Directed a program to select an HRMS platform to address critical business limitations of alabor-centric, $500M industrial services company. Personally facilitated development of crossfunctionalHCM strategy, benchmarking, and selection of new HRMS platform.• Successfully developed the case to re-unify previously divested IT function by assessing ITeffectiveness, risks, personnel, software costs, cyber risk, and economic leverage.• Advised one the largest non-profit companies in the U.S. on optimization of function for processingof grants and contracts, utilizing the theory of constraints to effectively measure and identifythroughput limiting processes and increasing management focus.• Developed case to in-source IT from MSP for regional engineering firm, cutting IT costs by30% per annum. Directed the migration of two MSP-hosted platforms to the cloud.• Directed deployment of Workday HRMS for statewide power distribution authority for PuertoRico, enabling aggressive assimilation of public services into private entity, and supporting rehomingof over 6,000 employees in 9 months.• Served as interim VP of development to implement a development strategy for the nation’slargest property tax services company. Directed analytical effort to port 30-year-old AS/400system to modern software architecture.

• Initiated and led a company-wide digital transformation initiative, developing a 3-year plan to move the company toward a new operating model focusing on data-powered services and products in yearly phases: first translating current work methods to digital, then introducing customer-tailored data services, then finally asset-oriented and analytics enabled services. Program includes both IT and non-IT initiatives.• Developed and led the deployment of the Digital Technician program, which included the onboarding of thousands of “off network” technicians into IT infrastructure, introductory training, deployment of tablets, endpoint management solution, standard collaboration software and data security architecture for field workforce.• Led a large Workday project from selection to implementation. Used knowledge of legacy HR systems, the Workday tenant build methodology, and process improvement experience to guide architecture, prototyping, and configuration. Mitigated deployment risks by implementing parallel plans for integration with ERP and master data hubs, and my raising awareness of critical resource shortfalls.• Brought ERP system hosting in-house and created a hybrid onshore/offshore team to manage and streamline its design, in preparation for cloud migration in 2021. • Created Cybersecurity roadmap and reported regular progress to Board of Directors.• Improved reliability and levels of IT service delivery across the board. Consolidated networks, directories, and applications. Standardized user productivity and collaboration platforms. Implemented new intranet, Service Now, standard integration and content management platforms.• Implemented IT governance program, focusing initially on creating policies and measures for incident and access management, and user request fulfillment. Significantly improved service levels and generated broad positive feedback from internal customers.

Director of Applications, Quanta Services (interim, as consultant) Feb 2015-PresentQuanta Services (NYSE: PWR) is a leading provider of specialized construction contracting services, delivering infrastructure solutions to the electric power and oil and gas industries, with 7.6B in rev, ranked 352 on F500.• Directly advised VP of IT on department reorganization and formation of new teams to deliver on IT strategy. Consolidated teams, then directed the hiring that increased team size by 30%, filling significant support gaps and bringing new capabilities online. Managed $25M budget and team of 60.• Created Integration Services and Data Management capability. Formed and hired the members of those teams and provided direction, leading to a multi-year $3M enterprise data management initiative. Selected, negotiated contracts, and implemented an integration platform (Boomi); within first year, platform was adopted to at over 75% of subsidiary companies, over 600 integrations implemented, and old solutions decommissioned. • Led analysis and recommendation to implement Workday, including successful direction of a massive data consolidation project to master employee data across 130+ distinct companies and HR systems of record. • Conducted initial analysis and recommendation, and subsequently directed $8M software development program to create a multi-tenant web and mobile application delivery platform for Quanta. Deployed new line-of-business apps to over 200 users within 18 months of program start. Platform replaces dozens of local solutions with a Quanta standard, and makes information about field operations available daily.• Advised IT leaders across Quanta companies on IT strategy including ERP selection, integration, software development and information management. Managed key vendors for ERP, integration, content management, and consulting services. Regularly briefed senior executives on IT capabilities.

Chief Information Officer, Global Geophysical Services, Inc. Sep 2013-Feb 2015Global Geophysical (NYSE: GGS) is an international geophysical services company offering large-scale seismic acquisition and processing.• Developed IT strategy to support operational performance goals within constraints of financial reorganization. Created project budgets and reorganized IT department into teams aligned to delivery of the strategy and made key personnel changes that dramatically improved morale and performance of the department. • Conducted review and replacement of ERP system to remedy material weaknesses in accounting and financial reporting. Requirements review, selection, contracting, and implementation complete within 7 months.• Initiated and successfully delivered two strategic software development programs that enabled 40% improvement in seismic transcription efficiency and dramatically more consistent execution of seismic acquisition. Significant data quality improvements are expected but not yet measured.• Remediated key areas of infrastructural risk, eliminating network single points of failure, outmoded storage, and unsupported server hardware.

* Led multiple system selection projects for Oracle, SAP, and Workday. Conducted benchmarking, requirements definition, and iterative selection process. Developed business cases and made recommendations for implementation approach and timing.* Managed the relationship between Alvarez & Marsal Business Consulting and Workday, and SAP. Hosted vendors to discuss customer priorities, train internally on product capabilities, and develop relationships with national account leaders.* Program director of strategic outsourcing of engineered procurement for a major international Oil & Gas operator. Managed rollout of new processes and performance reporting. Instituted unique and practical approach to audit effect of the program on overall quality. Reported weekly to steering committee. * IT Strategy development for international Engineering, Procurement, and Construction company. Conducted a 3 month, comprehensive assessment of front and back office technology to form a qualitative and quantitative ranking of necessary projects to build a 5 yr. business process and IT reformation roadmap. Recommended IT organization restructuring and PMO to ensuring successful execution of roadmap.* Strategic Advisor to utility locating company. Analyzed service order receipt, area management, dispatching, field ticketing, billing, and reporting to understand process and system utilization, then assessed suitability of technology to support streamlined processes. Recommended specific improvements to process and system configuration and worked within politically charged environment to build a case and make system consolidation recommendations to C-suite, which were approved.

TNR was the 2nd largest operator of DVD movie rental kiosks. Previously a portfolio company of MCG Capital Corporation [NASDAQ: MCGC], TNR was acquired by NCR in April 2009.Terrell was hired by the CEO to be CTO and initial member of new management team. He was charged with execution of technology turnaround for TNR, a technology-driven retail entertainment company.• Named and framed the technology imperative: kiosk software unification - a goal achieved within 10 months under Terrell’s direction. Unification was the prerequisite and enabler for all significant commercial development programs. The kiosk software selected and enhanced by Terrell was adopted as basis for NCR’s Blockbuster Express kiosk platform.• Assessed and renegotiated major IT contracts and relationships, reducing IT costs by over 30%.• Established first contact with NCR and maintained a lead role in contract negotiations as the relationship evolved from vendor service agreement to an acquisition of TNR in April 2009.• Directed analysis of kiosk rental data and implemented fraud controls resulting in 10% revenue lift.• Directly led TNR’s complex and strategic PCI DSS certification (credit card information security) and delivered within highly aggressive 20 week schedule, avoiding penalties from VISA/MC and meeting a key compliance deadline in $10 million customer contract. Evaluated vendor compliance products and architected software and process solutions for PCI.• Conducted structured ERP review and selection then oversaw cutover to a system that reduced ERP TCO by 400%, shortened monthly close from 6 to 2 days, improved accuracy of inventory valuation by 20%, introduced support for paperless PO approvals, consolidated many operational reports and eliminated many spreadsheet based systems. New system laid foundation for automation of procurement and fulfillment.

TRC is a $400 million (revenue) engineering firm with 2,600 employees in over 90 offices. Having grown from $80 million (revenue) through 25 acquisitions in 7 years, TRC faced mounting losses from poor integration across 31 operating companies.Hired by COO of TRC Companies as a consultant to plan and direct the implementation of Deltek Vision, a project-oriented ERP solution, and drive ERP-based change through the organization.• Produced and presented weekly progress and risk reports to the COO, CFO, CIO and CEO. Made recommendations of implementation team composition, risk mitigating investments, and changes to the ERP vendor agreement. Directed company-wide communication and training on new system.• Implemented project on time and achieved key performance objectives, including reduction of Days Sales Outstanding (DSO) from over 120 to fewer than 90 days.• Formulated a project charter codifying goals and commitments of all stakeholders, and defining measures of success. Charter was ratified by executive committee and was regularly referenced to calibrate decision-making during the project. Conducted extensive consultation with three mostly autonomous Regional Directors with disparate motives; incorporated their requirements and adjusted deployment to manage change and political risk.

A technology transfer venture firm with a primary goal of licensing technology from the portfolio of NTT DoCoMo in Tokyo, Japan, and bringing it to market in the U.S.• Negotiated exclusive license for advanced computer storage technology; formulated strategy to market the software and hardware for scientific applications. Conducted lab pilot with Human Genome Sciences Center at Baylor College of Medicine to increase efficiency of genomic analysis.• Negotiated contracts with MVNE (Mobile Virtual Network Enabler) to create a white-label MVNO (cellular operator) program allowing companies to launch privately branded cell phone service enhanced with features and application technology that create loyalty and increase ARPU.• Developed RFID based venture with Toyota of Houston GM; developed specifications and developed working prototype for a RFID enabled vehicle service and theft recovery unit.

EnterSys Group was a management consulting firm with an emphasis on SAP technology and serving large corporations in the Oil and Gas sector, before its acquisition by Axon in 2008 and HCL in 2009.• Brought initial staff and key accounts to partnership via merger of Terrell Technology. Sold multi-million dollar projects, implemented internal processes for opportunity tracking and stewardship, recruited consultants and oversaw growth of firm to 9th largest Systems Integrator in Houston in 2003. As first chairman of Executive Committee: set bylaws, legal structure, strategic policy including growth objectives, market emphasis and service line development.• Directed teams and vendors (MCI, Dimension Data, Cingular) responsible for strategic, global technology rollouts. On a representative engagement, was directly accountable to customer CFO for program budget and delivery, acting as the customer CIO. Led IT team to design and deploy global IP/VPN WAN at 26 highly remote LAN locations; email; PC sourcing and enterprise Microsoft; cellular; helpdesk turn-up including automation software; VOIP desktop phone worldwide.

A technical consulting firm specializing in programming and technical integration for SAP and serving Oil and Gas and Chemical/Process Industries in Houston. Converted a personal service corporation into a consulting firm in a booming SAP market and grew to $2 million (revenue) in 24 months. Became primary provider of technical consulting resources to Lyondell Petrochemical and then Enron, before founding EnterSys Group.

Andersen Consulting, now Accenture, is an international management consulting firm.Specialized in the technical extension and integration of SAP R/3 with external systems. Developed integration approach that was adopted as standard by Andersen. Tasked to understand new, sparsely documented features of SAP and conduct training at worldwide training center in St. Charles IL.