Work History

Work History
Jan 2011 - Present

Business Systems Analyst V

Science Applications International Corporation

Serve as ERP Subject Matter Expert for the NAVSEA Navy Enterprise Resource Planning (ERP) Business Systems Integration Team (BSIT) supporting the implementation of Navy ERP at NAVSEA. Navy ERP Subject Matter Expert to the NAVSEA Government Team Lead advising with regard to schedule and performance and responsible for Data and Business Process Management. Key support activities include data validation and command business validation coordination and issue resolution. In addition, required to take action on watch-list items and ensure completion/resolution of tasks and associated issues.Develop executive-level briefings to communicate status, issues, and risk to NAVSEA and Navy ERP leadership. NAVSEA Working Capital Fund (WCF) deployment is the largest Navy ERP Deployment to-dateand the largest SAP public sector implementation with a significant data conversion and over 23,000 end users.

Jul 2006 - Jan 2011

Vice President of Operations

Shilpa Systems, Inc.

Directed all IT resource planning, budgeting and operational initiatives for this Value Added Reseller start-up.Hold autonomous decision-making authority for all development and expansion issues with a focus on business development, IT organizational design, voice and data communications, project management, vendor management, partnerships/strategic alliances and customer relationships.Manage 1 direct and 50 indirect IT engineers at 20 locations in U. S. and India.Report to the President/CEO.

ØMoved organization to Cisco Premier Partner with Advanced VOIP and Advanced Security Certification 8 months from inception with over $1 million in equipment Sales in the first 12 months of operations role and achieving an additional 20% in equipment discounting.

ØGenerated $250K in Net Profit after Tax in consultative Sales during the first 6 months of operations.

ØOverhauled the corporate information system and deployed a new CRM system that services the customer’s entire life cycle with the company.

ØManaged project/team implementing the redesigned LAN/WAN network infrastructure for AARP in 50 locations nationally, providing faster convergence and virtually eliminating single point failures.

ØCreated an additional business vertical collaborating with partners to solidify the Cisco UC500/Allscripts My Way EMR integration process providing physicians with the Digital Physicians Office Practice Management Solution, introducing same to Med Chi and partnering with MCMS.

Oct 2004 - Jul 2006

Director of Information Technology

http://www.disys.com

Directed all IT resource planning, budgeting and operational initiatives for this Gold-Level Value Added Reseller.Formulated all domestic IT strategies for 12 geographically disbursed business units and managed all customer based IT initiatives and supporting IT engineering staff in the areas of VOIP, Wireless, Security, Call Center, Routing & Switching, Exchange migrations and equipment builds.Collaborated with contracts, sales, purchasing, finance and external clients to define system requirements and develop appropriate solutions for both internal and external customers.Report to the COO.

ØIdentified weaknesses in technical skill sets and instituted a number of employee development programs that increased staff retention by nearly 75% and saved an estimated $285,000 annually in recruiting and training costs.

ØMoved IT from a Cost to a Profit Center recovering all engineering costs and generating $.5M in consulting revenues.

ØOverhauled the corporate information system and deployed a new CRM system that services the customer’s entire life cycle with the company.

ØConstructed RFP and managed project to design 3.8GHz backhaul and Metropolitan WAN for the City of Winchester, VA overcoming both IBM and BIG Wireless for the $50K contact while having no reference accounts or previous experience in the technology.

ØMoved organization from a Cisco Silver Partner to Cisco Gold Partner within first 10 months of tenure resulting in an additional 10-15% in discounts on equipment purchases generating a multi-million dollar increase in revenues.

May 2001 - Oct 2004

Information Systems Consultant

DynTek Inc./GRS Food Svc Consultants, Inc./CRM Solutions, Inc.

Recruited as the primary consultant with responsibility for overseeing the activities analysis, design, staffing, development, and implementation of requirements-based solutions for clients and company-based internal controls. Monitored project milestones ensuring initiatives were completed on time, according to customer specifications and corporate quality standards; properly documented and within budget.Established procedures for the recruitment and training of new and existing staff to include scheduling procedures and time management techniques to increase efficiency reduce costs and improve profitability.

 ØDeveloped objectives to maximize the return on investment for IT spending through practices such as asset management (software and hardware), vendor contract management, and centralized IT procurement (RFPs, RFQs, vendor reviews, etc.), yielding increases in the internal rate of return of up to 300%.

ØDeveloped model adopted by the State of Virginia for World Class Seat Management, implementing for state and local entities.

ØEvaluated and matched all IT services to internal staff skills in order to make in-house versus outsourcing decisions, reducing IT spending by 9% over the previous year.

Aug 2000 - May 2001

Director of Operations

http://www.hxcorp.com

Recruited to assume P&L responsibility for Baltimore and Washington, D.C. regions of the Corporation.Responsible for all Business Development, Sales, Marketing and Technical Engineering.Primary contact between the corporation and its clients for the analysis, design, staffing, development, and implementation of requirements-based solutions for clients and for company-based internal controls.Interfaced with clients on needs analysis, proposals and implementations.Monitored project milestones ensuring initiatives were completed on time, according to customer specifications and corporate quality standards; were properly documented and within budget.Report to President/CEO.

ØReduced operating costs from $750K/month to $100K/month in 90 days.

ØIncreased engineering utilization from 40% to 75% in 90 days.

ØIncreased revenues from $350K to $1.3 million in 90 days.

Jun 1998 - Aug 2000

Information Services Business Manager (Corporate Executive)

Newport News Shipbuilding & Drydock Company

Recruited as a Corporate Executive to function in a staff capacity to the CIO applying broad delegated discretion to review and facilitate change to all facets of Information Services (IS) and supporting operations for $250M, 600 employees Division.Designed and developed operations and alignment of worldwide business and information systems processes to include the exchange of knowledge and ideas on the practical application of computerized business systems to advance the sector strategy and communication of the business opportunity/issue a particular technology is intended to address.Report to CIO.

ØReviewed financial reports and took appropriate action with respect to costs and revenues; ensuring appropriate use of staffing, technology and outside service providers to optimize quality of services and cost-effective operations; identify opportunities for new and/or expanded services, implementing where feasible.Managed $500M capital budget and $250M expense budget.

ØExecuted 3-year contract with AT&T for long distance and network services reducing annual operating expense from $99K/month to $74K/month while concurrently expanding features and services for voice and data communications.

ØExecuted 3 year contract with GTE for cellular telephone services including new and needed features, free upgrades to new technology phones, over $230K in contract renewal credits, while lowering annual operating expense by 45%.

ØGenerated $1.6M in revenues through the sale and support of an in-house developed main frame scheduling utility to non-competitive external corporations; generated $200K/month in revenues subcontracting excess development resources to Intergraph Corporation.

ØExecuted a 5 year Capacity Services Agreement with IBM that completely refreshed Data Center hardware added a stand-alone Classified mainframe, increased total capacity by 40% while lowering annual operating expense by $1M/yr. and reducing processor billing rates by $120/CPU hr.

ØCompleted the early termination of Tenneco Business Services contract for Data Center support returning critical human resources to NNS while reducing Data Processing Operations costs by over $1M.

ØLead IS in negotiating major computer hardware acquisitions, software licenses and service contracts.

ØStreamlined the IT governance process, reducing project costs $7.6 million by better controlling

the budget and prioritizing unjustified and unreported projects.Standardized the IT Vendor Management Office and negotiated $8.4 million in one-time savings and $6.7 million in recurring annual savings.Assumed responsibility for operation of IS during absence of CIO.

ØDeveloped IS Strategy and achievable 3 year Rolling Architecture; established and managed multi-functional cross-departmental studies to examine long-range schedules, capacity plans, volume projections and manning including standards, policies and metrics for application and operations to support long-term business objectives.

Jan 1994 - Jun 1998

Director of Information Technology

J. M. Huber Chemicals, Inc.

Member of the Chemicals Management Council Senior Management Team formulating and administering short/long range goals and objectives of the business.Directed activities of Information Services in supporting same, reviewing analysis of activities, costs, operations, and forecast data to determine progress. Conferred with staff to outline work plan and to assign duties, responsibilities and scope of authority.Member of the Corporate Information Technology Forum consisting of top level information systems professionals led by the CIO responsible for developing a strong partnership among the business sectors, contributing business value to the company and its customers, aligning technology investments and business objectives, balancing innovation and flexibility, and developing principles, practices, standards and processes including IT Systems Strategy and Architecture for the Corporation.

ØLed successful global implementation of Oracle Manufacturing ERP, Lawson/Oracle/Hyperion Financials, PeopleSoft Human Resources, Global Commerce Network and Data Warehouse interfacing legacy systems via Enterprise Application Integration.

ØLed staff development initiative to replace Oracle Consultants resulting in cost savings of $4.7 million per annum.

ØNegotiated contracts for Oracle Manufacturing and Oracle Financials and IBM for RS600 resulting in a savings of $20 million.

ØEstablished regional self-managed work teams supporting U.S., European and Asia-Pacific operations including delineation of core and non-core activities and associated roles, responsibilities, accountabilities and authorities.

ØReorganized disparate global wide and local area networks reducing costs 35% and increasing efficiency via standardized application and infrastructure architecture.

ØAutomated ISO 9001 process reducing costs by 1 FTE and $35K annually.

Jan 1989 - Jan 1994

Senior Consultant

ESI & Associates, Inc.

U. S. Army Environmental Center (USAEC)

Lead various project teams engaged in systems and software re-engineering of a Toxic and Hazardous Materials Data Management System. 

Westinghouse Defense and Electronics Systems Center

Served as the Critical Asset Manager for the AEGIS Antenna Program.  Responsible for all aspects of contract management, engineering, and vendor sourcing and approval (to weapons specifications). Delivered qualification system on time and within budget gaining approval of the U.S. Navy as a qualified second source vendor for the program.

Mar 1988 - Nov 1989

Director of Manufacturing Systems

The Ryland Group, Inc.

Responsibility encompassed the creation/re-direction and management of the Manufacturing Systems Department, Corporate CADD Department, and the Ryland Building Systems Training and Documentation Department. Established the vision, direction, and control of systems procurement, development, and operations for Engineering and Manufacturing nationally.

ØEliminated redundant product data, realigned manufacturing system processes, reorganized and prioritized systems processing.Resulted in savings exceeding $2million for data systems hardwareand support in a period of less than 8 months.

ØAssumed the management responsibility of the Corporate CADD Department. Designed and implemented a Novell LAN-based network to support design and engineering resulting in reduced operational costs exceeding $10K/unit and significant increases in throughput and productivity.

ØDesigned operational systems and software workarounds to accommodate organizational requirements in the implementation of manufacturing planning and control systems enabling the organization to reduce backorders by 95%.

ØDeveloped and implemented training programs for executing material takeoffs and Bill of Material construction reducing data entry of new products by 33% within 30 days of implementation.

Mar 1985 - Mar 1988

Customer Service Manager

Oriole Systems, Inc.

Implemented the Respond MRP II application to include installation, project management, documentation, testing, training (to include participation in design and development activities) both internally and at various customer accounts to include Apple Computer, Lockheed, Hughes Aircraft, and Air Products Chemicals.

Data Base Administrator/Configuration Manager

Responsible for the establishment and management of policies, procedures, and systems with respect to the control and integrity of source and object code for the Respond MRP II System. Duties included management of control systems, DDL, turnover/delivery, development of standards and policies for programming and maintenance, and development of user and technical documentation. 

Project Manager, Configuration Management

Directed the design, development, and implementation of a fully automated Configuration Mgmt. System. Defined the application, managed the design/development staff, served as the liaison between administrative and department heads; developed, scheduled, and enforced project milestones for the implementation, installation, documentation and training.

Project Manager, Master Scheduling

Developed processes and detailed plans and schedules, including manpower and budget planning, for all software development projects within the firm.

Mar 1983 - Mar 1985

Materials Manager

Westinghouse Defense & Electronics Systems Center, Inc.

Established new Materials Management Department chartered to develop new technologies aimed at reducing shortages and increasing productivity in the production of Ground Radar Systems.  Awarded the Westinghouse Signature Award for distinctive individual achievement in promoting new standards of excellence in manufacturing.

Production Supervisor, Board Assembly

Materials Specialist, Ground Radar Division

Mar 1981 - Mar 1983

Production Planning/Scheduling Supervisor

American Cyanamid, Inc.
Oct 1979 - Mar 1981

Production Scheduler - Feeder Plant

National Can Corporation
Nov 1971 - Jan 1979

Drill Instructor

United States Marine Corps

Honorable Discharge

Education

Education
Sep 1995 - May 1998

MBA

Loyola University of Maryland
Sep 1976 - Dec 1979

Bachelor of Science

Pepperdine University

Summary

Senior Information Technologyexpert in the design and delivery of cost-effective, high-performance technology solutions in support of rapid international growth with budget responsibilities up to $250 million annually.PMP certified and skilled in all phases of the project life cycle from initial feasibility analysis and conceptual design through implementation and enhancement.Effective at building culturally diverse team-centered operating units, with excellent business process and strategy development skills.Customer-centric focus with the ability to initiate profitable alliances with global partners, vendors and suppliers.

 Key core competencies include:

·  Strategic & Operational Technology Planning

·  IT Infrastructure Design & Implementation

·  Technology & Business Linkage Planning

·  Sensitive Global Voice/DataTelecommunication

·  Global IT Delivery & Data Center Operations

·  Emerging Technologies & Enterprise Architecture

·  Capital Planning & Investment Control

·  Technology Architecture & Integration

·Situation-Based Global Sourcing Models 

·  IT Governance & Process Optimization

Specialize in global IT Management and Services with a demonstrated track record of innovative, creative, and quantitative thought leadership.Adds value to organizations through the use of proper governance to align business goals and objectives with enabling technologies. History of producing results which have reduced costs, streamlined processes, and increased revenues and service to customers.Seeking a career opportunity that will enable leveragingskills and abilities, transfer knowledge, and facilitate personal and organizational growth.

Objective

A challenging executive management position in Sales, Marketing, Operations, or General Management.

Interest

Golf

Billiards

Dancing

National and International Affairs

Technology

Supply Chain

Custom

Professional Affiliations:

Working Council for Chief Information Officers American Production and Inventory Control Society (APICS) Gartner Group, META Group, GIGA IT Consultant to Harford County Board of Education, Bel Air, Maryland (Appointment)IT Consultant to the Northern Virginia Community College IT Curriculum Committee (Appointment)

TECHNICAL SKILLS

Operating Systems: Sun Solaris, HP UNIX, AIX, Linux, Windows, Novell NetWare, Ingress, Guardian, Windows 2000/2003 Storage Management: VERITAS, EMC, HP + SUN storage products, tape jukeboxes, autoloaders, DLT libraries, Storage backup tools (i.e., Omniback/Netbackup) IT Service Management Tools: HP Open View, CA Unicenter, IBM Tivoli, Remedy Database: Oracle, DB2, SQL, Ingres Messaging: MS Exchange 2000/2003, Lotus Notes, web Methods, MQ Series, JMS, Passport TeleCom: IVR, ACD, Cisco, Call Center Technology Web Technologies: BEA Web Logic, JAVA, Cold Fusion, IIS, Citrix, .NET Network Security: Checkpoint, ISS Real Secure, NAI Sniffer, Cyber cop, Norton, Web methods, various analyzers Networks: Installation and commissioning of networks utilizing products like switches, routers, from leading inter-networking vendors such as Cisco, Nortel, etc. and experience in networking technologies such as TCP/IP, ATM, ISDN, SNMP, Wireless, VOIP etc. Processes: ISO, TQM, EDI, ERP, CRM, SDLC, BPR, MS Office suite Hardware: RS6000, Tandem VLX, ES7000, IBM 3090, HP, Cisco Applications: SAP, Oracle Mfg. /Fin., PeopleSoft, Aspect, Lawson, Hyperion, AutoCAD, Catia, Cad am, MQ Series, Sterling Commerce, Clear case, Cognos, Crystal Languages: Cobol85, C++, V FoxPro, HTML, JAVA, CGI, Perl, ActiveX, Clipper, SAS

"The rate of technical change and the speed of change are both accelerating.  The acceleration of technical availability (new technologies) poses an increasingly difficult challenge for businesses - particularly large businesses.  Organizations are not geared to change; rather, they are geared to optimize discrete tasks.  Born in the industrial revolution, where processes were decomposed into specialized tasks, which could then be optimized, almost all large companies embrace the concept of "workforce specialization".  For large companies, there is some benefit to specialization.  The problem is specialization and the associated organizational departmentalization lead to empire building, and bureaucracy - which both make it impossible for organizations to embrace new technologies, and change.In most companies, bigger is better.  Having more head count justifies a larger office, a bigger salary, and more status.  The measure is seldom the amount of work, the true impact on profit, or quality - the measure is size, subjectivity, and in many cases the ability to manage internal politics.  So, what can be done?  First, management must change the measure of success.  Departmental success should be measured by having less people, by being able to change, and by the ability to impact the business as opposed to manage politics.  The ability to change - to de-construct, and to implement new technologies should be rewarded.  In order to take advantage of the increasingly rapid rate of technical change, large companies need to get leaner, focus more on core businesses, and manage external providers to deliver services.The world has seen a number of technologies that have changed the way business works. Humans became farmers, and then very efficient farmers.  Industrial specialization led to efficiencies that propelled a change in the work force. Computing significantly reduced clerical tasks, and further efficiencies lead to improved business performance. Enter the recession of 2008. There's a new change, and we must respond.Large monolithic companies built from business models of the past are too slow, bloated, and bureaucratic to survive.  Bear Stearns has fallen, Merrill Lynch has disappeared, GM is on the brink, and GE is in trouble. Built for a workforce and processes that no longer apply, large companies must change or perish. Fortune 2000 companies must get leaner, more focused, and re-think their operational models. By outsourcing non-core business functions and capabilities, companies can restructure and reinvent themselves to thrive in the post recession world. Continuing to operate in the traditional ways will lead to more challenges: enterprise companies must re-invent themselves, become leaner, and become more efficient."Most of the software and almost all of the hardware that companies use today are essentially the same as the hardware and software their competitors use... they don't distinguish one company from the next.  The same goes for employees who staff IT departments.  Most perform routine maintenance chores - exactly the same tasks that their counterparts in other companies carry out.  The replication of tens of thousands of independent data centers, all using similar hardware, running similar software, and employing similar kinds of workers, has imposed severe penalties on the economy.  It has led to the overbuilding of IT assets in almost every sector of the industry, dampening the productivity gains that can spring from computer automation."  Nicholas Carr The Big Switch.Mr. Carr's comment applies extremely well to the current state of the managed services industry.  The "your mess for less" model, which is the model of choice for most outsourcers, involves taking a messy bunch of code, and running it slightly better but in exactly the same manner as the rest of the IT world.  Slight gains may be achieved because some outsourcers have deep discounts with hardware and software vendors.  However, most traditional vendors continue to perform routine tasks, using the same types of hardware and software as their competitors.The optimal model will be  built from the ground up around two central themes: Cloud Computing, and Virtualization; securely harnessing the computing utility model in its current state and providing non-core services in a very secure manner to thousands of enterprise customers.  The model is disruptive because it differs significantly from the traditional model.  Like the businesses of 1915 who standardized on the nascent electric utility platform, the companies of 2009 that are planning to leverage the nascent computing utility will realize significant advantages now, and in the not too distant future." - Malz

Certifications

Certifications
Jan 2009 - Present

Allscripts My Way Sales Specialist

Allscripts
Dec 2004 - Present

IPC Specialization Steps to Success

Cisco
Jan 1984 - Present

SAS Programming/OS/Graphics

SAS Institute
Jan 1997 - Present

TDG Leadership Learning Forum

The Dooley Group, Inc.
Jan 1996 - Present

Total Quality Management

The Cumberland Group, Inc.
Feb 2009 - Feb 2011

Cisco Advanced IP Communications Sales Specialist

Cisco
Jun 2008 - Jun 2010

Cisco Express Foundation Sales Specialist

Cisco
Jun 2008 - Jun 2010

Cisco Security Sales Specialist

Cisco
May 2008 - May 2010

Cisco IP Communications Express Sales Specialist

Cisco
May 2008 - May 2010

Cisco Lifecycle Services Express

Cisco
Apr 2008 - Apr 2010

Cisco Sales Expert

Cisco
Apr 2008 - Apr 2010

Cisco SMB Account Manager

Cisco
Apr 2008 - Apr 2010

Cisco Smart Business Communications System Account Manager

Cisco
Apr 2008 - Apr 2010

Cisco Smart Care Base

Cisco

Secret

Defense Investigative Service