Here, I successfully performed in a pivotal senior executive leadership position driving the health and growth of the technology operations within a $1.9B revenue, private sector healthcare organization. Additionally, I developed and executed the overall information technology strategy improving enterprise capabilities, growth, and efficiency.➥Spearheaded financial management encompassing $52M expense and $15M capital budgets, organizational projects, and day-to-day operations.➥Leveraged transformational adeptness and technology acumen to secure complex contracts totaling $50M+ among industry leaders including Microsoft, Dell, EMC, DellBoomi, Cisco ASG, Mobius, Salesforce, Informatica, Wipro, Cognizant, Infosys, and many more.➥Key executive and point of contact leading all information technology strategies and driving a seamless integration of the IT organization succeeding a major merger and acquisition in 2019 catapulting $4.5M in annual savings.

Here, I served as a strategic executive leading a major transformation of an underachieving team into a flourishing organization. Additionally, I owned all technology operations and functions, oversaw the Care Group, and developed and delivered on the three-year technology business plan generating $6.3M in savings in the first six months.➥Spearheaded a total restructuring comprising reshaping the model, creating a shared services team, hiring numerous Vice Presidents, and delivering a 30% improvement in application releases.➥Developed and launched a strong and effective roadmap transitioning the enterprise from a reactive to proactive mentality, fostering a customer-centric environment, and initiating an application rationalization program increasing sustainability.

Here, I functioned in a key senior executive role accountable for all aspects of the enterprise infrastructure, developing the new enterprise data center, and propelling operational excellence. ➥Driving force establishing and executing the long-term infrastructure strategy, spearheading process improvements through operational changes, and supporting the overall strategic direction.➥Provided effective mentoring and coaching among seven direct reports and 50+ matrixed team members improving knowledge while strengthening the talent bench.

Interim Vice President of Infrastructure (DentaQuest Account) (1/2013 – 8/2013)Oversaw day-to-day operations, vendor management, KPI performance monitoring, expense management, and relationship management with DentaQuest business executives. Developed and tracked an in-depth remediation plan with a focus on improving overall infrastructure stability, corporate applications, and Windward performance.➥Managed P&L of $15M per year; mentored, directed, and managed an organization of three solid-line report, as well as an additional 30-person matrixed staff.➥Assessed current state infrastructure and growth patterns; developed a co-location plan.Director of Operations (Cigna Account) (9/2012 – 1/2013)Managed day-to-day operations, vendor management, service-level agreements (SLAs) and KPI performance monitoring, P&L, relationships, and contracts. Developed and tracked to a client plan, targeting customer satisfaction and business expansion opportunities. ➥Directed P&L of $45M per year; mentored and oversaw an organization of five solid-line reports, as well as additional matrixed teams both domestic and offshore.

Governed day-to-day operations of internal IT, vendor management, SLA and KPI performance monitoring, and infrastructure project management. Oversaw P&L management, MEDITECH peer relationship, and hospital C-suite relationship management, and performed as a member of the senior management team for BU policy setting. Implemented and maintained Dell’s project, program, and portfolio management methodology (P3MM) to establish key project life cycle processes, improving customer service, project predictability, and success rate. Developed and tracked to a client plan, targeting customer satisfaction and business expansion opportunities. ➥Managed P&L of $60M per year for the technology integration business.➥Supervised an organization of five direct reports, as well as a 54-person matrixed staff.➥Oversaw operations and associated governance of all offerings in the Dell MEDITECH infrastructure group.➥Directed organization through significant growth curve (demand generated from HITECH and ARRA).➥Grew technology integration 28% year over year from 2010 to 2011.➥Secured the MEDITECH technology integration business, including pre-sales engineering, design, quoting, project management, installation, and ongoing support and warranty of certified MEDITECH infrastructure at provider facilities. ➥Defined, sponsored, and provided direction for the implementation of new processes and tools required to facilitate market competitiveness, resulting in a revenue increase of over $100M.

Directed all IT support services to MGH’s Sunquest pharmacy system and the Sunquest interface system (SAM). Managed all contract deliverables, financial performance of $3.5M P&L, and service-level metrics. Established key project life cycle processes to improve customer service, project predictability, and success rate. Oversaw the account's business expansion process.➥Increased gross profit margins from 12% in 2010 to +30% in 2011.➥Led and mentored a staff of eight people in the US, Mexico, and India.➥Increased discretionary project spend 115% over year one of the contract.

Governed day-to-day operations, vendor management, SLA and KPI performance monitoring, and infrastructure project management. Founded key project life cycle processes to improve customer service, project predictability, and success rate and managed the account's business expansion process. Developed and tracked to a client plan, targeting customer satisfaction and business expansion opportunities with the client to improve Dell (Perot Systems) revenue and gross margin on the account. ➥Grew project revenue by $10M, resulting in a 35% increase in contribution margin.➥Successfully implemented a program to exceed 2009 target savings by 10%. (CVS business sponsors gave a 13% increase on the CVS CSAT for the PMO.)➥Provided input and support to the customer executive leadership team in the development of partnership arrangements.➥Deployed global project and services delivery across two enterprise projects and data center operations.➥Cooperated with all management levels on internal and external operations, including review and application approval of all major contracts for services and equipment.

Served as the customer’s initial contact for all issues and utilized relationships and knowledge of customer to identify opportunities for improved solutions and direct sales team toward opportunities. Monitored status of all pre- and post-sales work conducted by EMC, ensuring timely completions and maximum customer satisfaction. Collaborated with practice leaders and resource management to bring the most skilled technical resources to accounts during the post-sales process. Ensured all post-implementation processes were followed to drive customer satisfaction and quality delivery.➥Led implementation of a $30M storage, Wintel, and disaster recovery for pharmacy upgrade program.➥Directed program for correcting compliance environment issues; received $1M investment from customer.➥Oversaw program for State Street Global storage refresh.

Planned and applied initiatives for assigned accounts. The Perot Systems Healthcare environment involves several quality initiatives, including ISO-9001, CMMI, PMQP, ITIL, Six Sigma, and identified division best practices.➥Implemented Perot Systems quality management system (QMS); performed as a member of the Perot Systems healthcare quality and standards board.➥Oversaw Florence Kentucky data center build for account, ensuring customer delivery dates

Led end-user services infrastructure operations with nine direct managers and 56 indirect reports for the North American desktop support, engineering, and service management teams. Supported engineering for over 11,000 users and the reporting of SLA and problem management per information technology infrastructure library (ITIL) standards. Oversaw vendor management contracts, directed long-range planning, and prepared and monitored budgets up to $3M per year. Collaborated with IT directors from client's BUs, as well as executives and members of the client's information technology board.➥Managed vendor relationships. Negotiated price and service levels that captured a 48% price reduction without sacrificing service.➥Created an asset disposal policy spanning US and Canada locations that met all regulatory requirements.➥Directed the rollout of Marimba to the desktop environment for North America.➥Governed as the project manager for the end-user services (EUC) base image project on both the Intel and MAC platforms; oversaw contract compliance tracking for EUC area.

Managed day-to-day operations, vendor management, SLA and KPI performance monitoring, direct leadership of 28 FTEs, and infrastructure project management. Interacted with hospital department directors, chief operating officer, chief executive officer, and executives.➥Renegotiated maintenance vendor contracts for client data center, saving $.2M to be reinvested in technology refresh.➥Decreased SLA on the customer service desk from a 57% abandonment rate to 3%; reduced 16-minute average talk times to an average of four minutes and increased first-call resolution rate from 10% to over 60%.➥Consolidated hardware suppliers to cut capital hardware costs by 30%.➥Successfully led a project to move the service desk to a leveraged onshore location with no interruption to the client.➥Managed all infrastructure activities for the Siemens Soarian implementation and GE RIS and PACS projects.

East Regional Resourcing Manager (1/2002 – 4/2003)Northeast Regional Recruiting Lead (5/2000 – 1/2002)Recruiter (11/1999 – 5/2000)