been a great run, but it is now time to move onto the next chapter in my life's journey. Thanks you all for the memories.

Providing consultative support in Program & Project Management disciplines for New England clients.

Senior IT consultant for North Highland providing advisory, program/project, and interim leadership to the client base. Currently supporting Extended Stay of America in an interim role of Sr. Director of Technology providing strategic direction and operations around Information Security, Corporate Technology, HSIA, Network/Telecommunications, PMS, CRS and PBX for over 625 corporate owned and operated hotel properties.

Senior IT consultant for RGP providing advisory, program/project, and interim leadership to the client base of the Carolinas' region. I work collaboratively with our business partners to meet their needs by providing the following portfolio of services: - IT & Operations Assessments - Transformation Programs - Outsourcing Support - Operations Excellence - Shared & Managed Service oversight and supportCompleted an IT Organizational assessment of a client focusing on People, process and technology, and established an IT Road Map for better alignment with Business Stakeholders and optimizing delivery of technology products and services.Now supporting a global Agribusiness leader through Project and Program Management support.

Servicing Lowes Home Improvement Corporation as a senior program/project manager for all Cross Functional Management/Technology Delivery Management initiatives in the IT Infrastructure disciplines, offering subject matter expertise in people, processes, and technology. • Successfully delivered all infrastructure components associated with the roll-out of the new Retail Selling solution to all Lowes Home Improvement stores in the US & Canada, for all selling channels – Store, Lowes.com, and Selling Center via Service Platform initiatives.• Successfully delivered all infrastructure components for multiple Business Intelligence initiatives.• Successfully delivered all infrastructure components for enhanced Store delivery for both product and services.• Successfully provided program support for the technical refresh of all Retail stores (over 1780) with regards to Servers, workstations, iPhones, scanners, signature capture devices, and POS/VLANs. .• Supported multiple IP&E Program initiatives, as well as the successful implementation of Mexico Stabilization, Unique Item, & multiple technical refresh initiatives for Corporate compliance.

Servicing Lowes Home Improvement Corporation as a senior program/project executive for all Cross Functional Management/Technology Delivery Management initiatives in the IT Infrastructure disciplines, performing all Program/project activities for the corporate strategic initiatives associated with Service Platform. Accountabilities include all aspects of Engineering deliveries to the Program , liaison role between Engineering & PMO including all escalations, Management reporting, Program Governance, Project/Workplan creation and tracking, Operational Readiness, and Alert Monitoring.

Provided executive consulting services for all facets of Infrastructure Managed Services. Supported Fujitsu Carribean in its adoption of ITIL/ISO9000 certification in Managed Services in the support of the Trinidad/Tobego government..

Serves as a senior executive and subject matter expert in architectural oversight, infrastructure design and build out, implementation planning, server optimization & consolidation, and Data Center Operations/Network Operations Center Management. Responsible for defining, designing, deploying and managing infrastructure services that will support customer sales, transition, training and implementation with high quality as well as producing productivity plans necessary to achieve and sustain leadership for corporate and customer growth. Total solutions provided focus on people, processes, and tools & technology for total optimization and Operational excellence utilizing the deployment of ITIL Service Design and Delivery.

Produced a detailed plan and a budget for implementing operational support services that will meet the growing needs of the engineering development environment in both Cambridge and Hyderabad for the next two years. The operational support services included the management, operation and maintenance of development hardware and software stacks, backup and restoration of software, improvement of release engineering processes to meet the goal of doubling engineering productivity in the next 12 months for a growing number of engineering development teams, metrics and management reporting for both technical and executive management, accountability for service level agreements and compliance with standard operating procedures, staff coverage for the combined Hyderabad and Cambridge business day including the ability to hand over work between the two centers, and an emergency coverage plan to meet 24x7 business demand. Produced a detailed inventory and analysis of Engineering's hardware and software support maintenance and licensing agreements. Provided recommendations on the continuance or retirement of agreements as appropriate, based upon business and infrastructure requirements that will meet the growing needs of the engineering development environment in both Cambridge and Hyderabad for the next two years. Produced an annual budget of requisite licensing, maintenance, and support agreements, along with the accountable cost centers and key stakeholders. Contributed to the establishment of the Service Delivery/Service Level Management infrastructure for Software as a Service for a Cloud Computing deployment. This included co-authoring the RFI/RFP for the MSP, detailing the 4-tiered Security architecture requirements, evaluating the candidates responses, and finalizing the SOW.

Direct operations, providing and enforcing policies, procedures, and standards for Network Engineering/Architecture.• Implemented ITIL best practices regarding Service Delivery & Design, reducing time to production for new architectures & network changes, as well as creating new job descriptions and career paths for Network Architecture & Engineering. • Engineered fully redundant remote access services offering across two geographically diverse data centers that met 100% audit compliance and provided a fully capable disaster recovery and business continuity plan. • Completed a technical RFP for next generation enterprise wide IPS systems; worked with vendors to test lab equipment, and assisted in negotiation of sales contracts. • Engineered a GSLB solution for global availability across two core data centers utilizing Foundry and F5 load balancer hardware and software. Created more robust and predictable network traffic patterns while providing a disaster recovery solution.

Directed formation of all enterprise Systems Operation’s activities across all platform disciplines with P&L responsibility. • Formulated a people, process and tool strategy to drive change to “best in class” certification in service delivery using ITIL core processes, supporting Tier 1-3 activities, and 90-95% first call resolution rate. • Streamlined the Level 1 & Level 2 operational support model by consolidating Systems Engineering/Technical Support into operations, migrating over 150 tasks. Resulted in a 40% cost efficiency in service delivery and freed up 160 man-hours per month.• Provided full infrastructure support for all Golden West & Westcorp merger activities, including but not limited to: business case formulation, program office rollout, interim command center build-out, business application conversions/sun-setting and new employee mapping, orientation and cross-training. • Ensured technical and business acumen for all staff; supported offshore development.

• Oversaw corporate Business & Technical Continuity programs, which now meets enterprise requirements of a 3.5–5 day window.• Built “best in class” organization as determined by McKinsey. Achieved the rating in cost effectiveness, customer satisfaction, and delivery.• Through effective vendor management, drove numerous operational expense reduction initiatives in Network savings of $11 million in 2004 against 2003 run rate, and $25 million in 2005.• Refreshed and reengineered mainframe complexes netting to a total technical refresh resulting in a savings of $3.2 million while increasing capacity by 12% and performance by 22%.• Sunset redundant products from product inventory, resulting in a net savings of $2.4 million in 2004 and a savings of $9.5 million in 2005.• Achieved 100% compliance for all HIPAA and Sarbanes Oxley components for enterprise transactional processing.• Led operational aspects of vendor management regarding outsourcing of key field support functions.

Directed the formation of the Architecture, Engineering and Technical Support functions into a single organization with full P&L accountability of $22 million. Included project support, operational automation, operational engineering and problem determination and vendor management across multiple technology domains, managing a staff of 70+ professionals. Oversaw corporate Business & Technical Continuity programs, which now meets all aspects of auditable success for full enterprise systems recovery within the 3.5-5 day window. Achieved 100% compliance for all HIPAA, SAS70 and Sarbanes Oxley components for enterprise transactional processing. Through effective vendor management, drove numerous operational expense reduction initiatives in Network savings of $11 million in 2004 against 2003 run rate, and $25 million in 2005. Refreshed and reengineered mainframe sever complexes netting to a total technical refresh resulting in a savings to the corporation of $3.2 million while increasing capacity by 12% and performance by 22%. Sunset redundant products, resulting in a net savings of $2.4 million in 2004 and a savings of $9.5 million in 2005 through effective negotiation with vendor partners.

Led formation of centralized Command Console Operations function under the auspices of major systems restructures. Facilitated implementation of Problem and Incident Management as its service owner. Managed 100+ professionals accountable for Level 1 & 2 support for midrange, distributed and mainframe platforms. Consolidated the Operational support from Network Operations, Distributed Operations Console, and the Raleigh & Hooksett data centers into the Windsor operational model with a net savings of 11 headcount and $5million.

• Built “best in class” support organization, as determined by IBM, implementing disciplines utilizing the Capability Maturity Model, increased systems availability from 65% to 99.95%.• Established Systems Development Lifecycle processes, standards and guidelines in the migration to a client/server deployment of the Erisco application suite across the enterprise providing all non-application development support for both the implementation and sustainment phases.• Implemented a mature Capacity Management lifecycle, including workload characterization, trend analysis, workload forecasting, management reporting and acquisition.• Decreased IT infrastructure costs 5-10% per year by continual operational efficiencies. Established self-sourced Help Desk and Desktop support, through outsourcing and leveraging offshore services thru Gentronics.• Appointed as interim CIO for six months, managing 300+ professionals.

Provided management oversight and strategic direction for all technical support activities for server, CICS, IMS, DB2, and Capacity & Performance Management for the Enterprise. Established the enterprise-wide management discipline for Resource Management, including workload characterization, workload analysis, Trend analysis, Management reporting and procurement of hardware and software.

With Allmerica Financial, Household International, & Chicago Board Options Exchange

• Directed this professional services organization specializing in the disciplines of Capacity, Performance & Storage Management for the enterprise, with $10 million P&L responsibility. My client base included all of the Household business subsidiaries, both international and domestic.o Achieved an efficiency level in cost containment and just-in-time acquisition of capacity to effectively manage the technology cost curve, and drive aligment with the Chargeback processes of the enterprise. This resulted in all supported entities attaining budget goals.