• Input & deliver the needs for any acquisitions & divestments integration to ensure all technical/functional areas for IT for the given deal are scoped & delivered into the INEOS Enterprise portfolio.• Provide Due Diligence support for IT during the pre-deal phase of any acquisition or divestment plans. This includes highlighting risk & areas of concern pre-completion & also working up opportunities that can be seen from the deal.• Provide project management of all integration projects, including both internal and external stakeholder management• Provide pre and post deal integration design, planning and implementation to integrate the target business into the organization while mitigating risk and enhancing value

• Created a hybrid IT approach with an outsourced Data Center and an international IT team of 14 members supporting 18 global sites.• Successfully lead all Transition Services Agreement exit activities including network, infrastructure, telecommunications, applications and middleware.• Manage IT budget of $10M Operating and $2.5M Capital• Performed an application rationalization effort to reduce overall application footprint• Create and implement all policies and procedures as related to IT.• Create standards across the IT organization, reducing support costs and ensuring flexibility• Establish roadmaps to modernize technology over a 3 year time period

Director, ERP & Corporate Applications | 2018 to 2019Applications Director, Oracle Applications & Database Technologies | 2014 to 2018IT Manager, Diamond Power International | 2007 to 2014Reported directly to CIO. Led global team of 17.● Established hybrid cloud/on-premises application environment for planning and budgeting, financial reporting and HCM.● Built ERP and Global Applications Support team following company split into two publicly traded companies.● Led divestiture conversions and implementation from SAP to Oracle products: GL, Fixed Assets, HCM, Financial Reporting and expense reporting to EBS, Hyperion, Fusion HCM and Oracle PBCS.● Served on Data Architecture Board, identifying systems, assigning domains/subdomains and enforcing standards.● Led Application Rationalization eliminating redundant systems. Reduced support footprint and maintenance costs. Identified 700+ applications reducing costs from $14M to $9M, with $1.5M projected by EOY 2020. ● Managed multiple upgrades of Oracle EBS from 11.x to 12.x. EBS Footprint includes total Quote to Cash implementation.● Led cross-functional team as part of B&W-wide Business Continuity initiative (12 major sites). Planning involved facilities, personnel, voice and data communication redirection and both cold and warm backup data centers to ensure recovery time exceeded business risk acceptance requirements.● Implemented Oracle Mobile technologies including HCM and iExpense.● Negotiated Oracle Technology Unlimited License and Application Enterprise agreements.● Renegotiated master SAP agreement.● Managed Diamond Power IT organization.● Implemented shipping solution (Agile Elite) allowing for direct feeds to carrier sites and EBS, saving $50K+ per year.● Implemented Kronos Work Force Central with interfaces to EBS.● Implemented Cisco IP phone system serving North America, saving $100K+ per year.● Managed infrastructure upgrade projects, reducing maintenance on legacy equipment by over 50%.

Led the Information Technology staff of 8 in-house and 22 outsourced analysts, developers, DBAs and hardware support team members serving 8 sites in North America, South America and Asia supporting over 800 users.● Combined two Glass Divisions within Newell Rubbermaid into one Anchor Hocking division. This included all business systems, new Active Directory, networking, MS Exchange, and telecommunications conversions. Eliminated duplicate systems and efforts through Business Process Improvement.● Co-Led IT initiative to separate Anchor Hocking, WearEver and Burnes Group from Newell-Rubbermaid due to divesture of the divisions to Global Home Products (GHP).● Successfully re-negotiated a 60% annual saving in outsourced IT contract (from $12 M to $5M).● Established a partnership with Freight Consolidation companies for integrated freight invoicing and auditing. This saved over $70,000 per year in invoice discrepancies and labor.● Replaced stand-alone printers, copiers, and faxes with digital office equipment, saving over $10,000 per year per division.● Led the all-encompassing infrastructure initiative to build out both temporary and permanent facilities for GHP corporate offices and WearEver facility relocation from Toledo to Lancaster, Ohio.● Established an IT Steering Committee and a Power User Group to ensure IT alignment with business goals.

Applications Manager |1995 to 1998MIS Analyst |1993 to 1995● Managed all application development, modification, and customization for all systems using Visual Basic, PICK BASIC, HTML and Progress SQL● Implemented EDI partnerships using ANSI X12 standard and custom file formats.● Planned and upgraded Symix MRP system to SyteLine ERP.● Designed integration and implemented core business system conversions and access at new sites as a result of acquisitions. ● Integrated Manufacturing (SyteLine ERP) and Distribution (Total Solutions/GTS Breakaway) Systems.● Performed administration and integration of Windows NT, Netware, SCO Unix and a General Automation Minicomputer (Pick R91 OS).● Implemented full RF warehousing and manufacturing environments, introducing barcoded job routings, inventory and distribution.● Provided all desktop and network support.● Designed, planned, and oversaw relocation of all network and communication systems from two Ohio sites and one New York site to Chocowinity, North Carolina. This included a total facility infrastructure build out.