Oversaw directors of IT development, operations, security, quality control/change management, facilities, networking as well as real estate senior manager, 207 employees, 260 contractors, with budgets of $104,000,000. Built IT department to support acquisition of Verizon landline services in Vermont, Maine, New Hampshire, covering 1,700,000 subscribers. Led technology activities, data recovery and business continuity planning, regulatory compliance, technology outsourcing, vendor relationship management, contract negotiation, property build outs, data centers, redesigning/redeploying key applications, cost savings.
> Implemented a best of breed IT department based on a Lean approach to development and utilizing the tool kit from ITIL and CoBIT as the building blocks of the Methods and Procedures process.
> Spearheaded implementation of two stage development process to option benefits of small reactive internal development staff while optimizing use of structured outsourcing plan for more complex projects.
> Designed, developed, and deployed new back offices systems to support the acquisition of the landmine services for the states of Vermont, New Hampshire, and Maine. Prior systems used 368 applications to support the business model and the new lean approach uses 74 applications and less than a fifth of the infrastructure.
> Built scalable application platform for seamless integration of new acquisitions and painless migration methodology for importing data into common system platform.
> Saved company $123,000,000 renegotiating contracts around reverse ramp reducing cost so that as the company grew unit cost goes down and cost of acquisition was controlled during initial growth phase.
> Championed IT business partner integration into major business units to generate business enhancing tools/applications to support business growth and to bring IT more in sync with the needs of the business.
> Reorganized acquired business network to point to three company Lattis points/deployed network monitoring platform to manage customer interaction.
> Developed a PMP methodology to support the IT department initially and once established pushed the practice out into the business to generate a more methodical approach to all company projects and endeavors. Used PMP process to generate a Cost of acquisition model for each project and an ROI model to allow the company to make educated decisions on what projects were business drivers.
> Authored and executed disaster recovery methodology using test/development systems as basic building blocks of plan, saving $94,000,000 over ten years.
> Designed and implemented a holistic dashboard for matrix management which allowed for real time drilldown into performance indicators to identify root cause of positive and negative indicators.
> Designed plan for migrating 3500 employees and data from 300+ applications into exiting company systems over a six day period without disrupting any customer facing services.
> Implemented a skills evaluation process for the IT teams from the existing 18 companies and instituted a training program to help them move from the legacy application platforms to the new platforms.
> Designed and implemented the companyís Internet product line for resale to our hosted customers.

Managed nine direct reports, 115 employees, 93 contractors, with budget of $49,000,000. Spearheaded IT/telecommunications department and ensured best-of-class IT systems supporting millions of customers. Oversaw data recovery/business continuity planning, regulatory compliance, technology outsourcing, vendor relationship management, along with contract consolidation/ maximization, and new property build outs, including data centers, redesigning and redeploying key applications, cost savings, as well as career pathing. Drove design of IT strategies and built scalable technology platform to accommodate future growth. Defined technology development practices to eliminate ad hoc processes.
> Reinvented IT as a customer centric organization to become more in sync with the needs of the business and instituted a SDLC process to generate better quality deliverables from IT.
> Introduced Change Management and Quality Control to minimize the introduction of errors into the productions systems / applications. Curtailed system downtime from 73 days in 2003 to 23 hours in first year and less than two hours in second year.
> Contributed to $72,000,000 in total savings by renegotiating IT service and support contracts. Revamped procurement and contract processes for deployment across enterprise.
> Developed a career planning /training process for the IT staff to build the leaders of tomorrow internally instead of recruiting people from the outside.
> Delivered $7,000,000 savings in hardware/software costs with projections of $33,000,000 in return on investment over five year period by redeploying CRM solution, integrating scalable solution for seasonal based business model.
> Redesigned the customer portal to be more user friendly. Before redesign the portal accounted for 15% of the company business and within 2 years it accounted for more than 72% of the customer interactions.
> Authored and executed Disaster Recovery/Business Continuity program to maintain company activity during Hurricanes Katrina/Wilma, despite losing electricity as well as connectivity to two locations. Achieved zero customer downtime.
> Redeployed Oracle ERP to align better with business needs as the organization shifted from a wholesale model to a retail model. Slashed order transaction time from four hours to less than three minutes and eliminated 32 manual processes.
> Instituted a rigorous Change Management / Quality Control process that curtailed system downtime. Average downtime went from 73 days in 2003 to 23 hours in first year and less than two hours in second year.
> Developed a two stage approach to development that allowed for the addition of consultants to act as subject knowledge experts for new development process. Process required a mentoring transfer of knowledge to the internal staff for long term support.

Led senior managers of database tuning, telecom design, engineering support, technology enhancement, process improvement, network design, midrange design, Intel design, high-end design, POS enhancement, offshore support, 52 indirect reports, as well as 32 contractors, with budget of $93,000,000. Consolidated IT following merger of seven companies with unique system and application platform. Moved aggressively to lower IT costs. Directed profit and loss management, system consolidations, software and hardware migrations, disaster recovery/business continuity planning, engineering support, technology evaluations, contract negotiations, and staff mentoring.
> Architected three stage disaster recovery solution to realize the monumental business continuity insurance savings and $16,000,000 return on investment for stage one 12 months following implementation.
> Migrated from an ad-hoc development process to a reusable code model that allowed for faster deployment of code.
> Introduced IT Governance and established an IT Governance process that included both IT and business owners in the evaluation process for projects and to manage the resources in IT. The process was used to guarantee timely delivery of the project deliverables and to set reasonable expectations for what IT could deliver.
> Drove $21,000,000 savings by consolidating ERP and CRM applications to holistic platform, enabling cross-pollination between two robust enterprise applications as well as lowering vendor support costs.
> Designed and implemented the Web sites for several of the company brands (Victoria Secret, Express, Bath & Body Works). The sites were designed for presentation quality and to be easy for the customer to navigate. The sites account for 42% of the customer transactions and receive over 4 million hits on an average day.
> Selected PeopleSoft as HRIS system/deployed 170,000 employees, triggering $9,000,000 savings in first year.
> Generated $39,000,000 stock rotation cost savings by converting POS from nightly batch to active connection system. Enabled deployment of real time replenishment model to stores.
> Delivered $9,500,000 savings by lowering number of database administrators from 72 to 30 in 16 month time frame.
> Led acquisition/integration of three offshore companies as well as migrated systems to corporate infrastructure.
> Built companyís first N+1 scalable data center with emphasis on staged strategic growth.

Directed the managers of support, facilities, security, the directors of telecom, systems development, assistant vice presidents of Canadian systems support, development, Canadian development, as well as 184 IT professionals at 73 locations, with budget of $50,000,000. Accepted mandate to resolve infrastructure problems for dysfunctional global IT environment, created IT group, built scalable software solution, and formed cohesive technology organization among disparate global IT sectors. Led IT and business systems to support the company business model, with lower technology costs, accelerated performance, as well as consolidation/modernization.
> Chaired the project team that delivered Y2K compliance and built a project to test every applications and systems to identify potential issues. In the cases where there were concerns deployed a solution to mitigate the risk resulting in zero issues on the eve of 2000.
> Consolidated the five founding companies into a common system platform and migrated the existing data into a common database.
> Conducted due diligence and orchestrated acquisition of two companies, enabling business to expand product portfolio. Directed integration of companies into centralized IT infrastructure.
> Evaluated development platforms and implemented web based Oracle for ERP/financial functions, and CRM technology, triggering $3,000,000 in labor cost savings.
> Contained staffing costs by streamlining network support activities and upgrading IT back-office support systems.
> Presided over deployment of two fully redundant WANs with connectivity to multiple locations in core network to meet the needs of 4,000 national and 63 international locations.

Directed the managers of support, facilities, security, the directors of telecom, systems development, assistant vice presidents of Canadian systems support, development, Canadian development, as well as 184 IT professionals at 73 locations, with budget of $50,000,000. Accepted mandate to resolve infrastructure problems for dysfunctional global IT environment, created IT group, built scalable software solution, and formed cohesive technology organization among disparate global IT sectors. Led IT and business systems to support the company business model, with lower technology costs, accelerated performance, as well as consolidation/modernization.
> Chaired the project team that delivered Y2K compliance and built a project to test every applications and systems to identify potential issues. In the cases where there were concerns deployed a solution to mitigate the risk resulting in zero issues on the eve of 2000.
> Consolidated the five founding companies into a common system platform and migrated the existing data into a common database.
> Conducted due diligence and orchestrated acquisition of two companies, enabling business to expand product portfolio. Directed integration of companies into centralized IT infrastructure.
> Evaluated development platforms and implemented web based Oracle for ERP/financial functions, and CRM technology, triggering $3,000,000 in labor cost savings.
> Contained staffing costs by streamlining network support activities and upgrading IT back-office support systems.
> Presided over deployment of two fully redundant WANs with connectivity to multiple locations in core network to meet the needs of 4,000 national and 63 international locations.

Established global WAN system featuring rich disaster recovery program and linked to concurrent operations in global time zones, saving $170,000,000 during first World Trade Center bombing. Delivered $9,000,000 in annual savings by integrating voice and data networking as well as global local dial tone access private lines circuits. Identified a potential market for an internally developed application, marketed it to external customers, and built third largest profit center in company, delivering $36,000,000.

Major in Electrical Engineering and Computer Science

Majored in Computer Science