VICE PRESIDENT, IT INFRASTRUCTURE, SUPPLY CHAIN Company MASON OH
3/2011 - PRESENT
Role serves the CIO function of a privately held global enterprise just exiting their start-up phase. Hired to establish a professional IT organization on a shared services model. Staff includes: developers, server and network engineers, DBAs and desktop support. Responsibilities include: architecture and operations of infrastructure for Apex proprietary SaaS offerings, all back-office applications and infrastructure, custom development of web applications and systems integration, telecom and desktop services. Entities served: private equity investment, discrete and short run manufacturing, fabrication and professional services.
• Within first three months of hire: rolled out Salesforce.com Service Cloud for customer support, hired key staff, established Service Desk process for internal needs, established IT purchasing process and technology evaluation standards
• Enhanced SaaS infrastructure and identified opportunities to tune proprietary J2EE application performance to make better use of hardware and application server capacity. Resolved application problem that had caused significant system downtime. Brought application availability stats to 99.97% within 9 months.
• Supporting R&D group through introduction of new Java and web frameworks and protocols such as Ruby and Heroku
• Leading overhaul of all public web applications so they are mobile device neutral and leverage Salesforce functionality.
• Renegotiated licensing for database and application servers during compliance review and gained considerable savings
• Responsible for all system compliance (HIPAA, CoN, PCI)
• Manage overall IT/technology budget of $15mil.
• Teach time management and project management classes to organization
• Current projects: leading ERP initiative, introducing BYOD concept and mobile device security initiative, providing leadership for achieving DOD Certificate of Networthiness, data center migration to SAS 70 facility of SaaS environment
DIRECTOR, INTERNAL SYSTEMS AND SOLUTIONS DELIVERY,
IT Services Company HEBRON KY, 6/2006 TO 3/2010
CIO’s ‘go-to’ for issue resolution, customer and vendor relations.
Hired to reorganize internal systems and solutions teams during period of rapid corporate change at this $700mil Technology Services firm providing Field Services, Asset Management and Helpdesk. Staff of 20, including three managers.
• Focus on technical strategy for Pomeroy ERP, client engagements, enterprise data management, reporting and metrics, systems and data architecture including governance and portfolio management.
• Solutions architecture and RFP response
• Responsible for system compliance (SOX, PCI)
• Managed capital and internal systems budget of $3 mil significant input on overall IT budget of $10 mil.
• Established SDLC management process and architecture standards, introduced Agile programming methodologies and habituated use of change controls.
• Introduced internal project management standards and methodology.
• In 2008 established an enterprise reporting team, standardized format and distribution of customer facing reports.
Within first six months of joining Pomeroy I renegotiated support contracts for Siebel CRM, saving $250,000 a year. Within the first year and a half the process of portfolio review led to a 15% reduction of applications and hardware through savings in support and data center costs. To reduce support overhead on internal staff SaaS solutions VARStreet and Salesforce.com were implemented in 2008. This has allowed IT resources to focus on business critical, customer facing systems and custom integration.
Introduction of a standard architecture led to the following achievements:
• Set data integration strategy and selected appliance based approach. Savings of $250,000+ over stand-alone EAI methodologies and connector purchases.
• Standardized integration methodology reducing average custom integration time by 20%
• Minimum test standards for all system changes – defects dropped from 10% per total monthly changes to .02%
• Established agile development methodologies including paired programming and test driven development that improved quality and productivity of development team 25% over first year.
• Project on-time completion rate at 75%
• Standardized reporting and data governance standards
• Establish enterprise reporting department
• Establish SLAs for report and metric distribution
• Increased efficiency and faster response to client requirements and new business
ERP
• Manage personnel that support the legacy ERP, warehouse management, logistics, dispatch and productivity systems. Set technology roadmap and establish process and controls for these critical systems
• Set long-term strategy and architecture for HRIS and Financial IS services, systems and solutions
• Technical management and data governance for outsourced HR system (ADP Probusiness)
• Facilitate HR and FSS Change Control meetings. Facilitate analysis of process and systems to assist in defining scope of change
• Coordinate maintenance and change windows, and SLAs with Distribution Center and Service Depot
• Facilitate or participate in process improvement planning for Purchasing and Warehouse groups
• Technical lead for SAP implementation, technical liaison between business and external system integrator. Provide guidance to project management office and project administrators. Sit on Project Steering Committee
• Establish development guidelines for use of ABAP vs Java within Pomeroy SAP environment
• Coordinate selection of Basis administration outsource firm and implementation partners
• For SAP project set project phases, define limits for customization of FICO, Service Management, Logistics and HCM modules
• Define integration of SAP FICO with ADP payroll services for subcontractor and 1099 employees
• Define data governance standards
• Set basic change control guidelines for Financial Support Services (FSS) systems including legacy ERP (Astea D1), Siebel CRM, Vertex and FAS Encore for fixed assets
• Signatory on 10Q prework and 9(1) subcertification
• Work extensively with VP Finance and Controller on improvements in ERP processing times.
• Set roadmap for expanded use of EDI, Ariba, other B2B connectivity
SENIOR MANAGER IN THE OFFICE OF CORPORATE TECHNOLOGY
CONVERGYS CORPORATION, CINCINNATI OHIO HTTP://WWW.CONVERGYS.COM
Convergys is a global leader in business support (billing systems), customer care and HR services listed on the S&P 500. In 2006 the company revenues were $2.58 billion. Hired to establish the Collaborative Systems Development team and expand collaboration and process automation for the enterprise. In this role I introduced new rapid application development methodology leveraging agile techniques, which was new to corporation. I served as technical architect and led the team that created the Convergys Proprietary Web Publishing Tool (a proprietary XML transformation routine that creates a dynamic, personalized menu within a Domino container.) Set architecture and led teams that built self-service applications to front or enhance existing ERP system. Managerial duties included supervisory responsibility for a staff of 10 direct reports and variable contract resources. I had dotted line authority over seven infrastructure and administration team members supporting the intranet. Required to set and manage SLAs with Network Services Teams. Evaluate hardware performance and tuning for collaborative infrastructure. Managed capital/project budgets up to $2.8 mil and departmental budget. ($1.5mil) Served as overall expert for collaborative, workflow and system integration development and performance best practices. Received 2005 and 2006 company awards ‘Power of One’ Champion based on internal customers commendations for quality, integrity and customer service.
SR. MANAGER, SERVICE PLATFORM ENGINEERING, CONVERGYS, 1/2006 TO 6/2006
In addition to collaboration responsibilities took on wider architectural role. Responsibilities included definition of service platform architecture and evaluation of new technologies, third-party products and vendors. Identified new methodologies for evaluation and prototyping. Served as evangelist for new technologies and processes. Created high-level solutions designs. Prepared internal ‘white papers’ for technical teams. Wrote presentations for non-technical, senior IT staff on technical subjects for delivery to executive team.
• Managed IBM support relationship. Quarterly SLA reviews, yearly contract review
• Lead negotiator for license reconciliation negotiations with IBM and Microsoft
• Directed team assigned to improve collaboration platform performance (intranet, workflow and email). Analyzed administrative routines and processes and prepared instructions for remediation.
• Led initiative to evaluate internally developed project/timekeeping system for replacement with third-party project/portfolio management tools.
• Subject matter expert to Information Security team and Network Services in areas of Identity Management, provisioning and application security.
• High-level design for middleware layer to support long-term business intelligence plans.
• Evangelist for test-first and agile programming methods.
• Led effort to evaluate and select on-line meeting and distance learning tools.
SR. MANAGER, COLLABORATIVE SYSTEMS, CONVERGYS, 4/12/1999 TO 1/2006
Was responsible for day-to-day management and long-term technical strategy for Convergys global portal. Served as Principal Architect for all collaboration and workflow development or purchase. Technical advisor to HR Globally and to the Employee Care business unit. Duties included workflow and process automation, integration with internal and customer HR and ERP systems, data integration, selection of third-party products and architecture of custom applications. Required to train in HIPAA, responsible for assuring compliance with HIPAA, SOX and internal and governmental privacy regulations.
In 2004 the Hackett group declared the Convergys Intranet and self-service HR tools to be ‘World-Class’. Self-service and Intranet saved $250,000 in printing costs in first 6 months of operation, $1mill savings in first year. Other duties included coordination of usability studies, content and communications strategy consulting. Provided technical leadership through coordination of cross-functional teams to extend and enhance intranet and automation. Provided on-going consulting to HRIS as systems are extended globally. Subject matter expert to Information Security and Network Services in areas of Identity Management, provisioning. Served as internal expert consultant on application evaluations. Other responsibilities included consultation on new media procedures, strategies, and resources. (Wiki, social networking) Provided on-going collaborative computing strategy for corporation. Set development guidelines, standards and processes for all corporate web development.
Technical Highlights at Convergys:
Initiated project to combine employee demographic data from multiple HRIS systems into single store. Principal architect of solution that automates creation of permission and distribution groups from HR demographics. This solution support CVG globally, and provides personalization and security for Intranet and other systems using the Collaborative Systems Directory Services. “Group Builder” process provides updated groups based on a nightly feed from the HR system. Subsequent modification of group update to accommodate global workforce – allowing updates to follow the sun will use XML syntax from data warehouse.
Architect for method to combine data from legacy VSAM HR system with Oracle data for display on intranet self-service. Used XSLT transformation from intermediary data store. This allowed for early deployment of limited self-service to employees to meet critical business and financial goals.
Technical architect for application that created a ticket via a web form in a back end legacy trouble reporting system. Submit of web form activates STRUTS framework servlet that gathers field information, matches against active staff, populates legacy system and activates ticket system.
The Convergys Intranet Portal features self-service password reset, 3 strikes- lockout and challenge questions. ( built in a period of 3 months, Required manipulation of Domino C API through DIIOP.) I served as principal architect, and brokered agreements with HR and Legal to permit implementation. This project required facilitation of competing groups, guiding them to recognition of common interests and best long-term outcome.
Invited to join group established to create global information security policies, served the executive policy committee as a technical expert until leaving the company
In 2002, after consolidation of HRIS Systems to PeopleSoft, planned and launched first instance of LDAP and directory services at Convergys using Domino Directory. Based on availability of Directory Services identified solution to create all accounts for Collaborative Systems Applications and LDAP directory from HRIS system through automation of hires, transfers and terminations feeds from PeopleSoft. Was system architect and project manager for team that built account provisioning solution. Solution extended to Active Directory supporting LAN/WAN log-in.
Architect of sign-on integration with PeopleSoft, defined custom solution combining Tiny Encryption Algorithm, AES (Rijdael) algorithm, Java servlets and javascript headers to limit presentation of PeopleSoft eApps to specific pages without modifying People Code.
Principal architect of standard redirect routines designed to integrate non-LDAP compliant and legacy systems into Intranet sign-on. This includes connectivity with local United Way ePledge and Fine Arts Fund (.Net app), as well as vendor systems such as Carlson Travel’s on-line booking and other internal systems. Routines are servlet or script based. Identified methodology to create ephemeral credential string off server session token that strengthens AES algorithm. Other custom sign-on integration projects involved integration of internal niche productivity application written in .Net with Intranet log-in and personalization.
In 2003 25% of my time spent on enterprise project to write drafts of global provisioning processes for all CVG systems, as well as write recommendations for selection of enterprise Identity Management and Password Federation tools.
2004 – 2006: provisioning processes drafted in 2003 socialized with HR, Legal and other departments. In late 2005 project began to extend provisioning automation architecture established for Collaborative Systems to other systems, including physical security (key cards).
2004 - 2005 defined requirements, architecture and high-level component design for Java-based, platform neutral notification system. This system uses EJBs, servlets, XML and spider bots to collect and sort system messages, messages from internal service support personnel and user defined subscription queries so they can be displayed in a single window within the personal pages of the intranet.
Completed 2005 initiative to further consolidate niche intranets, reduced costs $800,000 a year.
SENIOR CONSULTANT XEROX CONNECT, 3/98 TO 4/1999
Primary functions: Solutions architect and lead developer for automation, groupware and collaboration projects. Focus on systems integration and business process re-engineering. Project management. Focus on usability. Provide technical support for sales efforts. Offer troubleshooting support for other staff. Mentor junior staff. Serve as in-house consultant for other staff in areas of business process engineering, information technologies, technical communications, change management and usability testing.
Main Projects: Project leader and lead developer for vendor workflow application at Kroger Corporation. Consultation and lead developer for implementation of employee, vendor, student/parent self-service applications for large urban school district. Led implementation of Domino on AS/400. Self-service application consultation/development for Allen and Bradley, a division of Rockwell International.
New Media Consultant and Content Designer, Technology Solutions/On-line Group MYCOM Enterprises, Cincinnati OH 5/96 to 1/98
• Identified Notes/Domino opportunities at MYCOM’s major client Proctor and Gamble. Sold $750,000 worth of collaboration and web project business in four month time span.
• For client Proctor and Gamble led team that established global HP UNIX SOE. Wrote Lotus Notes security plan for global email deployment. Lead developer on Domino intranet and workflow applications in support of Global Change Management Strategy. Led human factors assessment of Problem Management Tool.
• Intranet design consultation for AMOCO
Director of Creative and Internet Services, Partners Marketing Communications, Cincinnati OH 8/95 - 4/96 Responsibilities included: strategic planning, project management and new business development. Web design and development (Linux, html and Javascript)
Independent Consultant, DBA THE WRITE HAND (7/90 to 7/95)
Providing: Quantitative and qualitative market analysis and reports. Electronic publishing and color processing system implementation and training. Web design and development (Linux, html and Javascript)
EDUCATION & TRAINING
M.A. Program, The Pennsylvania State University – Instructor of public speaking and required communications courses for Department of Communications and Speech Science
BA, Northern Illinois University |