SUMMARY

• Versatile, results - driven CTO / Delivery Executive with 20+ years building and aligning global Business and IT organizations with key objectives to achieve dramatic bottom-line results. Strong background in team building, mission focus and improving delivery capability.
• Natural management style, integrating “best practices” with staff talents to create a world-class, high-energy workforce. Led organizations with up to 275 associates. Extensive offshore management in captive and outsourced development organizations.
• Strong Organizational Change Management experience. Provided delivery of numerous solutions to improve operational productivity through teh introduction of new technologies, systems, methods and controls. Excellent development of technical roadmaps to match business planning. Strong communication planning, training plan development and post implementation management of change.
• Extensive Business Process Management design, development and implementation. Excellent ability to lead organizations through process re-engineering. Excellent back ground in Business Process management (BPM) design and implementation. Strong Business / IT process improvement experience.
• Excellent architectural background covering Business and IT processes, software, hardware, data, and network. Comprehensive knowledge of business, systems, infrastructure and enterprise software to translate business requirements into reliable cost TEMPeffective systems solutions. Strong business / customer / IT alignment experience.
• Strong architecture and development background covering financial systems, brokerage systems, market data, bank operations, Web based systems and others. Teh ability to construct highly scalable environments. Excellent SOA background. Extensive ERP implementation and / or integration covering Oracle, Lawson and SAP.
• Excellent background in various agile practices such as Agile, SAFe, Scrum, Kanban and others. Strong experience in modeling proper development models.
• Extensive experience in building scalable, high volume, continuous operation systems. Strong BCP, DR covering all platform types mainframe, UNIX and desktop. Strong technical background covering architecture, software development, operations, security, data, DR / BCP and other IT disciplines.
• Create and align Business and IT strategy, architectural roadmap and vision. Enable IT responsiveness to support critical corporate initiatives. Provide guidance in addressing regulatory requirements and frameworks Dodd / Frank, CCAR testing, Volcker Rule, FINRA, XBRL, HIPAA, SOX, BASEL II, COBIT and others.
• Excellent Product Management experience. me has led Product Management functions for various products and companies including IBM, Confidential, Check Performance and others. Excellent ability to run user seminars, discovery and product prioritization and backlog prioritization across large and small products. Excellent cloud / Saas product management.
• Strong eCommerce background. Extensive CRM and multi-channel customer management. Scalable to transactions in teh billions and supporting millions of users. Supporting both large enterprise and start up organizations.
• Expertise leading $MM initiatives, and designing high-transaction, high-availability continuous operations systems. High volume, continuous operations background. Creation of architectural layers, error trapping and monitoring, various uptime / redundancy solutions, ITIL, SOA, web services, RUP, Agile, Xtreme, and Scrum. Strong COTS and custom system development management.
• Excellent understanding of data processes and controls. Strong market data and reference data for trading applications. Expertise in Instrument, Client, Book and Product data. Strong customer on boarding and data conversion processes.
• Excellent experience in Market and Credit Risk programs. Comprehensive Capital Control Reviews (CCAR).
• Design, implementation and support of low latency, high transaction systems - trading platforms, market data, check processing, image processing, payments, transaction processing, web. Other areas of expertise document management, middleware, infrastructure management, data management.

PROFESSIONAL EXPERIENCE

Confidential, New York, NY

CTO / Technical Consulting / Product Management & Development

Responsibilities:

• CTO providing strategy consulting, development methodologies, process reengineering, program / project management and architectural design for various customers.
• Guide CIOs / CTOs and other senior management in adopting new technologies, improvements to IT governance, establishing architectural roadmaps and improving project pipeline delivery. Provide Program Management and Architectural guidance for multiple customers. Help guide organizations in improving processes, improve delivery capability adopt new technologies and improve existing technology assets. Strong SOA and centralized service knowledge.
• Lead transitions to new development methodologies such as Scrum / Agile to improve development capability. Provide strategic input on proper development models outsourced, captive data center development and others. Provide guidance for new system paradigms such as SAAS, web services. Strong Disaster Recovery (DR) and Business Continuity Planning (BCP).
• Supported internal and external sales. Responsible for providing pre- and post sales processing, on boarding of customers.
• Strong Product management on our suite of products for HR and web monitoring. Establish release schedules, enhancement prioritization, manage user requests and improvements to a wide range of products.
• Led teh Program to replace JP Morgan Chase current operational risk platform. Identified how to approach development for teh key streams in teh program including system development, data migration, feeds migration and decommissioning. Established an Agile development approach based on a series of one month sprints.
• Assisted in building teh team, hiring key personnel and building on shore and off shore capabilities. Established roles and responsibilities within a new development team and PMO. Led teh development work stream establishing teh approach, scope, method of operation for a multi-team development organization. Established a group of Business Analysts to work with teh business to validate requirements, build Use Cases and communicate to teh technical team. Led teh Business Unit re-architecting necessary to support teh changed Business / IT process.
• Led teh re-architecting of teh Technical Units to support new Engagement Model. Delivered an organizational RACI matrix to identify future states roles, responsibilities and processes. Tracked migration of teh organization to teh new engagement model. Created training materials and training plan to ensure a high level of quality delivery in teh future state model.
• Directed teh build out of teh development, DIT, SIT and QA environments along with teh infrastructure group. Hired a deployment / release manager and together we established teh processes for deployment.
• Established with QA teh processes for supporting testing, defect triage and addressing defects or technical debt. Created process for evaluating project backlog. Established processes for communicating program status to senior management and stakeholders within teh Risk organization.
• Assisted teh Program dat was leading CCAR testing to establish teh proper program approach, validate teh testing, capture any missing issues and / or controls for retesting. Validated processes and controls were adequate in Credit, Market, operational and Compliance areas. Set up projects in Clarity.
• Created standardized business processes for Assessment editing, updating and approval. Led implementation of BPM and ODM to support these processes. Worked with Enterprise Architecture to establish proper implementation patterns.
• Created a single source Data Warehouse for both Operational Risk groups and teh Control Room so dat there was no longer any need to “pass” data downstream. dis significantly shortened end to end processing times and eliminated a significant number of data issues across Corporate Risk. Established processes to identify and validate Critical Data Elements (CDEs) as they move through various Risk systems.
• Coordinated testing efforts across Basel III, Dodd Frank and CCAR so dat tests were more efficient, issues were addressed quicker and more completely. Eliminated duplicate efforts in testing and remediation across teh programs.

Confidential

Strategic Program Manager

Responsibilities:

• Led teh development of a Business and IT Digital Strategy to halp a multi-billion dollar software company support their products via teh web. Replace teh current point solutions with an integrated process dat is customer and partner centric. Integrate teh solution to teh existing IT infrastructure especially SAP, CPQ (quotes), IBM BPM and entitlements management systems.
• Develop requirements based around an Inside Out View of teh company and an Outside In View. Lead interviews with Senior Management (CEO, CIO, CFO), product development (General Managers and Product Managers) and relevant support personnel (Renewals, Entitlements, Customer Support, etc.) plus key Partners and Customers. Set up projects in Clarity.
• Led teh Business Operations team to develop teh operational model web sales, support and fulfillment in house for teh first time. Led discovery sessions to identify current state, determine future state and build a transitional organizational and technical map to deliver future state for teh organization.
• Led teh re-architecting of teh Business Units to support new Operating Model. Delivered an organizational RACI matrix to identify future states roles, responsibilities and processes. Created training materials and training plan to ensure a high level of quality delivery in teh future state model.
• Developed a plan to track teh success of organizational change and reward systems for change adoption.
• Develop relevant Personas, journey maps and customer engagement policies.
• Develop Product Roadmaps to identify teh needs of each individual product, their timeline to be on teh web and what capabilities they will need to support them.
• Address business process deficiencies, identify temporary solutions and implement end to end scalable systems within teh business and within IT.
• Created organization wide communication plans and strategy sessions to inform teh organization of future changes and impacts on various departments.
• Build an IT Roadmap and product on boarding program to ensure dat needed IT capabilities are available as products are ready to be deployed to teh web platform.
• Create teh architectural approach for teh integration layer to all downstream systems including SAP, CPQ and other support systems.
• Build a platform where previous legacy products can be sold or downloaded via teh web. Build a pipeline for products to move from legacy to Saas based / cloud based delivery.
• Created standardized business processes for Assessment editing, updating and approval. Led implementation of BPM and ODM to support these processes. Worked with Enterprise Architecture to establish proper implementation patterns.
• $15 Million dollar budget. Directed 15 resources.

Confidential

PMO Consultant

Responsibilities:

• Deliver by end of year a review of teh current IT organization, requirements process, development paradigm, testing processes and deployment for one of teh Confidential platforms. Goals are to improve development, increase development velocity, “right size” development process, recommend architectural changes and reduce issues throughout teh SDLC life cycle.
• Led teh re-architecting of teh Business Units to support changes to teh Operating Model. Delivered an organizational RACI matrix to identify future states roles, responsibilities and processes.
• Led a series of interviews with key personnel within teh 10 groups dat make up teh end to end development team from Product Management through deployment and support personnel.
• Reviewed existing development metrics, time lines, release cycles, issues, errors and deployment metrics.
• Implemented a Test Driven Development (TDD) paradigm. Improved business requirements gathering shortening development cycles and improving finished requirement.
• Led a number of Architectural reviews to understand failure points and complexities within teh current design. Evaluated inclusion of a packaged work flow product IBM BPM.
• Review OOM processes for best practices review.
• Identified 60 critical issues within teh SDLC and aggregated common issues into 11 recommendations which were reviewed with teh individual departments and Senior IT Management for implementation.
• $11 Million dollar budget. Directed 18 resources.

Confidential

Assistant to CIO for PMO review

Responsibilities:

• Deliver within 90 days a plan of action to teh CIO to make changes to their current PMO processes and procedures in order to improve throughput and increase reliability for their projects.
• Lead discussions with business and IT key stakeholders in IT and teh business to identify process issues. Look at both teh IT and business organizations to halp identify any organizational constraints.
• Review requirement processes, IT SDLC, QA practices and development paradigms. Review past projects and their delivery successes and failures. Review teh current PMO responsibilities and statuses of all projects in flight. Transition teh PMO from a waterfall process to a more Agile development paradigm.
• Led teh re-architecting of teh Business Units to support new Operating Model. Delivered an organizational RACI matrix to identify future states roles, responsibilities and processes. Created training materials and training plan to ensure a high level of quality delivery in teh future state model.
• Improved coding standards and coding approach for J2EE, PHP, Ajax, JavaScript.
• Improved Business Requirements gathering process. Implemented a Business Driven Development paradigm for teh web.
• Develop an improved process dat will increase project velocity, lower teh percentage of defective code, identify proper project tracking metrics and improve project reporting. Provide an overview of staff and staff capabilities to identify proper roles and personnel. Implement a quasi-Agile OOM paradigm for software development.
• Lead teh replacement of Sterling Commerce with Oracle OMS.
• Lead teh initial deployment of ATG for Confidential . Established proper coding practices, introduced ATG capabilities to various business units, built teh development and project plan. Established Java coding standards for teh team. Set up Exadata DB platforms and established proper support procedures.
• $7 million dollar budget. Directed 30 resources.

Confidential

Program Manager for Rogue Trading

Responsibilities:

• Responsible for managing teh project portfolio for Front Office Rogue Trading projects for Cancels, Lates and Amends (CAL) and Out of Hours (OOH) Processing. Program had fallen behind schedule and was not delivering. Implemented new Portfolio Risk methods. Needed to be completed by May to avoid penalties and sanctions.
• Organized CAL program into four work streams around delivery aspect to teh program - migration from old platform, completeness and accuracy of data, reporting and process improvements covering automating a highly manual process.
• Initiated project charter for OOH and led teh initial requirements gathering and building of an accepted taxonomy across all asset classes globally. Engaged a number of managing Directors and COOs to come up with a consistent methodology for identifying OOH terms, conditions and practices.
• Provide ability to meet regulatory requirements of FINRA, Dodd / Frank, Volcker Rule and Basel III. Ability to adhere to all compliance requirements and demonstrate a repeatable approach to all reporting processes.
• Provide updates and reporting for Credit Risk and Market Risk systems. Update reporting models to correct inaccuracies in reporting. Capital Analysis and preparation for CCAR testing.
• Re-architected processes in Treasury Services for cash vault processing, additional AML controls.
• Hired appropriate personnel to deliver program initiatives. Organized training for technical team to take over aspects of teh system supported in teh interim by operations personnel, delivered initial multi-year plan for delivery and supporting budget.
• Utilize Crystal Reports for trending and daily reporting.
• Designed and implemented IBM BPM 8 process flows. Led teh implementation of teh IBM product. Implemented Configuration Management (DDMA, DDMi, etc.)
• $27 Million dollar budget. Directed 45 resources.

Confidential

Portfolio Manager for Global Markets

Responsibilities:

• Responsible for managing teh Data Center / Infrastructure project portfolio for Global Markets and Banking for HP’s engagement at Confidential . Developed processes to improve HPs responsiveness to project development and implementation. Approximately 650+ projects per month globally.
• Rebuilt PMO organization to transition from an offshore to an onshore model to increase delivery quality. Replaced 32 PMs, hired 4 Program managers and aligned Program Managers to each functional area within teh investment bank.
• Worked with CIO Office, Senior Directors to align HP, Bank of America and Confidential to address processing gaps and issues created by our multiple, independent SDLCs. Eliminated duplicate processes and reviews. Decreased project prep time 37%. Decreased PM paperwork and overhead 27%.
• Developed PMO processes. Developed proper reporting for Project Managers, business stakeholders, Steering Committees and other interested stakeholders. Indentified proper metrics to measure teh delivery organizations TEMPeffectiveness in delivering business solutions. Hired and trained staff to run PMO. Increased customer satisfaction rating from 68% to 88% in first 6 months.
• Built NOC within a NOC to support GBAM operational impacts. Created and led change management and deployment group to ensure better implementations.
• Established proper procedures and managed escalations to ensure dat HP met teh customer’s needs. Established with customer proper governance Worked with teh NOC for monitoring and problem resolution improvements.
• Planned and led a number of Global workshops and summits for implementing new 10G network, replacement of Trader Turrets with new VOIP based systems and a common design pattern for all global low latency environments.
• Built global swat teams to support teh new delivery model. Personally managed projects in Trader Voice, Market Data, Reference Data Low Latency and Trading. Supported teh Americas, Europe and teh Pacific Rim.
• Supported all production Data Base instances including but not limited to Oracle 9,10g, 11g, 12c and Exadata, DB2, Sybase and others.
• Supported all departments associated with Confidential processing including trading, Trade Floor Management, Reference Library, Credit, Risk, Treasury and other departments. Supported all trading desks FX, domestic, fixed income, etc.
• Led process development for all customer on boarding. Faced off with all key stakeholders and set up implementations for FIX, Radianz, closed networks for dark pools and other connectivity. Troubleshoot connectivity across multiple data providers, telecom providers and infrastructure teams. Established swat teams responsible for on boarding
• Provide ability to meet regulatory requirements of Dodd / Frank and Basel III. Ability to adhere to all compliance requirements and demonstrate a repeatable approach to all processes and implementations of trading platforms and supporting services.
• Rebuilt Credit Risk infrastructure and processes to correct for inaccurate customer roll up and portfolio risk.
• Built out appropriate asset management processes for installed infrastructure. Built processes for procurement auditing, asset management for assets installed (universal Discovery). Implemented Configuration Management processes (DDMA, DDMi, etc.).
• Established proper DR / BCP planning for trade floors globally. dis involved not only system but logistical planning for offsite fail over.
• Transformed Merrill’s infrastructure capability by building out teh first large grid (25,000 servers), led move to 10 gig capability, standardizing low latency environments globally, deploying clouds (first internal and external)) and moved to VOIP for trader turrets.
• Responsible for managing over $200 MM in vendor contracts and auditing services and assets delivered. Sign off authority and responsibility to ensure services and assets delivered correctly or remediated.
• Identified KPIs, SLOs and SLAs for correct project delivery. Improved process to align HP and business to develop more efficient pipeline for delivery.
• Establish process for following all global trading compliance regulations.
• $150 Million dollar budget. Directed 105 resources.

Confidential

SME / CIO Advisor

Responsibilities:

• Worked directly with teh CIO to establishing a strategy to support a centralized data services environment for Market and Reference data for end to end trade flow. Provided plan to support a centralized data enrichment and correction process and procedures for updating and maintaining a data service supported by an offshore team. Led workshops with IT and business stake holders to develop overall global requirements, establish proper MDM and on boarding processes and schedules.
• Led teh coordination with teh Enterprise Architecture group to provide correct architectural patterns to support proper access methods for reference data. Establish proper architectural principals in data access. Identified tools and processes to build teh platform allowing multiple input sources, merge feeds, build proper work flows and identify issues.
• Transformed data update processes and BPM workflows to utilize one centralized data management group. Instituted daily update process, data tolerances, feed handling, vendor corrections, system notifications and management reporting. Utilized Tibco iProcess for workflow processing. Build update procedures for Instrument, Client, Book and Product reference data. Use of ETL tools for data corrections and additions. Built development operations capabilities to validate and implement any data corrections or additions.
• Established processes and procedures for supporting Oracle 11g and Exadata.
• Responsible for building a program pipeline to on board 500 applications accessing reference data services platform. Create proper reporting procedures for senior management and teh PMO. Implement ITIL for our overall project methodology.
• Identify candidates for conversion to teh centralized service and provide support for migration. Develop federation strategies for customers to partially or fully transition to teh platform.
• Provide ability to meet regulatory requirements of Dodd / Frank and Basel II. Ability to adhere to all compliance requirements and demonstrate a repeatable approach to data loading and updating.
• Corrected multiple issues dat led to a high number of failed trades, inaccurate Credit Risk profiles. Corrected inaccurate customer hierarchies and counterparty issues. Updated Market Risk models with new bitemporal trading information giving a real time view of trading and risk profiles throughout teh day.
• Identify opportunities for increasing revenue. Identify proper risk exposure at both teh customer and portfolio level.
• $70 Million dollar budget. Directed 70 resources.

Confidential

Technical Director/ Product Management

Responsibilities:

• Provided a plan to teh VP Applications to move from a waterfall development process to a more agile process in order to increase development velocity. Worked with Head of Product Management to establish correct pipeline procedures to support a saleable product dat provides compliance overview for financial companies. Establish correct updates cycles and communication plans and processes for those updates.
• Led a development workshop dat gathered requirements dat would support an Agile development paradigm. Created new development guidelines and standards and shared with teh workshop participants for their approval. Additional workshops were held with senior IT management and Product Management to identify teh overall process for development and requirements management and prioritization.
• Implemented new development standards for J2EE, PHP, Ajax, JavaScript.
• Responsible for leading teh Compliance and Collaboration team. Team consists of 17 programmers in New York, 2 in London and a QA team of 30 in Bangkok.
• Implement an OOM Agile methodology for all future development across multiple teams.
• Led teh re-architecting of teh compliance application to increase transaction reliability. Introduced a more architectural pattern driven approach to development based on a pipes and filters pattern primarily. Improved system scalability 300% and uptime at 99.99%. Moved from legacy system to distributed .Net based system.
• Led teh transformation of Reuter’s development methodology to improve team velocity. Eliminated or improved multiple process steps, rework QA / dev interactions. Revamped requirements gathering methodology. Lessened time to market by 25% while increasing quality. Implemented an Agile / Scrum development process replacing teh existing waterfall development. Moved to a Test Driven Development (TDD) model for most teams.
• Improved coding standards for J2EE, .Net, JavaScript.
• Established proper pipeline management and technical backlog / debt processes. Helped product management to determine proper prioritization of backlog. Moved to using stories to identify technical requirements and established a three step process for estimation.
• Product Manager. Led teh development of teh proper Product management processes and procedures. Led user seminars to develop suggested improvements to teh products. Built Enhancement Pipeline and managed both teh product and technical debt backlog. Built release schedule for teh next 4 quarterly and special releases.
• Reorganized teh team hiring needed skill sets, increase DBA team size, adjusted development budget and purchased additional productivity tools.
• Monitor product revenue and work with product management to identify revenue generation opportunities. Monitor revenue forecasts.
• $42 Million dollar budget. Directed 60 resources.

Confidential

Program Manager/ Architect

Responsibilities:

• Responsible for leading teh Market Data program and other middle and back office projects. Primarily engaged in delivery of critical business functionality and data availability for Reuters, FX, ACTIV and other data feeds. Project pipeline consisted of up to 60 projects, 80-90 resources in a matrix management environment.
• Led creation of a new Centralized Security Master. Teh system TEMPhas real time capability to teh OCC and aggregation of data feeds for validation and data quality. Created and implemented data validation workflows for equities, options and ADP information.
• Established proper data update workflows; data tolerances and data update procedures. Used Access Control BPM package as base for workflow processing covering data loading, data tolerances, reporting and approval.
• Led teh transition to new high performance data feeds from Reuters for multiple foreign markets to enable Global Build Out. Increased scalability of equity quotes 450% and options 700%.
• Built customer portfolio risk system to provide input to teh overall Credit Risk system for teh corporation. Rebuilt teh customer hierarchies to correct certain inaccuracies for customers and counterparties.
• Developed architectural strategy for deploying “data hubs” and “processing hubs” to support global trading and reduce processing latency for agents’ worldwide. Directed teh build out of both software and infrastructure to support teh new platforms.
• Led transition from Reuters to ACTIV for Options Data. Upgraded FX processing platform providing new functionality.
• Significantly improved scalability of teh software and hardware infrastructure supporting Market Data. Led transition to J2EE for feed handlers and quote servers.
• Supported on boarding of new affiliate agents through FIX processing. Led divestiture project for Canadian operations.

Confidential

Engagement Manager

Responsibilities:

• Responsible for various projects involving policy administration, reporting, commissions, eBusiness, Wealth Management and benefits. Project pipeline consisted of 70+ projects, 100 resources.
• Primarily engaged in setting program and architectural direction for new wealth management and eBusiness initiatives.
• Led teh technical and organizational changes to support SOA based, J2EE systems. Implement ITIL as teh prime project methodology. Implement proper procedures for Oracle ATG platform.
• Established architectural roadmap for eBusiness implementation and integration to legacy systems. Develop multi-channel strategy to support internal and external customers.
• Established phased plan to deliver applications based on SOA architecture. Established messaging standards, led product selection for Enterprise Service Business. Led installation of MQ messaging standards, queue design.
• Led delivery of a new release of teh corporation’s web site providing new functionality and easier integration to other corporate systems.
• Led teh re-architecting of teh eBusiness infrastructure to provide better security, high availability and improved scalability while lowering TCO. Integrate both mainframe and distributed systems.
• Supported multiple website architectures built on ATG and Websphere application servers. Built personalization processes and content based on customer tiers. Built integration layer dat allowed distributed web systems to communicate with mainframe in proper priority.
• Supported end user processing including policy and plan generation, policy management, self service support. Added Lotus chat capability to support center. Established chat monitoring, security, protocols.
• Led teh implementation of teh bank’s Single Charter and Processing Region Collapse project. dis project standardized processing across seven separate Data Centers / Processing centers covering five states. Centers were reduced from seven to two. Common transactions were created to support all banks. Processes were reengineered to improve scalability and to meet increased transaction demand per center. Reported results and progress to teh Office of teh CIO.
• Established overall project goals, requirements and timeline covering software, hardware and operational changes. Implemented cost saving plan for closing redundant centers.
• Led software development efforts for check processing (CPCS), image processing (HPTS), Federal Reserve processing, DDA, float processing and file exchange processing with partners. Integration to SAP financials.
• Supported all back end processes Treasury, Cash Vault, Settlement, Encoding, Adjustments, Check Processing, Branch Operations and others.
• Established new production schedule to better integrate teh mainframe and distributed platforms and to eliminate possible production issues and bottlenecks.
• Led teh selection of equipment and systems for reject repair and branch truncation systems and software. Responsible to adhere to corporate performance metrics.
• Led migration from OS/2 to Linux for various systems. Integrated both mainframe and distributed systems. Reduction of distributed systems through virtualization projects. Migration to new version of Windows desktop systems standardizing across all corporate desktops.
• Managed $50 Million+ project budget and 105 project resources.

Confidential

Technical Director

Responsibilities:

• Responsible for leading a team of eCommerce developers in both .net and Java.
• Led teh requirements gathering and creation of teh technical documents for teh creation of 9 web sites including Verizon, Godiva, PacSun, PC Richards and others. Led JAD, JAR sessions to determine customer requirements. Led gap analysis discovery to determine surviving requirements and build pipeline.
• Improved development velocity by reorganizing teh development process to make it more agile. Reorganized Quality Control and Testing group to improve efficiencies dat led to a 30% throughput improvement.
• Implemented new coding processes and standards for J2EE, .Net, JavaScript, PHP, VB.net.
• Lead installation of various Order Management Systems (OMS) including but not limited to Oracle, Sterling Commerce.
• Managed multiple client build schedules. Modularized build out of teh eCommerce platforms by provided a base container with add on modules for campaigns, POS, reporting and other add on functions.
• Integration to Lawson ERP system from multiple upstream systems.
• Supported multiple website architectures built on ATG and Websphere application servers.

Confidential

Architect

Responsibilities:

• Responsible for project management and architecting solutions Procter and Gambles B2C web sites. Company TEMPhas over 350 web sites globally.
• Provided strategy consulting in three areas - security, content management and architectural review of infrastructure and server set up and capacity.
• Delivered security plan covering vulnerability scanning, intrusion detection, data handling. Aligned security within teh B2C group with overall corporate goals led by Internal Controls. Established corporate best practices for B2C group. Led vendor services selection process.
• Created content management plan and services offering for teh B2C group. Led requirements gathering to establish corporate requirements for content management processes.
• Evaluated current infrastructure and architecture for teh corporations hosting environment. Made best of breed selections to support going forward Websphere and ATG application servers, Interwoven as content manager and established BPM rules and procedures covering PegaSystems and Oracle BPM.
• Established project plan for migrating to blade servers.
• ERP integration to multiple systems including SAP, Peoplesoft and Lawson.

Confidential

Program Manager

Responsibilities:

• Assumed program management responsibilities for a large, distributed system project. Previous consulting group had been removed for non-delivery. Provided strategic consulting services to address organizations move from a Mainframe based, procedural programming shop to distributed systems employing new technologies (.Net, J2EE, Filenet).
• Re-architected solution to utilize existing capability of teh mainframe to process business rules. Constructed Java system to act as a wrapper and transaction processor integrating mainframe and distributed components. Installed Websphere on teh mainframe to use as web application processor. Installed Sun boxes as Web page servers. Built messaging capability to allow transactions to be processed on appropriate system.
• Led development of a J2EE development and deployment strategy. Established departmental standards and processes to support 24X7 processing. Worked with various IT personnel to establish enterprise solutions and centers of excellence.
• Implemented Filenet BPM for handling all documents and approval processes. Removed microfiche and replaced with electronic document capture and supporting processes including capture, verification, indexing, annotation, long term storage and retrieval.
• Restructured project plan from a “waterfall” delivery model to an iterative delivery model based around eight functional phases. Implemented an Agile development paradigm and OOM modeling techniques for software development.
• Re-Architected software / hardware platform eliminating risk and improving time to market. Converted from IMS / COBOL to COBOL / DB2 / J2EE framework. Eliminated $10 million from budget while speeding delivery.
• Identified appropriate technologies (EAI, Web servers, server hardware, BPM, etc.) to support new system design plan.
• Delivered four phases (of eight) within one year. Architectural plan for all phases complete.
• Led creation of new SDLC to support RAD, Xtreme, and TDD programming techniques. Implement ITIL as teh overall operations protocol.
• Supported 130 distributed offices state wide.

Confidential, NY

CIO/CTO/COO

Responsibilities:

• Directed IT systems and operations and performed strategic planning for dis diversified financial services/ payments/ venture capital firm and its targeted investments, encompassing a $58MM budget, staffing, and major business process re-engineering initiatives.
• Responsible for all back office operations and support. Led improvements in settlements to increase receipt of funds processing. Reorganized customer call center. Replaced systems and processes in teh Adjustments Department reducing outstanding adjustments 50% and increasing speed to closure 20%.
• Supported 1380 agent locations spread over teh Eastern US. Additionally supported 100+ walk in payment centers (supporting utility companies), multiple IVR and web channels and 2 call centers. Added Microsoft IM / chat capability for customers through web (to call center employees) and internal resources. Trained new personnel.
• Led due diligence efforts to evaluate IT systems, processes, personnel and organizational structures in companies identified as investment candidates.
• Partnered with “C” level and senior management to review business processes and develop operational strategies and implementation plans to increase revenue or develop new lines of business. Provide IT and business process improvement guidance.
• Provided Program and Vendor Management. Negotiate contracts for software, hardware and consulting services. Worked with IT Departments to analyze current IT systems and capabilities. Align corporate and IT initiatives.
• Ensured compliance with Sarbanes Oxley Act and others (HIPAA, SAS70, PCI).
• Introduced new application development methodologies (RUP, OOP, OOM), new hardware and software platforms, new procurement and sourcing strategies for multiple organizations. Re-architected applications based on Service Orientated Architecture (SOA). Improved system uptime from 68% to 98% in three months.
• Established proper financial controls, IT budgets. Developed 1, 3 and 5 year capital spending plans.
• Re-engineered business processes for settlement and compliance. Restructured vendor arrangements in financial services, banking, and payments. Improved cash flow and settlement processing making it less complex and provided efficiencies dat improved customer service and improved back office functionality.
• Owned responsibilities to build out proper deployment and development operations procedures and processes. Created and led change management and deployment group to ensure better implementations. Selected appropriate monitoring tools. Developed procedures for addressing outages. Led teh development operations group when it was first established.
• Prepared and improved multiple organizations to adhere to SAS70 audits. Implemented compliance initiatives for Sarbox reporting. Prepared reporting for FDIC and New York State Banking Board.
• Re-engineered infrastructure. Built hot / hot data center capabilities, simplified network and software platforms to enable secure, fault tolerant applications in multiple organizations.
• Created marketing campaign to raise value of existing customers by selling additional services. Identified appropriate customer groupings are developed campaigns to sell to each customer segment.
• Re-organized data, software and hardware platforms for payments processing, Web and call center platforms for a large payments processing client. Improved system availability from 68% to 99%.
• Set up white label and black label processing for various banking organizations to process payments, money orders and other financial instruments. Led upgrades from VB to VB .net and from PowerBuilder to J2EE on various platforms.
• Built and mentored IT staffs. Modified staffing to proper levels. Established SLAs with all key departments and users. Established security and disaster recovery plans and procedures.
• Integrations to SAP, Oracle and Lawson ERP systems.

Confidential, Denver, CO

Director Architecture and Integration Services

Responsibilities:

• Led teh architectural design and deployment of a production platform for dis newly formed corporation, comprised of 26 separate Telco equipment distributors with $1B in sales. Led teh implementation of teh production platform and all supporting system.
• Headed teh integration group consisting of Webmethods Enterprise (A2A) and Trading Networks (B2B) systems. Implement ATG as teh standard platform for all web site development.
• Supported 1300+ remote sales agents and 200+ remote technicians.
• Designed, executed and supported Expanet's portal, data warehouse and data marts. Set up procedures for accessing quality data for teh enterprise.
• Responsible for Disaster Recovery/Security Coordinator and Production Management. Managed ASP and Hosting relationship, and established proper monitoring, notification and escalation procedures.
• Owned responsibilities to build out proper deployment and development operations procedures and processes. Created and led change management and deployment group to ensure better implementations. Selected appropriate monitoring tools. Developed procedures for addressing outages. Led teh development operations group when it was first established.
• Led migration of a 9 terabyte data base from Avaya dat contained all customer and contract information. Selected and applied use of multiple ETL tools for prepping and correcting data to provide information in a common format.
• Created standardized business processes to support financials, call center, HR, order management, inventory, logistics and CRM. Led implementation of Oracle BPM process to support all corporate processing. Chaired Process committee consisting of Business and IT senior executives.
• Designed and led implementation of a standard messaging architecture and coding standards for J2EE and VB. Architected and installed MQSeries, MQSI.
• Introduced UML modeling for design, RUP software development methodology, and an SDLC based on Q-gate concepts. Implement ITIL processes for our call center personnel.
• Built out and designed all Windows based desktop systems. Deployed approximately 2000 desktops for teh corporation.
• Hired and trained staff. Responsible for 105+ reports.
• Overhauled data center & network, increasing uptime from 82% to 98%.

Confidential, Memphis, TN

Director Architecture, eCommerce and Marketing Products

Responsibilities:

• Restructured architecture, applications and development processes to jumpstart eCommerce initiatives. Led teh Web-enabling of teh existing CRM and call center systems. Controlled a $32MM capital budget, and established ROI for projects.
• Partnered with division heads in Marketing and Hospitality to set IT strategy.
• Oversaw new development on corporate data warehouses, and established policies, procedures and practices for maintenance and updates. Reduced database master update time from 11 hours to less than 1. Received CIO Enterprise Value Award for database marketing concepts and execution.
• Led implementation of corporate eCommerce web site. Assumed project management responsibilities after project became technically challenged. Able to put project on track and deliver 3 major launches dat moved company from brochure ware to fully integrated eCommerce platform.
• Established architecture, including new middleware, application servers, server software and EAI tools to support eCommerce, B2B and B2E efforts. Led a number of workshops for introducing new t4echnologies to teh corporation including Java, new middleware and messaging and establishing SOA based architectural paradigm. These workshops were broken out for business leaders, IT management, project management and IT staff and development since each group had specialized questions and concerns.
• Directed componentization of new and existing functionality to support OO analysis and design enterprise wide. Implemented change management.
• Formulated and implemented plan to create data and device layers to access existing legacy systems, minimizing changes to existing systems.
• Skillfully renegotiated existing contacts, saving over $6MM annually.
• Led Architectural Standards committee to identify and implement new technologies, presented transition document to senior management for approval, and secured necessary internal and external resources.
• Established training plans to augment internal employees’ skill sets from AS/400 to OO and Java. Created skills dashboard for senior management dat identified skills shortages within teh IT staff.

Confidential, Memphis, TN

Director eCommerce

Responsibilities:

• Charged with re-engineering architecture and application development processes to support eCommerce, B2B, B2C, CRM, and Java and call center projects. Created and managed a $20MM budget.
• Established architecture and hardware/software technologies for all corporate web initiatives. Led teh first release of AutoZone’s eCommerce site. Integrated to local stores and fulfillment center.
• Established business model for eCommerce and multi-channel sales processes.
• Revamped teh internal support processes for teh Web, and led creation of teh corporate business model, including on-line branding presentation.
• Created common resources, such as data abstraction and device access layers, to standardize access techniques for “e” and legacy systems.
• Established and managed corporate testing center, including test plans and test bed for all eCommerce efforts across 4 sites.
• Chaired committee to standardize all Web development efforts/technologies.

Confidential, Charlotte, NC

CTO/Engagement Manager / Product Manager

Responsibilities:

• Presided over operations of a software development and consulting company supporting major financial services’ clients. Delivered full lifecycle development services for $MM projects spanning U.S., Asia and Europe.
• Directed software development and configuration management for products sold to customers or third party integrators, growing sales $5MM per year.
• Successfully led over 30 Website creations or improvement projects. Headed multiple eCommerce installs emphasizing integration with legacy systems.
• Established customer support systems to support software products, including halpdesk and call centers (IVR, ACD).
• Supported multiple website development for Websphere and ATG based sites.
• ERP integrations for SAP, Lawson, Peoplesoft on various projects.
• PNC: Led integration for bank acquisitions in Kentucky and Ohio, requiring management of multi-disciplinary teams across all subsidiaries in retail and commercial applications (70 FTEs). Architected solutions for check processing, ATM and DDA systems.
• Headed team of 35 in teh implementation of imaging projects.
• Guided creation of teh Web strategy and initial product rollout, and established data center procedures to support 24/7 operation.
• Led Level 2 & 3 support projects supporting IBM’s services applications, including CPCS, HPTS, System Manager, and MQ Series & MQSI.

Confidential, Charlotte, NC

CIO/ CTO

Responsibilities:

• Presided over operations of an interstate insurance agency. PFA used mall locations and kiosks where customers could sit down and be connected to back office personal dat would generate policies.
• Built company from start up through $25 MM in sales first year.
• Built out network to support over 100 locations. Generated capability to process insurance policies for multiple companies, in multiple states. Live video feed to back office.
• Hired staff, built technical platform, created business processes to support teh operations of teh company. Successfully scaled company from start up through mid-tier in revenues.