Provide vision and leadership for the strategic deployment of information technology in support of the AANA’s mission and goals. The Director of Information Technology is responsible for all enterprise IT including the desktop computing environment, software development, software maintenance, infrastructure and architecture, instructional technologies, enterprise administrative systems, networking services, information security, data warehouse and research environments and telecommunication resources. Responsibilities include directing the technical staff and managing all organizational information systems and managing relationships with vendors from project initiation through project completion. Holds responsibility for working with AANA’s functional areas in the development and implementation of systems and ensures that the consulting firms implementing the solutions meet the project initiatives and completes projects according to the agreed upon specifications in a timely manner and within budget.

The Homer 33C Board of Education is comprised of seven members elected through a district-wide vote of the community. Board members serve four year terms on a staggered basis and must reside in the district. The Homer 33C Board sets policies and rules that govern the administration of the school district. The Board operates in strict accordance with Illinois laws and Illinois State Board of Education regulations and sets policy only when members meet in official session.The School Board appoints and supervises the superintendent of schools whose job it is to run the day-to-day operations of the school district and to provide educational leadership and vision for administrators, faculty and staff.

Defined and implemented the overall global strategy and direction for enterprise computing systems and support. Provided leadership in the areas of Data/System Security and Disaster Recovery to ensure maximum system availability. Developed a centralized world class support organization utilized by 70 Reyes Holdings locations. • Developed and deployed standard policies, processes and performance reporting metrics for support and engineering staff.• Ensured that customer requirements were met and day-to-day services delivered to agreed SLAs• Cultivated partnerships with both technical/engineering and facilities management teams to design, deploy, and support all aspects of the Data Centers including: IBM iSeries, Cisco Core Network, Cisco Call Manager, Microsoft and Citrix servers, Enterprise Storage, and Structured Cabling Systems.• Provided project management leadership for global implementation of the infrastructure required for JD Edwards • Engaged building engineers in ongoing planning and monitoring of power and HVAC for Data Centers.• Developed and implemented global Data Center Consolidation strategy comprised of Blade Servers and Virtualization. Produced cost avoidance of $1M.• Performed company-wide Business Impact Analysis resulting in the development of data backup and disaster recovery policies to ensure system/data availability• Provided senior level project oversight, implemented and tested Disaster Recovery plan for enterprise data centers and corporate offices.• Re-aligned Disaster Recovery agreement resulting in the ability to successfully recover systems within defined SLA’s. Reduced contract costs by $100k annually.•Directed daily operations for the 24/7 Network Operations and Desktop Support/Helpdesk departments; consistently closed 80% of issues on the first call without escalation. •Managed relationships, negotiated contracts and reviewed results to guarantee contractual agreements with suppliers were met..

The Director of Technical Services was responsible for managing and directing the company’s technical services for all company I.T. functions. Developed monitoring programs to ensure that all of customer needs are addressed promptly . I was responsible for ensuring that all technical work generated meets the company’s procedures and standards of quality, and had ultimate decision-making authority on technical issues. Managed any technical support required for other functional areas within the company.

Van Kampen operates as an asset management arm of Morgan Stanley where it manages separate client-focused equity portfolios.; Ensure that proper technology and hardware was identified, obtained, implemented, and corporate standards were met. Ensure that the Help Desk meets corporate and IT Service Level Agreements. Direct daily operations for the Desktop Services/Help Desk department. Designed and implemented 200 agent Call Center for Customer Service Department.Responsible for twenty direct reports ranging from Business Analysts, to senior level technicians who support a client base of 1500 in a Microsoft Windows environment. High-level project/implementation management on multiple high visibility projects. Budget responsibilities for all PC related purchases. Reduced PC costs by 20% utilizing annual forecasting and tracking.Re-designed ordering process to bring delivery times within acceptable levels. Increased overall client satisfaction from 50% to 95%. Developed reporting metrics to monitor department performance and utilization.

As the 8th largest software company worldwide, Platinum developed products focused primarily on database implementation and management; Define and implement desktop and laptop computing standards. Develop processes and procedures for full lifecycle management of PC computing environment. Direct daily operations for PC Support in a 95/NT/Novell environment, with a top-ten software corporation. Responsible for staffing, purchasing, deployment and asset tracking for a company-wide computer platform upgrade.Re-engineered builds process for desktop and laptop PCs; reduced end user wait time from thirty days, to five days resulting in improved end user productivity. This resulted in the ability to bring acquired companies on-line within one week of acquisition.Designed and staffed computer recycle centers to insure all lease return dates are met on time. Generated savings of $600K in savings by returning leased equipment within contracted due dates.Interface with executive level management to keep department costs in line with projected budgets.