staff to support a tactical Psychological Operations Company that supported the 42nd Infantry and the 101st Airborne Divisions.

After 9/11 I was mobilized back to active military service and deployed to Afghanistan with the 1st Space Battalion. While deployed I provided extensive MS Windows (server and workstation), Unix and Networking support to various deployed units. I also wrote a manual for setting up IT equipment for deploying Army Space Support Teams to be used both to train new Space Soldiers and as a reference tool.