Joined the state’s most comprehensive healthcare system to support 24,000 statewide end-users, and direct Active Directory, E-mail, Microsoft SCCM, and SCOM services in a distributed healthcare system environment. Technology role concentrates on department management, strategic technology planning, project management, technology integration strategies, ITIL management, and capacity management.  Planned and managed a high-profile, $1.5 million E-mail Rebranding project to align with a new organizational name. Project involved 48,000 e-mail accounts, met budget guidelines, and was delivered in 90 days (two to three months ahead of Microsoft Consulting Services’ timeframe.) Integral member of a $7.5 million project that involves migration to Exchange 2010 and establishing a new Active Directory environment for the health center. Project will provide resiliency capabilities needed to support two critical data centers, and will support technology aspects related to future Merger & Acquisition activities.

Retained as the number one technology leader of the state’s largest public post-secondary institution, and led a 160 person team that supported 25 campuses, 50+ teaching sites, 150,000 students, and 6,000 faculty and staff members. Held stewardship for nearly $20 million worth of IT assets. Hired to implement a $34 million, multi-year ERP implementation project and strengthen the IT organization to meet technology requirements of a hyper-growing organization. Accountable for technology adoption, as well as implementation, management, and service delivery of desktop units, mainframes, and client/server infrastructures. Delivered results through IT department management, help desk management, network administration, enterprise application development and support, IT project planning and management, strategic technology outsourcing plans, technology contract negotiations, strategic planning, and consensus building. Navigated the IT Group through a significant period of growth as student enrollment skyrocketed from 80,000 to 150,000, and advanced technology requirements were required to accommodate explosive growth. Spearheaded a mission-critical ERP project that standardized business processes across student administration, finance, human resources, and financial aid organizations. Delivered $34 million, three-and-a-half year project on time and within budget guidelines. Negotiated $50+ million worth of technology contracts regarding PCs, laptops, network equipment, and a VoIP solution. Major initiative involved a comprehensive RFP and technology vision and strategy to support a large decentralized technology environment. Directed a significant $5+ million network system upgrade project that involved a new fiber-based network platform with redundancy capabilities.

Tapped by the Senior Vice President of Insurance Operations to direct the Project Management Office for a company that had $52 billion in assets at the time. Planned and managed scores of projects ranging up to $9 million in a highly complex technology and demanding business environment which included 40 corporate acquisitions. Projects entailed back end IT and operations to support corporate acquisitions, automation initiatives, systems integrations, and more.Highly demanding leadership role involved front line systems support, technology liaison, business process improvement plans, Six Sigma project sponsorships, applications integration testing, escalation management, budget management, staff recruiting and management, stakeholder relationships, and national customer support. Played a significant role in executing an outsourcing initiative to move the customer call center function to India which eliminated 800 USA jobs. Traveled to India for six weeks to participate in process implementations. Orchestrated a new business workflow automation project which streamlined back office functions including sales, policy generation, premium, and claims processing. At the time, company had four global million customers, four global back office locations, 33 policy administration systems, five workflow systems, and 17 commissions systems.  Led team during a complex Chapter 11 bankruptcy event which was recognized as the third largest bankruptcy in the history of the US. Worked diligently to keep team focused on business goals, developed cost saving plans, changed division’s priorities, and downsized employees during this financial crisis.

 Held a significant leadership role in developing a corporate project management and Six Sigma practice when corporation was moving toward bankruptcy. Managed team that leveraged Six Sigma principles to deliver four IT help desk, customer call center, and IT operations projects valued at $9+ million. Led 20 projects in this and the above leadership roles. Guided Black Belts through a stressful pre-bankruptcy period and engaged in several employee downsizing events, several fiscal management initiatives, and business reengineering events to deliver the same level of performance despite a major decrease in talent.  Leveraged management skills to train Six Sigma Black Belts, and earned a promotion through demonstrated accomplishments in business processes, customer service, and team management as well as business acumen.

 Team member involved in the acquisition of three corporations, and shut down the acquired companies’ operations on Friday and ensured the business was operational by Monday morning. Decreased operational expenses and improved customer service by establishing critical help desk service benchmarks and remote control capabilities, which was cutting edge at the time. Successful in designing standard acquisition guidelines and project plans, and directed a Y2K project to support the IT infrastructure and PC environment in a highly complex business landscape.

 Contributed to organizational success by launching new computer lifecycle management practices related to acquisition, maintenance, management, and other aspects. Led team that deployed 400 new PCs for the organization in four weeks, and directed a project that involved the implementation of a Novell network for a 4,000+ seat organization.