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Work History - Continued

Goody's Family Clothing, Inc.

Director IS                                                                           1993 - 1997

Lee Apparel

Manager IS                                                                          1991 - 1993

Ernst & Young

Consultant                                                                           1989 - 1991

Honeywell, Inc.

Project Leader                                                                    1985 - 1989


Strategic Planning & Process Innovation

  • Strategic Planning
  • Lean IS
  • Delivery IS as a Service
  • Org Change Mgmt
  • Business Process Optimization
  • Partnering with Private Equity to achieve results

Customer Innovation

  • Supply Chain network optimization
  • Intranet/Internet competitive Systems
  • Target Marketing System
  • Business Intelligence Solutions
  • Call Center Intimate Selling


  • Global Infrastructure Consolidation
  • Integrated Communiations & Messaging Systems
  • Infrastructure as a Service leveraging Cloud Computing
  • Effective at balancing near and far shore Sourcing
  • Driving Top Quartile performance through Benchmarking and Metrics


  • SMU, Distinguished Advisory Council
  • Guest Lecturer at University of Tennessee MBA program
  • Guest Lecturer at University of South Florida MBA program
  • Served on the Board of Directors for HS Credit Union ‘97 – ‘98
  • United States Secret Q Clearance – inactive
  • Member, Tampa Bay Technology Forum
  • Member, CIO Executive Board
  • Volunteer, Ronald McDonald House, YMCA


Results orient global information services and operations executive with over 25 years of innovative experience in IS positions most recently heading up all operations and account management.Diverse background in the private sector, includingLife Sciences, Medical Device, Consumer Products, Aerospace, Consulting, and Traditional/Online Retailing industries.Led organizations comprised of 250+ staff in a multinational/multicultural environment, including a 4 year international CIO assignment.Track record and passion for developing staff and delivering strategies linked to corporate goals which drive shareholder value (revenue growth, operational excellence, and cost savings).


My future plans are to secure a CIO position where I can drive company growth through leveraging my strengths:

1.Strategic thinking with strong business alignment

2.Leadership and a passion for staff development

3.Results based on best practices.


References available on request.

Work experience

Jul 2009Jan 2011

CIO Technology & Corporate Operations

The Broadlane Group
The Broadlane Group – Dallas, TX2009 - Present The premier healthcare cost management company supporting 1,500 hospitals with 6 Strategic Business Units. The Broadlane Group was acquired by MedAssets Inc. for $850m.

CIO Technology and Corporate Operations, Dallas, TX2009- Present

Responsible for all aspects of Information Technology, corporate operations and account management.Reporting to CEO/President and serving on the executive leadership team shaping the overall business strategy, leading key revenue impacting initiatives.Total of 8 direct reports with 250 staff members, $25M expense and $9M in capital.

·Implemented a patent pending industry best in class healthcare analytics platform, dashboards and benchmarking leading to a published Microsoft white paper and was a key lever in garnering a 17x EBITDA multiple for shareholders.

·Launched and drove Earnings Improvement Program (EIP) which identified 15 key initiatives to drive more revenue and repurposed $8m in expense.Successfully charter course to achieve profit forecast.

·Drove the implementation of the industry leading labor Management program.

·Implement offshore staffing model and led outsourcing of non-core functions.

·Transformed team from a technical deliverer of tools to a valued team focused on driving customer value.

·Implemented a successful Risk Mitigation program to ensure we sustain an outstanding suite of services to our customers.

·Implemented effective program to manage customer demand ensuring that we work on organizational priorities.

May 1998Jul 2009

VP Global IS

Smith & Nephew

A $4B Medical Device, Biotechnology, and Pharmaceutical multinational consisting of 4 Global Business Units (GBU’s) with 10,000 employees in 32 countries. VP Global IS - Technical Services, St. Petersburg, FL2007- Present

Responsible for global technical architecture and functions including: Service Desk, Server Infrastructure, Network Services, Operations, Communications & Messaging, and Market Infrastructure.Total of 6 direct reports with 150 staff members in 32 countries, $60M expense and $10M in capital.Delivered a total of $10M in annual savings over 2.5 years.

·Led the IS transformation to global shared services leveraging best practices from independent IS teams supporting Global Business Units (GBU’s) where performance against service levels and customer satisfaction increased by 20 percent.

·Delivered multiple consolidation initiatives under the strategy of “ONE” establishing one global; SAP Data Center, Wide Area Network (WAN), Service Desk, equipment and leasing vendor, and remote access.

·Delivered multiple sourcing initiatives to elevate the IS value proposition including the outsourcing of the SAP Data Center, WAN, Email, Service Desk, Infrastructure, and operations.

·Established a Communication & Messaging group which delivered $2M in annualized saving by delivering a globally integrated IPT phone system to 40 sites, implementing a globally integrated video conferencing framework which managed on average 200 video conferences per month, and delivery Microsoft Office Communication Services (Chat, Web meetings, etc.) to all 155 sites in 32 countries.

VP and CIO Global IS, Hull, England2004 – 2007

Responsible globally for all aspects of Information Services for the Advanced Wound Management (AWM) GBU and Indirect Market Units (IMU’s).Reported to the CFO and served on the global leadership team, shaping global business strategies and initiatives to lead the organization through the next level of performance expectations. Total of 6 direct reports with 60 staff members and 70 indirect staff members in 32 countries, $16M expense direct/$25M expense indirect and $6M in capital.Delivered a total of $5M in annual savings over a 3 year period.

·Implemented IS globalization strategy which transformed the organization to a central IS team, effectively delivering nine services to the business.Key attributes included:

oCreated a service catalog management program for the business based on best practices where services were defined, cost were understood, service levels agreed, and allocations made to 4 GBU’s.

oEstablished account managers with key business stakeholders to ensure alignment, capture demand, develop strategic roadmaps, to own service breakdown resolutions, and to conduct quarterly service performance reviews.

oImplemented best practice enterprise portfolio management process including the establishment of a stage gate process, implementation of a Prince II methodology, leverage of a weighted prioritization process, and executive review board.

·Oversaw the implementation of SAP 5.0 for the AWM GBU including R3, CRM, XI, BW, migration to China Manufacturing reducing Cost of Goods Sold (COGS) by 5 percent, and the integration of 4 acquired companies.

·Developed and implemented the global e-business strategy and initiatives including the support and hosting of over 50 web-sites in 20 countries, the global web based learning program, and the implementation of Customer Relationship Management (CRM) system enabling representatives in the field to more effectively target and sell.

VP IS EMEA, Hull, England2003 – 2004

Responsible for all aspects of Information Services for the Advanced Wound Management GBU EMEA and IMU’s.Reported into the CFO.Total of 5 direct reports with 40 staff members and 70 indirect staff members in 32 countries, $12 M expense direct/$25M expense indirect and $4M capital.Delivered $2M savings over one year.

·Led the transformation of the European Supply chain including consolidation of 14 distribution points to 2, and the implementation of EDI and warehouse electronic control to reduce overall labor costs.

·Established Service processes and system to improve the service levels to the business.Services consistently exceeded 90 percent against Service Level Agreements.

·Consolidated servers, email, antivirus, firewalls, and remote access to one global location for EMEA.

VP IS North America, St. Petersburg, FL2002 – 2003

Responsible for all aspects of Information Services for AWM GBU North America.Reported into the President of US AWM.Total of 3 direct reports with 26 staff members, $5M in expense and $2.5M in capital.Delivered $500k savings over the 1 year period.

·Developed and implemented a plan to consolidate IS systems and staff across the US, Canada, Puerto Rico realizing significant savings for IS and the business.

·Oversaw the marketing launch of our silver antimicrobial dressing line Acticoat.

VP IS US, St. Petersburg, FL1998 – 2002

Responsible for all aspects of Information Services for AWM GBU US.Reported into the President of US AWM serving on the US leadership team shaping US strategies and initiatives to lead the organization through the next level of performance expectations. Total of 3 direct reports with 18 staff members, $4M in expense and $2M in capital.

·Created and implemented a supply chain strategy network enabling the US business unit to move product cheaper and faster to the customer.The strategy cut 2-3 days delivery to the customer, reduced transportation costs by over $3M and improved inventory accuracy by 30%.

·Launched a decision support program enabling the business to effectively target growth opportunities facilitating double digit growth.

·Led the development of systems for the internet based startup focused on the management of patient outcomes for practitioners to improve patient healing times.

Jan 1997May 1998

VP Application Services


The Home Shopping Network is a $3B interactive multi-channel retailer ranked in the top 30 globally.

·Served with executive team to transform a singularly focused domestic retail organization into a global multi-channel retail organization including the formulation of a four year $56M business/IS strategic plan.Implemented Oracle ERP systems (Peoplesoft, Retek, JDA)

·Launched and oversaw The Home Shopping Network Internet commerce strategy. The site achieved $1M weekly during the first year.HSN is now one of the top 30 e-retailers.

·Implemented an Executive Information System providing daily key performance indicators.The system was instrumental in a financial turn around by providing consistent timely metrics. One of world’s largest Data Warehouse Systems.

·Featured speaker at the June ’98 International Retail Federation conference on “How to Fine-Tune Direct-to-Consumer Sales with Information Warehouse Tools”.

·Launched major Call Center program enabling The Home Shopping Network to realize $110M in additional revenue by implementing intelligent call routing and dynamic one-to-one marketing system.


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