Reporting to the Deputy CIO, responsible for working with the executive team to define strategic initiatives, recruit for those initiatives, and provide oversight to them. Leading efforts to change the culture towards innovation, agility and user experience.• Change the University governance to include business units involved in providing Student Lifecycle services to jointly determine the level at which each service should be governed (central vs unit vs individual).• Manage and lead interviews and workshops with faculties and business units to understand their work, identify their pain points, and recommend changes to IT services in order to better align to their needs.• Responsible for overseeing the development of business intelligence reporting for the enterprise’s IT as well as some business units.• Manage the Artificial Intelligence Discovery project, which consists of a series of experiments using cloud AI services to build proof-of-concepts that can solve stakeholder problems. • Lead, coach and facilitate leaders and teams in central IT to support innovative activities; introduced a Lean Startup methodology to ensure the use of minimal viable products/tests to validate ideas, resulting in service improvements, technology changes, time and cost savings, and collaboration between groups.• Hired, coached and grew several team members who have gone on to lead portfolios, become local leaders in their fields, and grow businesses.

Responsible for• Establishing a practice that will mature into Enterprise Architecture over several years.• The Alignment of IT strategy and planning with the University's business goals.• The promotion of shared infrastructure and applications to reduce costs and improve information flows in order to ensure that projects do not duplicate functionality or diverge from business and IT strategies.• (Directly and indirectly) the development of policies, standards and guidelines that direct the selection, development, implementation and use of Information Technology within the University.• Understanding the major systems on campus and how they interact so they can be leveraged as part of solutions to new challenges.• Providing advice to Executives and Directors on IT risks, incidents, emerging technologies and market trends that are of importance to the institution.• Providing assistance to Directors and other managers in creating service and technology roadmaps• Establishing and maintaining a catalogue of technology standards for the department

• Rebuilt the University's central Application Development team, including restructuring the team and rewriting position descriptions.• Engaged external vendors and contractors to supplement staffing during the rebuild process to ensure projects related to research and operations were not impacted• Managed relationships with professors, VPs and support staff to ensure their development and hosting needs were met • Worked with other teams within central IT to ensure IT was provided as a seamless, complete service• Integrated development projects with the department's ITIL-based change management processes to ensure consistency, auditability and transparency• Promoted and ensured training for the development team

Prior to Google Apps being an official project, I was responsible for the coordination of it. That included testing and piloting Gmail, Calendar and Docs; coordinating the technical, communications, privacy, and management stakeholders; and addressing the concerns of department IT staff.Core member of the project team responsible for migrating 140,000+ user accounts to the new central email service, from over 80 disparate email services.Worked with department IT staff, management and end users to determine which email clients would fit best in their environment and what technology gaps existed between old and new technologies.Presented to departments, IT staff and management on the Google Apps project. That included project status updates, town hall meetings and discussion forums.Recommended technical (and non-technical) solutions based on input from various stakeholders, occasionally with competing interests. Worked with central services to identify solutions to problems as they arose, with an understanding of how PeopleSoft, authentication services, directory services, networks, email flow and web services interacted.

Upgraded Office of Advancement from Exchange 2003 to Exchange 2007 and introduced Office Communication Server 2007 and SharePoint Server 2007. All services were adapted to use central authentication.Consulted with St Joseph’s College to determine the best approach to anti-virus in their environment. Based on their licensing options, already deployed technologies and related projects, a blend of Symantec Antivirus (desktop and server) and FortiNet (perimeter) was used.Identified several clients that wanted to implement SharePoint services. Convinced management to implement a single SharePoint service in order to share the cost between departments and avoid duplication of efforts.Identified several clients that required advanced backup services for their Microsoft environments (Exchange Servers, Active Directory databases, SharePoint, SQL Servers). Implemented a single, shared backup environment in coordination with the central backup team, in order to provide the premium services required by departments while avoiding duplication of services where possible

Designed, implemented and maintained the company’s network environment, including Active Directory services, Exchange server, SugarCRM (Apache on UNIX) and various Microsoft .Net servers which hosted the company’s web-based event management software.

Provided phone support for Compaq and HP-branded consumer PCs.Balanced my drive for excellent customer service and desire to find solutions to problems with the expectation to keep calls short in order to help as many people as possible.