As Information Technology Director held the top IT position in three permanent and two interim positions, for a total of 20 years experience transitioning IT departments.  Implemented program governance and controls so that all IT initiatives adhered to, and delivered on, their business case. Implemented IT service delivery processes to meet and exceed SLAs.  Key differentiator is business background (MBA) building strong bridges between IT and the business users/customers.

Engagements

Information Technology Director (interim), Apex consulting (2012-Present)

Helping clients to define system requirements and design and implement new systems architectures to improve business outcomes.

  • Leverage IT technology to gain strategic advantage in the marketplace
  • Building organizational consensus around IT goals and objectives

Information Technology Director, L-3 Communications S&DS (2006-2012)

Global manufacturing company who’s continued growth was being stifled by inadequate IT systems.  Worked with all levels of the organization to define system requirements and build consensus behind a five year IT plan which included: the implementation of a new cloud IT architecture, new intranet and extranet applications,a new CRM system, a mobile service application and the introduction of an agile development methodology, resulting in:

  • Increased system security to meet DOD standards, while opening systems to business partners and customers, allowing for faster communication and shorter product design times
  • Improved SLA compliance by reducing potential down time to 15 minutes, resulting in reduced penalties
  • Improved customer responsiveness and improved efficiency with a new mobile platform further reducing SLA penalties
  • Improved customer service levels with a Siebel CRM implementation and web service integration to Legacy systems

Company continued to grow and improve profitability from breakeven to 15+%.

Information Technology Director (interim), Global Health Council, VisualCalc (2002-2006)

The Global Health Council needed to improve its efficiency after losing its Federal funding.  I Assisted the Council in defining their business objectives and developing an IT strategy to support it.  VisualCalc need a development architecture that unified its geographically diverse developers.  I worked with the software development team to implement a multi-site collaborative software development with the creation of a virtual private network and the establishment of system security and source code control.

Information Technology Director, Powercell Inc. (1999-2002)

Powercell was a rapidly growing international company with limited capital that needed consolidated information worldwide.  Defined corporate objectives and built consensus around an IT plan that Utilized a combination of internal and SaaS systems to keep Capital Expenditure to a minimum while providing a tier one ERP system (Oracle) accessibility across the globe for this rapidly growing company. 

  • Saved a potential capital outlay of $330,000 and reduced the time to implementation by five months through outsourcing
  • Improved operational efficiencies by 20% by optimizing business processes through a new (Oracle) ERP system

Information Technology Director Europe, Thomas & Betts Europe (1996-99)

Thomas & Betts’ acquisition of Augat led to multiple redundant IT systems and conflicting IT strategies across Europe.  I Assisted European management in developing a unified set of business objectives and a resulting systems Architecture that merged the information systems of Thomas & Betts, Augat and two additional acquisitions into one consolidated European system. 

  • Reduced Customer service costs by 65% by the consolidation of multiple call centers into one multi-lingual, multi-product call center
  • Reduced the accounting close cycle from three weeks to three days through the adoption of managerial and statutory accounts and multi-currency support
    Consolidated 5 IT departments across multiple acquisitions and multiple cultures into one diverse yet unified department

Business Operations Systems Manager, Augat Inc (1992-1996)

To leverage application development across three separate divisions Created core IT Services which designed, coded, tested and implemented single software solutions for global business problems.

  • Consolidated and improved production reporting accuracy, plant production planning and management control in eight plants in four countries through the implementation of a global ERP system
  • Assisted Sales Managers reach their goals through the implementation of a business intelligence system which provided customized sales reports on demand
  • Reduced application system problems from two per week to one per month through the implementation of a complete life-cycle methodology, peer review process, and an application testing methodology
  • Improved finished goods inventory accuracy from 90% to 98% and production reporting accuracy from 87% to 96% through the implementation of a bar-code system

Manufacturing Systems Manager, Augat Inc (1989-1992)

I managed the reduction of IT spending by 50% without reducing staff by migrating from a mainframe environment to a midrange environment, delivered additional savings through the standardization of systems across the organization. 

Senior Consultant, Price Waterhouse (1985-1989)

Consultant providing systems implementation, development management, and strategic advice to a variety of private companies and public instituting: Bureau of Engraving and Printing, AMF Bowling, and Litton Laser Systems. 

Systems Analyst, Data General (1983-1985)

Designed, developed and implemented manufacturing information systems: developed a custom bill of materials database, worked on inventory applications, provided users with day-to-day support.

Education

Boston University, Boston, MA

MBA: Concentration in Management Information Systems

BA: Liberal Arts

Certification: American Production and Inventory Control Society, Washington, DC
Certified in Production and Inventory Management (CPIM)