Senior IT Leader: Information Security / System Development / Technical Infrastructure
A certified Project Management Professional with a record of success in initiating and restructuring multi-million dollar IT projects and service organizations, expanding the project management competency, improving processes and reducing expenses. Experience includes managing Information Services including technical infrastructure development & implementation, system development, business intelligence and computer security assurance.
$9B MANUFACTURER
1988 - Present
Career Summary: Joined $9B Manufacturer as a Systems Analyst and progressed through various leadership roles to manage all aspects of information technology. Throughout, I've also gained an "end-to-end" understanding of the logistics process. My greatest successes have come from leveraging my project management skills to execute strategy as most recently demonstrated by delivery of the Information Security Transformation.
Senior IT Leader (April 2012 - Present)
Computer Security
As a Senior IT Supervisor, I have global responsibility for managing a $MM Computer Security Assurance organization. The scope of this work includes vulnerability management and endpoint security. Staff is comprised of 15+ geographically dispersed and multi-disciplined team members including management employees, security consultants, resident experts and remote product specialists. Responsibilities also include managing vendor relationships.
* Introducing Organizational Project Management. Aligned strategic goals with projects and prioritized initiatives in collaboration with various IT organizations including infrastructure and information security service providers. Leading in employing use of Earned Value Project Management for the purpose of planning and controlling multi-generational project work involving cross-functional teams.
* Delivering the Information Security Transformation. Leveraged IT leadership to grow and develop team of high-performance analysts and project managers. Rescued five projects and delivered improved data encryption and threat management solutions in 2012. Launched 18 Information Security Transformation projects in 2013. Seven additional projects are currently in-flight and progressing as planned for delivery in 2014. Key project deliverables and accomplishments include:
- Identified, selected and prioritized projects aligned with strategic goals in collaboration with various IT organizations including infrastructure and information security service providers.
- Staffed and tracked projects sufficient to realize a fourfold increase in malware detection; protect personally identifiable information and other sensitive data; and notably expand the breadth of vulnerability management and scanning services.
- Led deployment of Earned Value Project Management for the purpose of planning and controlling multi-generational project work involving cross-functional teams.
- Achieved and exceeded objectives measured by IT Security Metrics (antivirus, encryption).
Senior IT Leader (April 2005 - April 2012)
Marketing & Product Support Systems
Since April 2005 my responsibilities steadily increased as an IT supervisor responsible for teams dedicated to addressing the IT needs of both external dealers and internal customers. Systems under management included approximately 50 corporate systems and business intelligence solutions. My responsibilities were later expanded to include a suite of financially significant pricing and CRM applications. Staff included 19 management employees and 15 third party consultants operating in a matrix environment.
* Sponsored $MM Parts Pricing Implementation program. The initial phase of this multi-year program included implementing an enhanced Service Analytics and Pricing Optimization solution. This work entailed integrating an off-the-shelf solution with proprietary systems via 100+ data interfaces. This solution enabled the realization of an $850K value proposition in 2011 attributable to the increased frequency and quality of ongoing parts pricing reviews.
* Sponsored $MM MS Dynamics CRM Implementation project supporting upwards of 2,000 worldwide dealer customers and 1,000 internal users. This CRM solution has enabled the company to better leverage a long term strategic supplier relationship and reduce ongoing maintenance fees. Approximately 200,000 MS CRM service requests were processed while doubling the user population in 2011.
* Established a Salesforce.com Competency Center in support of deploying sales and service cloud solutions on behalf of 1,200 users spanning 14 business units. Staffed this function within six months despite budget constraints by retooling management staff and selectively outsourcing support for existing systems.
* Championed PMO processes and tools. Pioneered use of Primavera at Dealer Distribution Systems, including Earned Value Project Management. Introduced the Organizational Project Management Maturity Model (OPM3) as a Subject Matter Expert on a team commissioned to expand PMO capabilities in support of an ERP system implementation.
Senior IT Leader (April 2003 - April 2005)
Dealer Business Systems
In an effort to better leverage resources, senior management introduced a matrix organizational structure in April 2003. Given my track record, I was challenged to establish and lead a dedicated Project Management (PM) organization. Programs under management included the dealer business systems and business intelligence solutions. Directed, coached, and mentored two program managers and their 15+ member project management staffs. Managed an $11M business plan, and led strategic planning for project management.
* Led definition of the desired state of the PM organization, including the structure, culture, processes, and personnel profiles. Positioned the PM organization as "integrators" responsible for managing projects within a matrix organizational structure. Assigned supervisory responsibility to program managers for coaching project managers and created comprehensive job descriptions.
* Initiated and led efforts to develop and deploy a Common Development Framework (CDF) by integrating Six Sigma with PMBOK fundamentals. The CDF has since been deployed to 100+ knowledge workers within and outside the division, and serves as a single safe source for "best practices," templates, checklists, and guidelines. The CDF was recognized by senior leadership as a tool set that supports our vision to create exceptional customer value through common global processes and systems leadership.
* Introduced a customized PMI (Project Management Institute) certification training curriculum, partnering with a third party vendor. The company has since extended this offering to the greater IT community. An estimated 100+ staff have enrolled in the program since its inception in 2003, with several earning their Project Management Professional (PMP) credential.
* Introduced the concept of Project Portfolio Management to select, prioritize, staff, and track project work to achieve strategic business objectives. While the Project Management function focused on "doing work right," portfolio management was concerned with "doing the right work." The Project Management function was consolidated with the existing PMO to address this need.
Senior IT Leader (February 2000 - April 2003)
Third Party Logistics
Managed a $4M+ provider of enterprise data warehousing solutions and a staff of 20+ IT professionals. Our services included data warehouse management and business intelligence tool support. My responsibilities were later expanded to include analytical application development and support. Our customer base included an estimated 7,000 employees.
* We "projectized" the organization in 2001 in response to customer demand far exceeding our capacity. Used flexible staffing to accommodate $200K in unplanned development work, reducing annual costs by an estimated $150K.
* Led team in performing a functional analysis of our organization in 2000. Consolidated common support services with peer enterprise providers, achieving annual cost savings of more than $300K.
Systems Supervisor (December 1997 - February 2000)
Corporate Information Services
In December, 1997, I accepted a challenge posed by the Parts Division's Director of IT to lead a $4 million technical infrastructure development and implementation organization, with responsibility for 20+ IT professionals. Our scope of work included campus network and e-mail management. In June 1998, my responsibilities were expanded to include desktop management services. Our customers numbered around 2,000, including 4 business units.
* Led team in renovating the campus infrastructure, including 1,700 PCs (115 different models and 49 supported software titles), in preparation for Year 2000. Based upon feedback from 323 surveys, customer satisfaction rated 9 of 10.
* Partnered with peers to facilitate investment in a $2.7M ATM campus backbone upgrade and subsequently supervised its implementation. Our scope of work included approximately 4,000 network devices spanning the campus network. We pioneered use of this technology at $5B Manufacturer.
* Pioneered and led implementation of a $200K commercial networking monitoring service, and secured senior management investment in the project, including a $2M tool set. These monitoring, alarming, and reporting services represented an enterprise prototype.
Senior Inventory Manager (August 1994 - December 1997)
Accepted the challenge to manage a $75.7M parts inventory as one of three inventory managers responsible for the company's key client account relationship. Managed material at 7 warehouses in three countries. We consistently exceeded contractual service and inventory objectives.
* Reengineered use of Business Intelligence (BI) tool technology to reduce user-programming costs associated with managing our account. Subsequently enlisted management support, and I led a team of my peers in replicating process improvements throughout the enterprise. Our efforts resulted in a $1.5M cost avoidance. The average annual cost per user was reduced 43% (from $30K in 1995 to $13K in 2000).
* Won a divisional Annual Quality Improvement (AQI) award for this project in 1998, and the project team was nominated for the Corporate AQI award that same year.
Application Analyst (November 1990 - August 1994)
Promoted to Application Analyst due to my familiarity with manufacturing planning technology and my prior process simulation experience. Our team was commissioned to develop and support a manufacturing process planning application. This system was used to create and maintain manufacturing plans describing resource requirements for building machines. It was deployed to 2000+ users at 10+ manufacturing facilities worldwide.
* Led a $71K project to download data from manufacturing plans into a PC-based manufacturing simulator to expedite the process of building simulation models. Enlisted management support, with projected annual savings of $195K.
* Led a work group in designing a project tracking system that was used to manage the development and distribution of new software releases, as a member of a Continuous Process Improvement (CPI) team. Results: consecutive error-free releases and equivalent estimated annual savings of $55K.
* Won a divisional Annual Quality Improvement (AQI) award for this project, and our CPI team was nominated for the Corporate AQI award in 1995.
Systems Analyst (March 1988 - November 1990)
As a rookie analyst, I supported and coordinated the efforts of process simulation modelers at 10+ manufacturing facilities as the Corporate Simulation User Representative. We subsequently opted to enlist commercial vendor support to perform the same services for less cost. I managed the ensuing transition.
EDUCATION
* Management for the 21st Century Executive Certificate Program, Bradley University, 2007
* Information Technology Infrastructure Library Foundation Certificate, ITIL, 2007
* P. M. P. - Project Management Professional, Project Management Institute, 2001
* M. S. I. E. - Industrial Engineering, Bradley University, 1997
* B. S. E. - Industrial and Systems Engineering, University of Michigan, 1987 |
