High energy $185M distribution organization getting placement in every aisle of every travel center, specialty retail store, department store, convenience store, and online marketplace throughout North America.Brought in to address an underperforming Information Technology environment as the department maturity had not kept pace with organizational growth. Immediately identified areas lacking in applications, resources, and governance then began the process of remediation and improvement. - Inherited numerous projects which were stalled and/or significantly off track in terms of scope, budget, and timeline including the technology assimilation of an acquisition and a new mobile ordering system. Worked diligently to modify or refine expectations then deliver on those revised anticipations. - Developed plan to modernize office application offerings to improve efficiency and lower organizational risk profile.

$500M distribution company at home in every aisle of any travel center, specialty retail store, or convenience store throughout North America. Served in a CIO role as a member of the Executive Team. Brought in after a failed ERP implementation to overhaul an outdated Information Technology environment. - Built up infrastructure to current standards including wireless capabilities, phone system (VoIP), and expanded internet access for planned wireless and cloud solutions. - Consolidated various office application offerings into a single cloud-based tenant with Microsoft O365. - Migrated storage and processing out of an at-risk, on-premises data center to cloud (Azure and AWS) and colocation offerings. - Targeted tier 1 system downtime, instability, and errors by cultivating continuous improvement culture throughout organization and IT department. - Led validation of ERP selection – cloud-based Microsoft Dynamics 365. - Responsible for the creation and implementation of IT strategy with IT Steering Committee oversight. - Manage the day-to-day development and support of IT platforms and technologies.Accomplishments: - Stabilized legacy ERP system - a custom built ERP written in RPG running on the iSeries platform - to ensure viability through 6 phase transformation plan. - Supported warehouse paper to paperless process transition which garnered $2MM annual savings. - Added features to legacy ERP in order to support diversification. - Initiated, justified, selected, and implemented a Master Data Maintenance solution to lower our item attribute data acquisition cycle, lower errors, and improve syndication. - Modernized website including a focus on mobile capabilities to improve in-store ordering capabilities. - Implemented cloud-based Business Intelligence solution (PowerBI). - Implemented numerous security policies and solutions in order to protect the business.

$250M autonomous division of Yellow - a transportation company providing regional, next-day ground services through a network spanning the Northeastern United States, Quebec, Canada and Puerto Rico.Brought in to overhaul an outdated Information Technology environment. First ninety days consisted of establishing an IT Steering Committee then developing and ratifying a 5 year transformation plan. Oversaw day-to-day IT activities and annual budget of $7 M. Built up infrastructure to current standards including wireless capabilities, virtual desktop (VDI), phone system (VoIP), and expanded internet access for planned cloud solutions. Inserted low technology into audit process which resulted in $500,000 annual additional revenue with a measured payback period of 2 weeks.Initiated and championed the utilization of automation within the IT data center - iSeries, VMWare, and Citrix - leading to: - the reallocation of three full time positions to higher impact IT tasks and responsibilities - the reduction of 750,000 printed pages resulting in a bottom line savings of $22,000 annually - the elimination of manual steps which reduced the amount of human errorImplemented a set of reports and processes to address excess capacity. Developed and implemented an imaging process / system which reduced time to available by 95% (72 hours down to 4 hours) while reducing processing hours by 520 hours annually.Implemented a dashboard solution providing actionable, day-to-day metrics for senior management. Justified and kicked off a series of modernization projects: - Overhaul of in-cab solutions for driver via Android platform - Modernize our website - Implement analytics for dynamic network optimization

$500M global manufacturer and marketer of non-powered landscaping products for homeowners and professionals.Oversee day-to-day IT activities and annual budget of $6.5M, spearheading strategic development efforts on a global scale. Analyze established processes to identify and address key areas of weakness to spur productivity and enhance efficiency. Improve existing and innovate new performance metrics/best practices to strengthen company IT infrastructure worldwide. Collaborate with CFO to inform overall strategic planning and provide technical expertise in the formation of both long and short-term plans. Promote efforts to expand global reach, extending network to include all company sites throughout Europe, Australia, and Canada and implementing global footprint strategy to consolidate systems into single, centralized environment. - Lowered tier 1 system downtime 81% by developing and implementing new metrics and KPIs, cultivating continuous improvement culture throughout IT department.- Reduced costs, increased productivity, and improved stability by leading upgrades of two tier 1 systems and implementing Oracle EBS throughout newly acquired division in Australia.- Promoted business growth by integrating e-commerce platform to better capitalize on B2C, B2B, and B2B2C opportunities.- Optimized analysis-gathering processes, establishing solid foundation for mergers/acquisitions, and initiating more streamlined adoption of best practices by consolidating multiple, disparate systems.- Crafted IT resource management model that provided support to more departments while simultaneously realigning staffing structures.- Conceived and implemented more effective reporting strategy with Oracle’s Business Intelligence solution as primary foundation.- Assimilated company resources and processes in China into global network and supported acquisition (with 50% of staff based in China) into Oracle EBS platform.

$1B global manufacturer of professional welding and cutting machinery plus associated consumables, servicing customers via multi-facility manufacturing and distributed system. Served in a divisional CIO role as I directed IT-related activities and drove strategic planning programs throughout multi-national North American region, monitoring overall budget of $4.5M. Ensured daily functionality and long-term success of applications, operations, and networking groups. Championed project development efforts, monitoring all phases of engagement lifecycle to improve efficiency, reduce risk, and lower costs. - Decreased shipping-related errors 75% while simultaneously expanding shipping capacity per resource 30% by releasing new warehouse management system. Team nominated for ESAB North America President’s Award for effort.- Maximized analysis capabilities by designing, developing, and implementing business intelligence strategy that expanded user community access to better tools and raw data. - Raised order delivery metrics and streamlined inventories by partnering with North American Supply Chain group in the development and execution of sales and operational planning processes. - Improved inventory monitoring procedures by leading migration of divisional ERP system to Infor LX (BPCS), successfully enabling full traceability of inventory from raw material to finished goods, quality management, and final transaction. - Assisted in the resolution of outstanding internal audit issues for Mexico-based facility, efforts led to overhaul of site management structure and implementation of new financial controls. - Increased customer satisfaction by directing team throughout selection, preparation, and implementation phases of a new Computerized Maintenance Management System (CMMS) which streamlined the customer's resolution experience (Astea).

Directed application development operations throughout vast North American territory. Assured application functionality, optimal efficiency, and alignment with organizational goals. Established and assured adherence to departmental budgetary guidelines.- Improved IT department approval ratings despite 40% reduction in staff during tenure by creating new Help Desk methodology. - Founded IT Steering Committee to provide technical perspectives and insight for key company executives and decision-makers, fostering both short and long-term growth.- Proposed then led data center consolidation from 6 sites down to 1 site.

• Managed the overall direction, coordination, and evaluation of the Applications, EDI, and Help Desk groups.• Initiated, prioritized, staffed, and managed multiple IT application projects based upon company initiatives.• Evolved IT Applications group from reactive organization staffed primarily with outside consultants to a proactive organization staffed with internal resources.• Coordinated cost accounting adjustments which led to improved item, customer, and line of business analysis.• Spearheaded improvements within Order to Cash process through the utilization of EDI and wireless technologies. Results were an increase of overall electronic receipt of customer orders from 20% to 80% while reducing shipping errors by 70% - all with an ROI of three months.Pentab Industries was a $185 M manufacturer and importer of paper based consumer products prior to its acquisition by the Mead Corporation in March 2001.

Started out as a technical resource and rose to eventually manage ERP implementation projects focusing primarily on the ERP package known as BPCS (evolved into Infor LX). - Participated in 5 ERP implementations from start to finish - 2 as Project Manager - Worked on dozens of other projects in a manufacturing and/or distribution optimization role. Usually dropped into difficult situations, get the project back on track, then move on. - Served as fractional CIO for $100M< Client.