Responsible for transforming and positioning IT Services to innovate, adapt and evolve, and provide best-in-class services and products that strengthen Atlanta communities, improve customer service and staff engagement, and drive progress toward YMCA-2025 goals.• Restructured, rebuilt and reinvigorated IT Services using third-party providers for Helpdesk, Security Operations, and Security Training to focus YMCA staff on building new business capabilities. • Upgraded core membership and program operations (Traction Rec), and fundraising (NPSP) to the Salesforce platform, and targeting Marketing Cloud for 1H25 go-live.• Established IT governance processes and non-IT application system ownership roles and responsibilities to ensure IT activities were in line with business direction and supported. • Implemented and trained staff on the Microsoft Viva employee experience and engagement platform, including a new service-focused YMCA intranet, Teams sites and Teams meeting rooms.• Provided, via automated provisioning, 2,500 part-time staff with accounts and access to the intranet and branch Teams sites to improve communication, engagement and customer service. • Built an interactive data hub using Azure Analysis Services and PowerBI combining operations, membership and revenue content.• Consolidated, simplified, and secured highly distributed and unmanaged infrastructure, and moved all applications and infrastructure to cloud and services providers, greatly improving availability and reliability and marked by a steady, steep decline in helpdesk calls. • Led cyber-attack recovery and strengthened safeguards (policy, technology, internal monitoring and external threat assessment, ongoing staff training and testing) to improve security posture.

Arreva’s All-in-One, Fundraising and Donor Relationship Management Solution has enabled thousands of nonprofits to raise billions of dollars over the past few years. Whatever challenge you are trying to solve, our software can help enable you to make changing the world all you have to focus on. (https://www.arreva.com/)

Helping companies realize greater value from their investment in data, systems, and IT Services.

NCYS is a member organization. Our members comprise the Who’s Who in the youth sports industry (e.g. Pop Warner & AAU). The NCYS membership serves some 60 million boys and girls registered in organized youth sports programs. We have three focus areas: 1) advocating on behalf of youth sports, 2) educating our membership and the general public on youth sports-related issues, and 3) connecting our membership to products tools and resources that help them increase access to play, safe play, healthy play and quality play. (https://www.ncys.org/)

Building the capability and maturity of the IT Services team across human capital, financial, vendor and portfolio management, and communications, to run IT like a business and better serve its customers.

Responsible for the digital transformation of business-critical and youth-serving technology. Hired to correct years of accumulated technical debt and revitalize an IT team and systems that were increasingly being viewed as irrelevant. I quickly assessed the situation, proposed to the Board, and received capital funding to implement a multi-year strategic plan. Highlights include: • Initiated and led the visioning and development of a content delivery and social platform to improve reach and program consistency, reduce time to market and cost, and enable real-time feedback – currently serving 100K members. • Proposed and drove a common Club Management System (CRM), enabling local operational efficiency within enterprise standards.• Led cyber-attack recovery and communications and strengthened safeguards (policy, technology, training, ongoing assessment) to improve information security posture and protect data privacy.• Prepared a Salesforce plan / roadmap to integrate and automate core business functions, saving $1M annually.• Built a business intelligence service to analyze club operations and integrate multiple data sources to identify opportunities to increase advocacy and grow revenue.• Modernized the extranet and learning management systems used by 60K club staff to access national office resources and to gauge the impact of training on club member satisfaction.• Introduced strategic planning and portfolio / project management concepts, built respective processes and led change management at executive and operational levels.• Migrated the data center to the cloud and outsourced security / infrastructure management, software development, and helpdesk to provide secure, reliable, scalable, cost-effective services.• Co-chaired a Board-level Technology Committee comprised of Governors and industry leaders.• Created a high-performance IT team; identified, hired and developed next generation leaders; fostered top-rated levels of employee engagement.

Recruited to build and deliver a global IT systems and information strategy and turn around a team that had lost the confidence of business leadership.• Managed a global team of 45 and budget of $15 million supporting all business and shop floor applications, business intelligence, B2B, collaboration tools, service desk, and systems integration.• Defined the business case and obtained executive team approval to launch an ERP upgrade program targeted to achieve $25 million working capital and $5 million expense savings. • Facilitated development of an after-market services business, analyzing and streamlining disjointed processes and implementing software and best practices to achieve 15% productivity gains.• Established a business intelligence service to improve shop floor operations and product quality.• Reduced cost by $325,000 and improved service delivery and customer collaboration through deployment of a unified communications toolkit, and offshore delivery of B2B/integration services.

• Established Kimberly-Clark’s IT Strategy and Enterprise Architecture services.• Developed the IT operating model (roles, responsibilities & workflows) for how the organization would work post outsourcing infrastructure operations and applications development.• Built an IT Strategic Planning process that drove alignment and integration with business plans.• Launched an IT Optimization program to reduce IT spend by 10 percent; $40 million.

• Directed a global, 140-person team and a $60 million budget covering SAP Basis, mainframe and mid-range servers, database management, storage and recovery, and integration tools.• Awarded Gartner's Best In Class rating for business alignment / customer service, and cost to deliver.• Built and migrated to a second, synchronous data center to ensure business continuity

• Directed all EMEA technology services for SAP Basis, data/voice networks, servers, personal computing, messaging, security, and service desk, with a staff of 70 and an $18 million budget.• Reduced operating costs by $1.9 million through aggressive contract negotiation, infrastructure consolidation and VoIP-based telephony with direct links to mobile carriers.

• Conducted IT due diligence for the Scott Paper acquisition and created the first APAC IT Strategic Plan to integrate country business operations and report results to the regional headquarters.• Established the Asia/Pacific IT function, a team of 60 distributed across 11 countries.• Managed a $30 million, three-year program to deploy standard infrastructure and tiered ERP systems with centralized regional management reporting across the region.

• Supported sales automation and product profitability reporting systems for the Professional and Healthcare businesses and corporate financial systems.• Chaired the worldwide deployment of an IT systems development life-cycle methodology and project approval process.

Managed large-scale, custom software development and packaged solutions projects across a variety of industries: retail, professional services, financial services, education, government, and international trading. Generated business and recurring revenue through customer engagement and proposal development.