Drive enterprise profitability by transforming information technology services delivery, performance and measurement from technology-driven to business driven. Create blended business/IT strategy, architecture and tactical roadmap; evangelize benefits of change to business and IT stakeholders at all levels. Take action, communicate progress frequently and clearly, share all deliverable dates and metrics and meet or exceed them regularly, to build collaboration and trust. Elevate underperforming IT departments to deliver service excellence by changing focus from silos and technology-driven to customer-focused and business-driven. Enable companies to achieve dramatic growth, build IT and optimize IT organizations from the ground up, maintain technical currency, establish security and business continuity, integrate acquisitions rapidly and seamlessly and control expenses. Lead up to 60+.

• Tactical Implementation/Leadership • Organizational Optimization • Technology Hands-On •

Privately-held $24 million global manufacturer of cement and grout products, with 50+ employees.

Hired to reverse trend of business losses and lack of timely mission-critical management information, due to obsolete technology, outmoded processes; and, inability to access important data and determine business costs/margins. Updated infrastructure, to sustain 20% annual organic growth rate for five years and enable seamless integration of newly-acquired companies. Managed $1.2 million budget.

·     Transformed business operation from silos, MS Excel spread sheets and manual processes to state-of-art ERP system, which enabled company to standardize costs nationally to achieve $400,000 annual savings; reduced Customer Service head count 33%, lowered fax/phone costs $10,000 annually, and saved 25% of paper costs by transitioning to electronic reports.

·     Improved phone service and reliability enterprise-wide, by implementing Cisco VoIP phone system/Call Manager with MPLS network, reducing annual phone expenses by $12,000 on average.

·     Reduced labor costs lost to technology down time, which resulted in improved productivity, by migrating 15-year-old legacy platforms to virtual server (VMWare ESX 3.5) environment, which also reduced air conditioning and power consumption, yielding annual electricity savings of 7%.

·     Delivered $150,000 hardware cost savings and $25,000 annual hardware maintenance savings by implementing virtual server environment, which eliminated need to purchase 20+ physical servers.

·     Eliminated one proposed IT position by implementing fully-automated “lights-out” backup system, in conjunction with server virtualization.

·     Improved enterprise productivity and delivered constant communication continuity with email, contacts and calendars, by standardizing on Blackberry^® and implementing Blackberry^® server.

·     Reduced annual external email provider service costs by $5,000, by implementing MS Exchange 2007, which improved productivity via shared calendaring and folders, centrally-managed distribution lists and automatic updates to contacts.

·     Enabled company to avoid legal exposure and liability from credit card companies by upgrading security to achieve PCI compliance.

·     Saved $13,500 per year in labor costs by implementing anti-spam software, which blocked 45,000+ spam messages per month, replacing individual user deletions costing $.025 per spam message.

PSCH, Inc, Queens, NY                                                                          April 2006 to August 2007

One of New York State’s largest non-profit medical care organizations, providing mental health services at $100+  million revenue, with 1,200 employees and 50+ locations.

Vice President Information Technologies

Hired on project basis to evaluate incumbent IT leader’s performance; subsequently retained to mentor incumbent, improve departmental processes, upgrade IT effectiveness. Directed application development, infrastructure, help desk, desktop support, IT security and telecommunications; managed one report with staff of 11 and $2 million budget.

·    Validated incumbent IT department leader’s effective performance to top management, following termination of incumbent’s immediate superior and sponsor. Mentored incumbent on best practices.

·     Established IT strategy and roadmap for technology and software for next three years; instituted formal set of IT procedures, standards and metrics, including audit requirements for all administrative changes to systems and security, which saved 55 man-hours per week.

·     Implemented server virtualization (VMWare), which reduced physical platform count by 25%, yielding annual cost savings of $17,000.

·     Increased infrastructure reliability and reporting, by implementing real-time network and server monitoring, using various software products, which transformed system and network problems from reactive to proactive diagnosis, improving mean-time-to repair by average of 30%.

·     Upgraded monitoring and management of security logs and reports to real-time, by installing, configuring and implementing Cisco MARS security network appliance.

New York State-based credit union, operating with assets of $2 billion, 11 branches and 700 employees.

Director Information Technologies

Hired to improved technology management and customer service; replaced non-technology predecessor, who was promoted to senior management. Directed applications, networks, operations, help desk, desktop support, IT security and telecommunications; led staff of 23 and four direct reports; managed $3 million budget. Established enterprise technology strategy and roadmap, to sustain business and enable growth for next five years, with emphasis on services end-to-end availability and security.

·     Transformed business perception of IT from service based on technology reliability to that based on business services, by inaugurating business-based metrics and SLAs. IT became business partner for all new ventures and future planning.

·     Reduced enterprise paper consumption by 75%, or approximately $45,000 annually, by implementing enterprise document management system, using COLD and Hyland Systems Onbase on IBMX366 and IBM DR550 for permanent storage, which met Sarbanes-Oxley requirements and delivered significant labor savings, due to built-in document search, linked to members and vendors.

·     Consolidated 39 physical servers into four, by implementing server virtualization (VMWare), which yielded $33,000 annual savings for maintenance, power and cooling.

·     Reduced disaster recovery time from 36 to nine hours, which cut costs by 50%, as part of server virtualization. Multiplied across 11 branches, real disaster loss was confined to $100,000+ per day. Executed multiple DR tests successfully, with IBM Sterling Forest to recover core system.

·     Improved Web business portal availability from 94% to 99.985%, by implementing fully redundant Internet support, using dual-homed BGP protocol Internet access via Verizon and independent ISP.

·     Elevated credit union security posture by encrypting enterprise backups, using IBM Tivoli Storage Manager Enterprise Backup system with IBM TotalStorage 3584 Tape Library and SAN hardware.

·     Received credit unions highest ever security rating from NCUA, placing in top 2 percentile of all credit unions, nationally. Implemented Cisco MARS security network appliance to manage comprehensively all security logs and reports on real-time basis.

·     Implemented anti-spam appliance, which blocked 80,000+ emails per month, yielding estimated labor savings of $24,000 annually.

Consulted with multiple local small businesses and public organizations.

Global commodities (copper and aluminum) trading company with $9 billion revenues 85 employees.

Director Information Technologies

Directed applications development, networking, operations, desktop support and telecommunications, managed 10 resources and $2+ million budget; managed two data centers in CT and Switzerland.

·     Renegotiated telecommunication vendor contracts, which yielded $350,000 annual savings.

·     Improved commodity trader and enterprise productivity by increasing network availability from 80% to 99.98%, which prevented business losses estimated by traders to be in the millions of dollars.

·     Enabled company to scale for organic and M&A business growth by transitioning from legacy to open architecture, for improved flexibility.

Vice President Data Services

Directed three data centers, with security administration and help desk support, with staff of 45; supported 150 UNIX and 85 Windows servers on 7X24 basis; implemented “lights out” backup strategy.

Senior Mgr Distributed Systems Services

Managed distributed systems support, operations and data base administration, with staff of 12 and budget of $1+ million.

·     Saved $350,000 through vendor contract renegotiation, and realized annual savings of $250,000 thereafter.

·     Created global operational policies and procedures for three regional operations hubs.

·     Reduced backup operations staff requirements by 80%, by implementing automated backup strategy.

·     Improved server availability from 96.9% to 99.8%, which resulted in improved productivity.

Director Information Technology

·     Reduced annual system maintenance costs by $130,000.

Earlier Career                                                                                 January 1978 to October 1983

Held positions, ranging from Programmer to Senior Financial Systems Analyst, with Key Systems and Consulting, Minicomputer Concepts and Gull Resource Management Systems.