Responsible for End User Technologies (Desktop / Mobile & Network / Telephony), Mergers and Acquisitions (IT), and Direct to Consumer Systems & Website Development.

Responsible for team strategy and direction to provide Global Support for MGI applications, infrastructure systems, transmission tools, Data Center operations, Enterprise Monitoring, and IT / ITIL process disciplines (Incident, Problem, and Change Management). Accountable for staff management, team member development, budget management, program / project delivery, vendor partner SLA compliance, and overall IT process compliance. Team size of 6 managers with 100+ team members / contractors and an annual budget of over $7 million. • Drove transformation of internal support processes and organizational structure. Responsible for strategic sourcing decisions, RFP processes, vendor selection, and transition execution for internal client Call Center (includes Command Center and Production Control functions). Transition completed on 7/16/10. • Centralized Problem and Change Management processes to CA Service Desk tool delivering tighter integration between the two and reducing annual tool maintenance expense. • Completed Data Center Relocation Study that has served as the foundation for future space planning and decision making.• Responsible for Business Process Management tool (Savvion) support as well as Content Management tool migration from Oracle UCM to Microsoft SharePoint.• Delivered a 1st and 2nd level support team incident resolution rate of 92+% for 2 years running.• Moved from Director of Technical Operations Management to current role in February 2010 (consolidated Director roles).• Added Global IT Support responsibilities throughout 2011 with team members in larger MGI office locations (Europe and Asia Pacific regions). Current team focus is on MoneyGram IT Service Management (ITSM) process consistency with a long term focus on ITIL process alignment and compliance in partnership with the various business units.

Responsible for Program Creation and Start Up of HR Analytics, Data Governance, Data Integrity, and Reporting Solution which included Program Vision, Strategy, and Direction. Accountable for Staff Management, Manager Development, Budget Management, Program Communication, Project Delivery, and Peoplesoft (EPM) Data Management. Team size of 4 managers and 24 team members with an annual budget of $2.5 million. • Introduced HR Analytics Services to provide advanced metrics, disciplines, and consistent insight into HR data trends and partnered with HR clients to capture requirements for actionable HR Metrics that served as the foundation for the HR Dashboard project and solution via the Infohrm tool set.• Drove Peoplesoft Data Integrity efforts through data analysis and identification of several improvement opportunities for data entry accuracy. • Prioritized HR data elements from a data governance perspective and drove procedures and best practices throughout HR to ensure protection of the most sensitive elements.• Delivered HR Vendor Assessment process to ensure vendor protection of Target’s HR data.• Improved level of service for HR Webfocus reporting requests from EPM (Peoplesoft Database) while processing 1700+ report requests in 2008.• Drove HRBI Target India reporting team growth from 5 to 20 FTEs while providing technical / business training to ensure immediate productivity. Team exceeded year end goals by October.

Drove Program Vision, Strategy, and Direction for implementing Workbrain across 1600+ Store locations as well as Training and Communication Plan, Budget Management, and Staff Management. Team size of 6 team members with an annual budget of $550k.• Delivered Schedule Enforcement which provided Target Stores $35 million in Store payroll savings tied to early team member time clock punches.• Earned CEO Best Company Ever Award for project leadership (only 6 winning projects annually).• Implemented Synel time clock hardware at all 1600+ store locations. • Created and executed full stores training plan including live on location training. • Developed cross-functional rollout room concept to support clients during implementation.

Led Program Vision, Strategy and Direction for Management and Delivery of multiple Projects, PC and POS Register Infrastructure Management including Hardware and Operating System Upgrades and Patch Management, HQ and Store Mobile Device Management, Wireless Network Strategy for all company locations. Team size of 4 managers and 50 team members with an annual budget of over $50 million.• Created Target’s initial Mobility Strategy and 18-month Technology Roadmap and successfully presented vision to VP Leadership ensuring their continued support.• Migrated Wireless Architecture to 2.4 GHZ for all Target Locations (HQ and Stores).• Introduced Smart Phones with management software (Intellisync) and related support strategy.• Introduced Stores Mobile Device strategy and implemented new hardware to 1500+ stores (PDAs, tablet PCs, hip printers, etc.) standardizing on a common platform.• Standardized on common platform for Point of Sale (POS) registers and delivered final image to application development team.• Delivered Portable (Hip) Printers and replaced LAN Printers at all Stores.

Responsible for Group Vision, Strategy, and Direction to deliver IT Services which included Creation and Management of Tivoli Monitors, PC Installation, Deployment of Desktop Applications, and Creation of ACR Run to Run Balancing Controls. Also oversaw Management of Distributed Job Batch Schedules and Application Source Code Repository, Manager Development, and Management of Expense and Project Budgets. Team size of 5 managers and 35 team members with an annual budget of $3 million. • Improved Application Development Best Practices by procuring 95% of the distributed application source code into the standard source repository (PVCS).• Reduced Microsoft SMS desktop deployment timeline by 20% through SMS script reuse.• Drove a 65% reduction in the number of monitoring requests in queue primarily through better alignment of requests to team members skill set.• Converted source management tools from PVCS to Dimensions. • Implemented Microsoft Application Center for web deployment and server synchronization.• Drove internally developed Web deployment tool (WBSD) which provided developers the ability to queue up their own web application deployments / updates for automated deployment.

Led Team Vision, Strategy, Direction, and Growth Plan for introducing Client Services’ processes designed to reduce IT system problems and streamline IT recovery processes for all Target Corporation divisions. Accountable for staff management and team member development. Team size of 8 team members with an annual budget of $750k.• Delivered High Severity Problem Post Mortem Database which ensured problem root cause resolution, reduced the number of client calls into the Help Desk and improved IT effectiveness in problem recovery.• Created Problem Severity Grids used by the Help Desk and IT support teams for all client areas at all 3 operating companies (Target / Mervyn’s / Marshall Fields).• Improved team service offerings and effectiveness (client newsletters, 3-D knowledge build, regular client visits, IT client advocate role, etc.). • Implemented a post Host outage verification process to ensure client system functionality.• Partnered with IBM Global Services (Mainframe outsourcing provider) to ensure their continued understanding and compliance with the Target IT problem management process.

Responsible for Help Desk Data Analysis to determine problem trends, Facilitating IT system recovery efforts for most severely system impacted stores, and Communicating updates to Stores and IT Sr. Leadership.• Led a PC SWAT team that rewrote the store signing application, piloted an LRT program modification and developed an automated “Health Check” process. • Developed and implemented a stores escalation process.• Earned 1996 and 1997 CIO awards and the January 1997 Everyday Hero award.

• Managed Store payroll allocation, expenses, building condition, maintenance, and vendor contracts.• Achieved all controllable expense goals and the lowest over/shorts percentage across the District.