Provide vision and leadership for the development and execution of information technology initiatives. Direct the planning and implementation of enterprise IT systems in support of business operations to improve cost effectiveness, service quality and business development.• Led effort to rescue failed ERP implementation, restore confidence of the Board and repair relationships with the rest of the organization.• Direct the cloud-migration of essential IT services to enhance business continuity readiness.• Improve efficiency and morale of the Information Technology department.• Engaged with executives and senior business leaders to better service organization goals and objectives.• Improved communication and transparency of the ITS department.As Senior Director, IT Program Management OfficeResponsible for the creation, oversight and management of the IT Program Management Office processes and functions. Implement processes needed for IT Governance and Control, IT Service Management, and System Development Life Cycle (SDLC).• Champion the cultural adaptation of the PMO processes and functions throughout the organization.• Organize and lead IT Steering Committee meetings, Senior and Executive Program Management Review Board to ensure IT projects and programs follow established standards and governance procedures.• Develop and manage processes, tools, techniques, and best practices to align the PMO and theBusiness.• Lead team of project managers in management of high visibility projects and programs in the development of new business applications, services and technology platforms.• Implement project management tools and standards to optimize performance, costs, schedules and efficiencies. • Develop reporting metrics for executive management to provide greater visibility and insight.• Establish process management procedures to reduce security and audit compliance risks.• Promoted to Senior Vice President, September 2017

Responsible for supporting, mentoring and facilitating IT project managers in learning and adhering to Amtrak IT Program Management Office standards and practices. • Perform audit and quality control of project documentation and deliverables. Advise project managers and business stakeholders in preparation for the various stages of the Amtrak Quality Gate Review Process.• Provide training to project managers on new policies and procedures (including PMI Best Practices and use of Project Server 2010). • Monitor the effectiveness of the policies and procedures and make recommendations to improve the overall Project Management process. • Develop new processes and procedures within the existing Amtrak system framework, to enhance resource planning and capacity forecasts. • Prepare business cases, in conjunction with business stakeholders and Finance, for Amtrak’s yearly Capital Call process.

Directed the IT Program Management Office (PMO), which was responsible for the implementation of the IT project portfolio. Supervised team of project managers assigned to high profile, business critical projects. Mentored non-project managers on use of Laureate’s PMO methodology, which wss based on the Project Management Institute's Project Management Body of Knowledge (PMBOK). Ensured adherence to Laureate's project methodology standards. • Produced weekly project dashboard tracking status, health, forecasts and other financial information. The dashboard was extensively utilized by the CFO and COO of Laureate to manage and direct the IT capital budget of $33.5 million.• Led project closeout sessions on complex and challenging projects. Reviewed key milestones and project chronology. Goal of each session was to identify lessons learned which could be applied to future projects. • Conducted monthly financial reviews with the Finance department and the project managers. Evaluated spend forecasts for each project. • As project manager: • Successfully managed migration of payroll and human resources management system to hosted COTS ASP based system. Eliminated yearly processing fee of $600,000 by bring payroll operations internally. • Led project to evaluate external hosting vendors for PeopleSoft. Project resulted creation of Laureate’s own PeopleSoft financial environment and laid the groundwork for future PeopleSoft module implementations. • Led custom software development effort to create faculty payroll application using Laureate's System Development Life Cycle (SDLC). Project was successful in reducing administrator labor from approximately 10 day a month to 2 days a month. It also reduced incorrect calculations, ultimately saving Laureate $2 million a year. • Maintained Laureate’s PMO methodology documents and templates. • Served as application administrator in support of MS Project Server 2007.• Received promotion in September, 2007.

Responsible for management of information technology for the Risk Management department. Directed production support for six remote regional insurance claims processing centers. Coordinated efforts of various third party vendors and internal resources. Responsible for long range system planning, technology evaluation and recommendation.• Led efforts to enable third party call center to input first notification incidents into internal information systems. Resulted in increased productivity by the claims processing center personnel. • Coordinated efforts of third party vendor with Risk Management department to utilize internet based claims servicing system. Realized improved data accuracy and decreased claim payment processing time.• Directed conversion effort of short term disability processing to new platform and application, eliminating obsolete technical environment and the associated risks, with anticipated five year savings of $150,000.• Responsible for management of application support personnel for Tax department and administrative support for MarrSTAR, a custom-developed, corporate wide budgeting, forecasting and allocation tool.

Directed the production system software support for a two billion dollar nationwide warehouse distribution system reporting to the Vice President and CIO of Information Systems. Managed team providing 24 x 7 production application support. Interfaced with senior management committee on monthly basis to estimate, evaluate and prioritize software enhancements. Responsible for development, monitoring and reporting of approved enhancements and maintaining departmental budget. Researched, evaluated, recommended and implemented third party software packages.• Successfully directed efforts of development staff and external consultants to make required enhancements within a two month period for servicing new accounts worth $500 million. • Directed twelve month effort to standardize the warehouse systems at fourteen distribution centers. Effort was managed utilizing MS Project and Method/1. It enabled the systems to be Year 2000 compliant. Benefits were realized by 20% increase in productivity of the programming staff.• Managed the Production Systems Support team. Obtained highest ratings ever for this team as measured by customer and management satisfaction.• Developed custom designed fleet tracking application which resulted in more efficient utilization of fleet which accounted for a cost savings of 10% on leasing expenses.• Designed, implemented and tested disaster recovery procedures for critical business systems. Provided a recovery capability that previously did not exist.• Created department wide project plan to coordinate efforts, optimize resource allocations and determine deliverable dates.• Received promotions in May 1998 and May 2000

Responsible for production support, software maintenance, development of enhancements, database design recommendations, task estimates and task prioritization. Interfaced with end users and reported to upper management. Managed project teams of five to eleven members and maintained budget of $4 million. Procured hardware, data circuits and monitored leasing agreements. • Analyzed, designed, coded and implemented a custom In-flight Menu Pricing system. The system provided more accurate pricing and eliminated pricing related lease expenses by $360,000 a year.• Managed an integration project that provided electronic updates of pricing data to 46 remote billing systems. This effort eliminated data entry errors and significantly improved billing accuracy.• Directed effort to replace antiquated billing systems in 46 remote sites with a new custom billing system. Project provided business with current, stable platform and reduced hardware maintenance costs by 10%..• Led development of custom kitchen information system which automated the product ordering and inventory control process. Enabled business to reduce waste and inventory loss by 5%. • Received promotions in November 1989 and March 1993.