Leading development and support operations for the B2B, B2C, mobile, web, and call center Connected Vehicle Technology platform for Subaru, a key revenue for the company — managing >100 applications used by national retailers while overseeing a significant capital budget and directing a cross-functional global team consisting of 80+ employees and onshore and offshore consultants.Supported definition of a project portfolio prioritization process for the business and balanced the IT budget around the IT connected vehicle projects, driving business transformation and facilitating company growth goals. I am a key leader in driving the progress and development of Connected Vehicle B2C and B2B services. Additional Representative Highlights:» Providing instrumental leadership and ongoing IT and business evaluations » Optimizing resources, aligning value propositions across business units, and ensuring achievement of specific budget and timeline KPIs » Executed successful efforts in cost controls — leading negotiations and agreement restructuring with a Global Positioning System vendor __________ Subaru of America markets and distributes Subaru vehicles, parts and accessories through a network of more than 600 dealers throughout the United States.

As the Vice President, Information Technology at TOTE, I leveraged a proven ability to develop IT Strategy and bridge business needs to Technology outcomes to restructure and enhance the company’s Shared Services Organization.I owned technology services for multiple companies from Fairbanks AK to San Juan Puerto Rico. The scope of my responsibilities included leading all aspects of technology, long-term strategy, and day-to-day execution across companies to ensure infrastructure, and technology solutions sufficiently met business demands. Providing multi-site management, I traveled 50%+ of the time to various company locations and evaluated current capacity to service multiple organizations— managing 11 locations from Anchorage, AK to San Juan, PR. In a significant effort to strengthen the Shared Services Organization, I built IT Governance in the form of an IT Steering Committee and an IT Working Group across multiple companies. Additional Representative Highlights:» Successfully managed Organizational Strengthening initiatives — restructuring and hiring additional IT resources for the IT shared services team; established vendor practices to optimize service delivery; set vision and strategy for the organization» Captured significant savings through strategic Cost Control measures — driving a 66% reduction in Infrastructure as a Service (IaaS) server footprint costs; saving significant invoice expenses; decreasing Microsoft SQL Server enterprise agreement costs, and reclaiming funds in undue tax charges » Delivered effective solutions for high-priority IT Security needs —developing the Cybersecurity roadmap and forming a collaborative working team to execute on the plan that included documenting, distributing, and rolling out 26 IT cybersecurity policies based on NIST 800-53 __________TOTE owns and oversees a portfolio of independently managed companies specializing in Maritime, Ship Management and Shipholdings.

Joining the executive leadership team at Entech, I led the establishment of a solutions delivery practice from the ground up.I oversaw and directed a team of engineers, project managers, business analysts, and QA testers in the design, development, and delivery of agile B2C and B2B solutions using open-source technologies. During my tenure here, I played a key role in growing revenue and delivering innovative software solutions that strengthened the organization and its delivery capabilities.Areas of Focus included Software Management, Portfolio Management, Organizational Assessments, Vendor Evaluations, Acquisition Due Diligence, Master Services Agreements, Statements of Work, and Client Negotiations.Representative Highlights:» Provided effective strategy and leadership for the achievement of business goals — resulting in robust revenue growth» Collaborated with executive leaders, partner and sales — enhancing engagement and delivery capabilities» Provided key leadership in software and product management — leading teams in the delivery of 35+ solutions including: B2B small business platform for a major airline, mobile app for an international bank, and steering committee process and executive dashboard for a global chemical company__________Entech provides software and solutions that help organizations master digital engagement and integrate back office technologies. Entech has two divisions: Financial Services Division (FSD) and Consulting Division.

As the US CEO & Executive Director, I led the startup of a non-profit organization focused on improving the global quality standards for all goods and services, to create more sustainable purchasing.Leveraging cross-functional executive skill sets, I collaborated in the creation of a common certification and transparency between consumers, businesses, non-profits, and governments for supply chain traceability. Core initiatives in the startup phase included creating a legal entity, recruiting and hiring team members, and procuring office space and equipment. Area of Focus included Accounting, Operations, Technology, Marketing and Organizational Development activities.Representative Highlight:» Provided critical leadership in the startup phase of P4E in the establishment and achievement of the non-profit’s mission and goals, strategic plans, financial management, marketing and daily operations__________P4E Foundation’s mission is to serve as a facilitator and accelerator for sustainable development in food supply chains; working to fill the need for more transparency and harmonization of sustainability data; stimulate profitable, sustainable business, benefiting all stakeholders and the Earth.

As Vice President for the Quality and Services Organization, I led a team of 190+ employees across multifunctional IT disciplines. Prior to being promoted, I was assigned by the CIO to build an Architecture team from the ground up to transform legacy technology platforms to web-based business solutions. I was initially hired by the executive leadership team in 2001 to lead the IT team responsible for this high-profile global ecommerce company’s 24/7/365 Customer Service Call Center platform.Areas of Focus include Applications Development, Applications Integration, PMO, Service Desk, Tier I, Application Architecture, Logical Data Modeling, QA, Desktop Support and remote site support, Customer Service, e-Services, Decision Support Systems, and Data Warehousing.Representative Highlights:» Improved enterprise testing and software quality — implementing a multi-million-dollar initiative that resulted in the establishment of a repeatable QA testing process, a KPI scorecard to track and measure deliverables, and a 15% average increase in quality of software migrations.» Guided a multi-year, enterprise data centralization program — resulting in superior data quality, removal of data silos, and optimized system integrations»Designed and implemented a new Tier I support organization and a new operational model to handle first-level business application incidents — generating a 35% reduction in service calls handled by Applications Development teams__________Founded in 1986, QVC has more than 17,000 employees and has retail operations in the U.S., Japan, Germany, United Kingdom, Italy, France, and through a joint venture in China. Worldwide, QVC engages shoppers over 15 broadcast networks reaching more than 360 million homes, seven websites, and 195 social pages.

Promoted multiple times during tenure to increased responsibility, including roles as Application Developer, Project Manager, Program Manager, and Systems Manager. Repeatedly called upon by CIO to turn-around failing and/or complex programs. » Rescued a failing $13M enterprise project by analyzing current state, identifying gaps in requirements to lifecycle deliverables and defining go-forward strategy—resulting in overall project savings of $1M.» Led 20+ systems engineers in development of $1.8M call center application used by 4,000 representatives, resulting in an efficiency gain of 25% in average call handling time.» Spearheaded 2-year program with 100 staff members to effect software modifications, testing, and migration of critical applications with more than a 99.8% success rate—despite integration of 97 business systems divided into three discrete code base groups.