Ensure that the highly data-intensive assets of the company are protected from inappropriate disclosure and compliant with the very regulated healthcare environment.

Led team for execution of Sarbanes Oxley IT evaluation and attestation across the enterprise. Managed enterprise level IT assessments through cross functional teams to communicate with the OCC, External Audit (KPMG) and Internal Audit. Created and presented quarterly executive level presentations for CIO and CTO on IT legislative compliance, open risks, and emerging risks including off-shoring strategies.• Merger/Acquisition Risk - Spearheaded assessments of associated technology risks with acquisitions such as Westcorp, Prudential, Golden West, and A. G. Edwards across disparate cultures and technologies.• Experience in Multi-Level Risk Decisioning – Educated technology leaders to inherent risks and regulatory requirements to minimize exposure and sustain compliance. Coordinated with Chief Information Officer and Chief Technology Officer on risk mitigation directions and to bring closure to all technology significant deficiencies. • Process Innovation – Selected to work with consulting firms to create a standard approach for Wachovia to assess, report and track risks associated with Sarbanes Oxley compliance. Methodology became a model process. Presented the newly adopted process to the North Carolina Bankers’ Association annual meeting, 2007.• Cross Functional Team Leadership – Liaised between executives and process owners to ensure risk resolution and prevent IT significant deficiencies from impacting financial statement reporting requirements.

Collaborated with executives of client base to discuss emerging technology risks in their organizations, communicate upcoming audits and determine the business environment changes to ensure associated risks were monitored. Planned the IT Audit schedule for 15 professionals within CIB and Wealth & Capital Management.• Relationship Management/Risk Valuation – Established regular meetings with CIO’s to relate risks noted in audits, maximize resolution, and discuss emerging risks. Required all staff to assign a monetary value on any risk written into an audit report to assist clients in prioritizing resolution.• Staff Management/Growth/Retention – Performed reviews, maintained a static staff, and promoted more than 30% of staff to higher levels of or into the lines of business we serviced during this two year rotation.• Process Improvement & Design – Served with a group of peer leaders to devise a new, web-based automated method for work papers to improve efficiency, consistency, and transparency to our clients.• Time Management – Completed over 95% IT application reviews and report issuance on time.

Created and led execution of comprehensive IT Audit approach for largest private bank in the U.S. at that time. Managed 4 professional staff engaged in key technology initiatives and preparation of quarterly technology Audit Committee presentation. Coordinated technology-related regulatory engagements in the bank (OCC, FFIEC).• Risk Management Toolkit – In response to a regulatory comment, created a template and educated all departmental heads in the bank to use for assessment of their own risks, both technical and operational, linking risk directly to bank’s bottom line. Received a commendation from the CEO/President of the bank.• Executive Engagement – To get on CIO’s calendar regularly, negotiated a monthly breakfast to discuss emerging IT risks and initiatives. In this venue, gained agreement to include IT Audit representation on any IT project with a threshold of costs greater than $250,000.• Strategic Planning/Collaboration – Invited by the CIO to act as a neutral party and facilitator of annual leadership meetings to prioritize initiatives and identify upcoming risks/acquisitions.• Proven Performer - Promoted from Vice President to Senior Vice President after two years in position, minimum time permitted within the culture.

Oversaw data security and disaster preparedness on all computing platforms, mainframe and servers, in one of the world's largest transportation and logistics providers. Managed staff of 8 technical professionals and 1 clerical. • Industry Leader – Spearheaded single sign-on at Ryder, establishing a single authentication for all computing platforms - ES9000 RACF shop, 3090 120 VM used for PROFS (IBM Electronic Mail), SYSTEM 36, RISC/6000 Unix based, and Novell LAN Servers. Resulted in a Computerworld interview, photo on the cover of the magazine, and professional speaking across the country to share the experience and pitfalls.• Contract Negotiation/Vendor Management - Negotiated contracts for recovery services corporate-wide on all platforms with hot-site contract providers, collapsing multiple contracts and 40% ($800,000/year) savings.• RFP Process/Negotiation – Given a 6-month assignment to work with new procurement executive to standardize process for RFP’s and create company-favorable contracts. Created a 3-day curriculum in negotiating skills and assisted in training peer managers. • Business Impact Analyses – Initiated process to clearly define company requirements during business interruption. Approach was tested successfully when hurricane Andrew struck in August 1992. Ryder missed no critical business activities by recovering in North Bergen, NJ and continuing normal processing while the home facility was incapacitated for 3 weeks.• Leadership Among Peers – Voted one of two leaders to represent the IT community of 800 people on a Leadership Council made up of all direct reports to the CIO.

Coordinated Corporate EDP Audit Plan for 5 computing centers and prepared budget for execution. Established inaugural integrated audit approach with financial Audit Group. Instrumental in Ryder adopting the AD Method of System Development Life Cycle to allow for Audit participation in control installation.

Positions in oil industry, consumer products, and manufacturing within technology.