Resume Summary

Download MS Word versions of:

Goal: Utilize my leadership expertise in building IT capabilities that are strategic to business performance. Build on my experience of over ten (10) years and $200M in IT solutions delivered, leading people and programs to drive IT strategy/value, enterprise architecture and solutions delivery that create competitive advantages. Utilize my expertise in enterprise & web 2.0 solutions and practices to improve customer, employee and partner engagement. Core competencies include: Enterprise Architecture, Solutions Development, IT Strategy and Operating Model, IT Value Management & Governance, IT Sourcing and Talent Development.

Functional Competencies: See complete descriptions here.

Enterprise Architecture
IT Solutions Development
IT Strategy & Operating Model

IT Value Management (IT Portfolio, Program & Service Management)
IT Outsourcing
Talent Development

Chronological Work Experience: See here.

2009-Pres: Wipro, General Manager
2009: Avotus Corporation, Acting CTO and CIO
2008: Hinchcliffe & Company, Partner & Technology Lead
2004-2008: The Concours Group/nGenera, Director
1999-2003: ZEFER/Niteo Partners, Client Partner
1998-1999: Booz Allen & Hamilton, Associate
1996-1997: Spry Resources, Inc., CIO & Practice Leader
1990-1995: Amoco Corporation, Senior Consultant

Work Accomplishments: See example case studies here, such as:

EMC: Manage over $40M in ongoing services and solutions for IT ADM, Product Support, Engineering and Marketing
Northrop Grumman internal IT Solutions improve business impact through improved customer engagement, IT portfolio & program management and elimination of 10% of annual IT spend
Siemens unified its face to key customers and increases online revenues through targeted marketplaces built on agile, scalable, enterprise-wide e-business infrastructure
PSE&G (NJ utility) IT organization improved impact on business performance and eliminated over 20% of annual IT spend through honed IT strategy, core competencies and strategic sourcing
Amoco Corporation streamlined operations and created more agile business capabilities through shared IT services organization and deployment of enterprise Internet/Lotus Notes platform

Education: MBA - Finance/Entrepreneurship - Kellogg School of Management at Northwestern University
BS - Computer Science Engineering (Data Modeling, Expert Systems) - Northwestern University

Contact: Download my vCard, use the contact form or find me through one of my presence identities.

Printer-friendly version: Click the Printer-friendly version link below to view/print all of these pages together.

Functional Competencies

Also available in MS-Word format: Functional Competencies Bio

This highlights my individual competencies - as highlighted in my IT Leadership assessment.

Enterprise Architecture	Redefine the IT landscape in four distinct architectural views: (1) Business Processes, (2) Information, (3) Business Applications, (4) IT Infrastructure. Implement an Architecture Management Capability, including: architecture domains, decision-making roles, architectural components, and the architecture management lifecycle used to make investment decisions.
IT Solutions Development	Develop client/server and Internet solutions to support business development, sales, supply chain, customer/employee self-service, identity management, content management, business intelligence. Gather business and functional requirements; architect, develop and integrate applications and infrastructure components; develop and maintain enterprise data models.
IT Strategy and Operating Model	Determine the role of the IT organization in the company. Define how IT “runs itself as a business” including: develop/support applications, infrastructure & architecture; manage business-IT relationships and governance; develop leadership & technical competencies in its people.
IT Value Management	Define the role of IT in the company; measure and manage its contribution to business value. Outcomes Models to articulate how the business is measuring performance IT Portfolio Strategy/Management to allocate IT spending so that, overall, it reflects business priorities IT Program Management to guide the bulk of IT implementation dollars, with an eye on affecting real business improvement, not just successful delivery IT Service Management to guide the majority of IT spending, which is dedicated to “keep the lights on”, but often acts like a black box with no defined value contribution Business-IT Governance to define and enforce decision rights in all these processes and consequences for not meeting goals or responsibilities
IT Sourcing and Talent Development	Develop competency model. Assess competencies, determine core/non-core, develop strategies for internal/external sourcing and talent development. Conduct educational workshops; implement “action learning initiatives” and other interventions designed to improve the likelihood of achieving desired results with minimal distraction from on-the-job priorities.

Work Experience

Also available in MS-Word format: Traditional Resume

2009
to
Present

Avotus Corporation Mississauga, ON & Murray Hill, NJ
Acting CTO and CIO

Lead customer-facing product engineering as well as internal IT. Oversaw reorganization of engineering function to move all development & support to India, architecture & design in US. Established new product roadmaps to create unified technology platform. For internal IT, led initiative to implement a new MPLS/VoiP network infrastructure unifying global operations and optimization of hosted production environments.

2008
June
to
Dec.

Hinchcliffe & Company Alexandria, VA
Partner and Technology Lead

Sold and delivered rapid, actionable business results using our industry leading Global Services Consulting and Web 2.0 University Education Solutions. Redeveloped company platform for collaboration and service delivery, built on Drupal and integrated with a variety of social media services.

2004
to
May
2008

nGenera (which acquired The Concours Group) Boston, MA
Director and Consultant

Managed business relationships and delivery engagements with as many as 100 people. Guided large IT organizations through transformations, providing expertise in strategy, operating model and value realization through cost savings and innovation/agility. Developed leadership development programs, supported by web 2.0 technologies and social networks. Generated up to $1M in annual advisory services revenue.

Major Accomplishments:

Daimler – Developed strategy and design for 18 month, €5M (US$7M) IT Leadership Development Program for top four levels of a 4,700 person IT organization
Northrop Grumman – Interim Program Director for $10M IT transformation program targeting Customer Engagement, Portfolio/Governance, Program/Service Management and Talent Development; managed 100 client/consulting people; program led to $100M cost savings goal (8% reduction)
Home Depot, PSE&G and Alliance Data Systems – Established strategic IT planning functions and multi-year roadmaps, enterprise architectures, business-IT governance
Newton Public Schools (pro bono) – Facilitated strategic planning using collaborative Web 2.0 environment to develop 3-year technology plan and begin executing initiatives

1999
to
2003

Niteo Partners, an NEC subsidiary (acquired ZEFER) Boston, MA
Client Partner

Led large-scale deployments of identity management solutions and e-business platforms. Managed key technology partnerships and industry consortium memberships. Responsible for up to $20M annual revenue.

Major Accomplishments:

Siemens – Program Director for $40M global e-business transformation program and architected global e-business platform; oversaw the launch of new e-commerce sites and their first customer portals for utilities and new analysts
Ford Motor Company – partnered with Sun Microsystems to design two next generation solutions: (a) in-car telematics and (b) online & mobile dealer leasing system
NEC – developed commercial identity management solutions based on their successful law enforcement biometric solutions; led the creation of Niteo Partners (acquired ZEFER)
PSE&G – led enterprise identity management architecture and deployment

1998
to
1999

Booz Allen & Hamilton Inc. New York, NY
Strategic Technology Associate

Founding member of e-commerce group; helped develop new Revenue Trade Management service offering, managed technology partnerships and developed IT strategies and roadmaps. Contributed to selling $5M+ programs at two accounts; contributed to $10M in services delivery.

Major accomplishments:

Kellogg’s and The Minute Maid Company – implemented revenue trade management strategy and solution
Prudential – developed Internet strategies for captive and broker/dealer channels
Booz Allen (internal) – Managed project to create BAH-branded Revenue Trade Management System as new product offering; led annual survey of Internet use in Insurance, which led to new Internet-enabled channel strategies and service offerings

1995
to
1997

Spry Resources, Inc. Oak Brook, IL
CIO North America; Internet-Groupware Practice Lead

Built and managed US operations infrastructure for this India-backed US start-up. Created and led the Internet-Groupware solutions practice. Grew US business by $4M annually through partner channels and direct customers.

Major accomplishments:

Zurich-American Insurance – architected and led deployment of Lotus Notes infrastructure for 10,000 users; guided architectural standards; led deployment of first Notes-based applications targeted at workflow and document management
Spry (internal) – Built out company’s US infrastructure and network connections to India; managed partnerships with IBM/Lotus, Oracle, Powersoft and Intel

1990
to
1995

Amoco Corporation Chicago, IL
Senior Consultant

Developed enterprise architecture standards for Lotus Notes/Internet solutions and Local Area Networks as member of IT Standards Council; helped lead 10,000 user deployment while building internal consulting group, which led to 1500-person Shared Services Sector.

Major accomplishments:

Developed enterprise architecture and standards for Lotus Notes/Internet solutions and Local Area Networks as member of IT Standards Council
Developed relationships with internal business units and delivered numerous projects in the course of helping build an internal consulting group; chartered establishment of 1500-person Shared Services Sector
Pioneered use of Local Area Networks and Lotus Notes/Internet solutions; deployed infrastructure and numerous applications to 10,000 users; helped develop key technology partnerships like AON, Lotus/IBM, IEF Catalyst, Microfocus COBOL
Developed some of the first and only Expert Systems, using rules-based approach for things like self-managed product usage tax calculations (AON Development System)

Education

Northwestern University, Kellogg School of Management 1997

MBA, Entrepreneurship and Finance
Teaching/Research Assistant in Strategic Use of IT

Northwestern University, School of Engineering & Science 1991

BS, Computer Science & Work Co-op Certificate with emphasis on Data Modeling and Expert Systems
Teaching/Research Assistant in Comparative Religion. Varsity Track & Field Team

Accomplishments

Follow the links below to review examples of some of my professional accomplishments. Most are written up in the form of case studies, presenting the situation, challenges, approach, results and my role.

Click Printer-friendly version to see all of these accomplishments in printable format, on the same page.

IT Value Realization Program for Northrop Grumman

I co-led this two-year program that improved IT's strategic level of engagement with the business sectors, while at the same time reducing overall IT costs by $100 million (nearly 10%).

Situation:	In 2005, the Management Board of Northrop Grumman Corporation sponsored a company-wide program, “Achieving Competitive Excellence (ACE)”, to maximize cross-sector strengths, create shareholder value and become “the world’s premier defense enterprise.” The Management Board asked the Internal Information Systems (IIS) organization to be a driving force because it was the one group with enterprise-wide visibility and enough critical mass to identify and capitalize on opportunities.
Challenges:	In tackling this situation, we identified four challenges critical to success: IT environment complex and costly – because the IT environment was still the product of numerous major acquisitions and not well-integrated IT portfolio not aligned with business drivers; investments often poorly optimized due to business silos Despite good reputations of many Internal IS (IIS) leaders, business units often expected IIS personnel to be “order takers”, rather than a strategic partners IIS tended to rely inordinately on its “A” players to get things done, often burning them out and failing to cultivate new leaders from its “B” and “C” strings
Approach:	As we engaged Northrop Grumman, we focused on a key question: “How does IIS raise its contribution to business value and create “game-changing” competitive advantages, thereby becoming a strategic partner to the business sectors?” We focused efforts on improving capabilities essential to being strategic and managing business demand, while consolidating and optimizing operational performance. My team: Identified the eight biggest IT value realization (ITVR) challenges Facilitated a strategic planning session where focus groups recommended actions to address each ITVR challenge Organized 40-50 recommendations into logical groupings which became projects in the ITVR Program depicted in the seminal graphic known as the “ITVR House” Created the ITVR Vision and Roadmap for how the ITVR Program would unfold, what success would look like and how to measure it Gained approval from the CIO Council and then Management Board to move forward Went into a 2-month transition phase to begin ramp-up Executed a two year journey to deliver results
Results:	Over the course of 2+ years, the ITVR Program dramatically raised the day-to-day role if IIS leaders in contributing to business strategic planning, business development and productivity improvements. IIS leadership set and achieved the goal of eliminating $100M (9%) from its annual budgets.
My Role:	I served as Interim Program Director, reporting to the Northrop Grumman IIS CTO. I was responsible for overall program business impact, communications to client executives and guiding project managers who managed the work streams. I also led account management and P&L from the consulting perspective.

PSE&G IT Strategy and Business-IT Governance

I led or co-led this series of initiatives, over a two-year period, which dramatically streamlined the IT organization (25% cost reduction) and also prepared it for considerable changes in business environment.

Situation:	PSE&G, which operates a number of businesses, is best known for being the largest electric and gas utility for the state of New Jersey. The CIO, responsible for a $150M IT budget , was under considerable pressure to (A) streamline operations and reduce costs, and (B) prepare for a number of major business scenarios which included merging with another utility, divesting certain lines of business or creating new lines of business.
Challenges:	The PSE&G lines of business were highly siloed, bureaucratic and protective of their business plans. This put the IT organization in a highly reactive, “Order Taker” position. Compounding this were two other factors: (1) the IT organization perceived that the CIO tended to change direction frequently and (2) the IT Strategic Leadership Team (SLT) exhibited poor team dynamics—mistrust, vying for the CIO's favor, protecting turf.
Approach:	Over the course of two years, I co-led a number of engagements with the CIO and his leadership team to transform the IT organization into a much leaner, more business-focused partner to the lines of business (LOBs). This started with a 3-month strategic planning engagement, where we used a series of workshops to: Assess business demand and develop business scenarios Assess IT supply capabilities and develop and evaluate different options for strategic direction Identify ways to accelerate transformation and determine IT implications Integrate the IT strategy, IT Outcomes Model and IT Strategic Plan, including a Strategic Roadmap As part of this new strategic roadmap, our next engagements focused on defining IT’s Capability Model, in terms of how it ran itself as a business and understanding it strengths/weaknesses/opportunities/threats. This led to a third engagement focused on streamlining and/or outsourcing non-strategic capabilities, such as telecom provisioning, IT help desk, application enhancements. The fourth engagement then designed two capabilities critical to establishing a strategic level of partnership between IT and lines of business (LOBs). One was Enterprise Architecture, which created integrated views of business processes, supported by underlying information, IT applications IT infrastructure. This created a context for the second critical capability, Business-IT Portfolio Governance, which created IT investment portfolios, tied to business objectives, with decision-making processes, tools, and decision rights assigned at Enterprise, LOB and IT levels.
Results:	As a result of this “journey”, the IT organization Reduced its overall budget by over 25% Streamlined and/or outsourced problematic capabilities (e.g., application development) Developed outcomes Business-IT outcomes models that it now uses jointly with the Lines of Business to guide the impact of IT initiatives Established a Business-IT Portfolio Governance capability which has resulted in greater understanding and accountability for IT spend
My Role:	Served as Program Manager and subject matter expert throughout the series of initiatives. Responsible for overall program business impact, communications to client executives and guiding project teams to accomplish the work streams. Also led account management and P&L from the consulting perspective.

Siemens Shared e-Business Environment

I led the client relationship and series of initiatives, over a two-year period, which established the global e-business sales strategy and architecture and launched a range of e-commerce sites, customer portals and one industry marketplace. Siemens' first global initiative to be run in North America.

Situation:	In 1999, I co-led discussions between my firm, ZEFER, and the new CIO of Siemens Corporation, Dana Deasy, who was responsible for Siemens internal IT in North American. Siemens had just finished implementing SAP over 350 times – for nearly every business unit in every country. He observed how suboptimal this was and, as they were now facing the Internet boom, wanted to take a more strategic and cost effective approach with e-business. We agreed this would one of his major thrusts in his first 100 days in office.
Challenges:	Siemens Operating Companies (SOCs) were highly decentralized and bureaucratic. To the extent that SOC CIOs took orders from anyone besides their immediate CIOs, their allegiances tended to lie with their global parent CIOs in Germany and not with the brand new CIO of the North American holding company. Getting them to work together on any common or shared infrastructure for e-Business would be very challenging, especially given their recent precedent with SAP.
Approach:	We started with a 12-week strategy engagement, a 20-person team representing more than half the North American SOCs and a key question that we aimed to answer: Can decentralized Siemens Operating Companies (SOCs) share a common e-business platform, agree on standards and collaborate on projects? The strategy engagement led the team through three workshops: (1) Principles – established current inventory of assets and established guiding principles for working together; (2) Opportunities – developed a qualified list of opportunities and selected 3-6 with the highest potential business impact; (3) Actions – Refined business case and action plan for going forward with this integrated set of opportunities. Presented our final recommendations first to the Siemens North American Presidents Council and then to the global Management Board. They approved the vision and a multi-phase program to establish the *Shared e-Business Environment (SeE)*. Through trips to Germany, socialized and refined the “global pilot” with the global CIOs, the first to be driven from North America. Over the next 18 months, led the Siemens SeE Program that: Architected, prototyped and integrated e-business platform Developed and executed methodology for working with multiple SOCs to envision, define & prioritize integrated e-business elements Designed, built & launched four e-business solutions using e-Commerce, Personalization, Content Management, Single Sign-on, XML, EAI & e-Billing Developed/launched first Customer Marketplace, e-Utilities, providing a single face across all of Siemens Operating Companies to their utility customers in Austria and surrounding countries Project universally recognized as most successful e-business effort in Siemens history. Dramatically accelerated time to (Internet) market for several SOCs. Reduced and avoided significant costs through shared infrastructure. Captured business opportunities across SOCs and countries that were otherwise impossible (e-Utilities).
Results:	Project recognized as most successful e-business effort in Siemens history. Dramatically accelerated time to (Internet) market for several SOCs. Reduced and avoided significant costs through shared infrastructure. Captured business opportunities across SOCs and countries that were otherwise impossible (e-Utilities).
My Role:	Program Manager for the initial strategy engagement. Responsible client executive relationships after that (e.g., Dana Deasy and global CIO in Germany). Led the Account Management team (in consulting firm) and responsible for client P&L, which accounted for 24% of ZEFER's revenues.