Scope of duties consist of managing a $12 million combined OPEX and CAPEX budgets and a team 5 direct/42 indirect reports that supported manufacturing facilities including the integration of IT, strategic planning, infrastructure operations and software development functions. * Transformed the IT division to establish a culture of inclusion, empowerment, and collaboration to become trusted partners with the business on key strategic projects. Implemented steering committees to manage demand/priority and an ITSM solution for managing IT delivery. This transformation resulted in increased internal satisfaction with IT. * Collaborated directly with a wide-array of customers to enhance the external-facing software application. This collaboration allowed the IT team to create a 2 year enhancement roadmap as part of an overall corporate strategy. The IT team then established monthly release cycles to deliver value on a regular basis to our customers. This lead to retention, acquisition of new customers and increased revenue. * Modernized infrastructure, ensuring it was flexible and scalable to support the growing business model for performance and minimizing points of failure. Virtualized data center operations with high availability for multi-site manufacturing operations.

Primary duties focused on managing a $15 million budget and a team of 4 direct/35 indirect reports that provided application technology and infrastructure solutions internationally to multiple companies within the CSS family.* Created a cohesive structure to merge all technology teams together into one cohesive unit. Established a culture of empowerment and growth providing efficiency in delivery and handoffs in supporting the business. Implemented capacity management and workload management through an ITSM services platform to enable delivery to the business in a timely and accurate manner* Through collaboration with the business, spearheaded capital projects to solidify/modernize the infrastructure enabling high systems availability for business operations in multiple locations across the US and Asia.* Sourced and managed a 3rd party for ERP support and maintenance, saving $2.35 million over a 3-year timeframe. Additionally, engaged an external entity to review telecom and datacom expenses and executed a plan that lowered annual costs by 37.8%. Reviewed and consolidated over a period of 18 months, a portfolio of vendor-based applications post-acquisitions, delivering 16.8% annual reduction in costs.

Responsible for directing all outsourcing relationship, in combination with an internal IT consisting of 170 FTE's, with a budget of $60 million. Held oversight of IT for a $1.2 billion regional health insurance company with more than 500,000 members.* In order to effectively manage delivery, timelines, and resources implemented a new full-scale Project Management Office (PMO). Collaborated with the executive team to explain the function of the PMO, establish processes around priority, and provide updates on strategic initiatives.* In order to promote a culture of understanding and trust, across partnered with Bloomsburg University to create team-building exercise on campus. This exercise was specifically designed to develop a better understanding for cross functional IT interaction. This “walk in their shoes” program aimed at showing what other team members deal with day to day and promote empathy and understanding.* Management and streamlining of corporate application portfolio through migration, sunset, or transformation, designating each application a business owner, and defining TCO on an annual basis. In conjunction with vendor partnership/management, developed roadmaps for upgrades, replacements, and budget management.* External activities included consulting, directing, and managing the partnership with an outside entity based in Toronto, to develop a PHR solution using cellphones for the healthcare industry. This was eventually used by the Army for TBI patients. In addition, partnered with various stakeholders to develop the concept for the exchange of healthcare information at the point of care via Health Information Exchange (HIE).