• Led the ERP Symphony Master File replacement project at Southeastern Grocers to cleanse and rebuild legacy item, location, and vendor files in preparation of the rollout of ERP. • Analyzed, selected, and negotiated a contract with ItemMaster to enable E-commerce imaging, and item master file management, at a significantly higher quality and lower cost than SEG internal processes allowed. Placed SEG in the position to start online order services.

• Restored a 210-year-old antebellum plantation into The Pearl of Monticello wedding venue.

• Prepared a strategic IT vision by conducting an overall assessment of the current technology and technical needs of the company including market differentiators.• Cancelled the in-progress ERP project as the package was not sized for Regional’s growth; evaluated alternatives and recommended a new applications strategy.• Trusted member of the C-office and executive team presenting in strategic board meetings and working with the board of directors to set and accomplish organizational goals. • Implemented infrastructure improvements; virtual desktops, network replacement; VOIP, data center outsourcing; reduced downtime, security risk and reduced the IT budget by 10%.• Reorganized the technology teams meeting the objectives of individual, departmental, and organizational goals.• Directed and managed plans, schedules, policies, and programs for multiple projects, data processing, networking, operations, desktop services, and information systems.• Conducted extensive cyber security risk assessment and mitigated all significant risks except for the ERP application; implemented plans to secure computer files against breach, destruction, or accidental modification.

• Led a systems replacement project for state unemployment for Georgia, South Carolina, and North Carolina to implement a consolidated multi-tenancy system; assessed project risks and devised mitigating actions encompassing contracts and service level agreements by subcontractors, vendors, state agencies, and external dependencies.• Enhanced development and drove continuous improvement of project delivery process by providing strong program leadership.• Assessed vendors through on-site observation and interviews to determine strengths and weaknesses in work performance, methods, and team functions. • Reviewed diverse organizational problems to assess concerns with areas such as workflows, communication, and cost controls.

• Built and led all IT functions for a $250M+ global automotive manufacturer with 12 facilities spanning across North America, Europe, Asia, and South America; replaced the entire IT infrastructure and application portfolio including a full ERP install, company rebrand, retirement of 300+ legacy applications, PC replacements, and a full network and telecommunications overhaul.• Collaborated with company partners to develop and actualize private equity plans resulting in a sale at 9 times the initial value within 18 months.• Under a contractual one-year deadline, led the Sage infrastructure team to build ground up including networks, VOIP, ticketing system, and collocating new Microsoft stack technology to enable the install of a new end to end manufacturing ERP system across all Sage offices and plants.• Selected a Microsoft SQL ERP platform enabling easy access to data through a low budget business intelligence implementation; produced $8-$12M in manufacturing savings through ERP system enhancements while managing the ongoing IT administrative budget at below 2% of overall sales. • Created strategic IT acquisition plans to advance company's mission and objectives and promote revenue, profitability, and growth; developed long-range plans for business growth, resulting in 30% increase in sales within 4 years.

• Orchestrated systems development and project management responsibilities for a large claims processing team (seven directors/development managers, 50+ associates and 30+ offshore developers); managed an administrative budget of $15M; engaged in interdepartmental coordination to improve business transactions through data analysis and implementation of lean strategies.• Re-aligned team to deliver higher quality code at a higher rate of productivity; effectively reduced production defects by 9% and added an additional 100+ hours weekly to dedicate to code delivery vs. support.• Served as primary interface between executive management and IT, communicating proposed implementations of new systems and current system upgrades; directed team to re-engineer the 'Summary Check' application reducing daily processing time by 30%.• Leveraged prescribed quality management tools such as requirements reviews, code review, impact analyses, and scripted quality assurance testing to support updates.

• Responsible for a global development team of over 100 associates (six development managers, 90+ associates, 30+ offshore developers/consultants) as well as third-party vendors; successfully managed a $15M administrative budget with additional projects ranging from $11M to $120M per project.• Consolidated seven independent companies' supply chain systems into one unified enterprise system, including aquisitions, using the 'best of breed' approach aimed at streamlining business processes across all Ahold companies; reduced support budget by 20% and achieved at least 60% in IT cost savings while maintaining customized front-end for end-users and customers. • Integrated multiple vendor packages across various technology platforms using state of the art interfacing software.• Assisted with driving strategy through construction and implementation of new Freetown Distribution Facility targeted to enhance inventory management, automate crane selection and transportation routing.• Successfully implemented a standardized warehouse management system, purchasing system, and billing system across all Ahold warehouses; increased workflow efficiency by 29% which significantly boosted staff productivity.