Summary of Qualifications

Successful IT professional with over 25 years of IT experience who is currently focused as a senior consultant on IT sourcing solutions along with program/project management, PMO and business reengineering efforts. Varied technology background thriving in demanding circumstances to create both short-term and long-term results for senior managers. As a senior resource, I come with:

·               Significant IT sourcing experience with contract review/negotiations/development including MSA’s, RFx development, vendor management and SLA/Metrics development while delivering substantial cost savings (over $200 MM) in term contracts;

·               Complete understanding of program/project management, its methodology and how to build & integrate it within the framework of an organization, as well as management of projects varying in size from large ($6MM+ & 30+ team members) to small ($50K+ $ 2 to 3 team members); and

·               Sound business solution/BPR expertise delivering significant improvements in organizational performance and drastic reductions in operating costs.

 

Additionally I have:

·               Demonstrated success in varied industries (Consulting, Financial/Brokerage, Entertainment, Consumer Products, and Transportation),

·               10+ years of technical experience spanning platforms ranging from Client/Server to Mainframes,

·               In-depth experience both managing and working within Applications Development,

·               Strategic/Business Planning and Business Recovery,

·               Significant department budget responsibilities (up to $23MM),

·               Complete understanding of the software development lifecycle, including commercial software development,

·               Substantial interaction and experience with senior managers (CEO's, CFO's, COO's & CIO's), vendors, consultants

 

Employment History

LVP Consulting Corp., Pittstown, NJ

President/Senior IT Management Consultant, 02/2002 – Present

Working as an independent consultant providing a variety of Information Technology and Sourcing consulting services including IT contract negotiations/support, RFP/SLM assistance, business process re-engineering, project management/PMO, business analysis and management guidance to the Financial/Brokerage, Consumer Products/Manufacturing and Environmental Industries as well as Government Agencies.  The following will summarize my assignments:

 

Dow Jones Shared Technology Services (STS) – South Brunswick, NJ, 11/2014 – Present

Providing Senior Program Management Services to STS organization defining and establishing a technology transformation program focused on both Public & Private cloud migration and reducing the physical footprint within the NA datacenters.  Developed a revised program implementation strategy to get this key project back on track. This program is focused on an application technology reengineering/ migration effort (targeting 1000+ apps, decommissioning thousands of servers [50% to 60% of environment] and retiring over 300+ apps) to move existing applications from data centers in NA to internal private cloud and public cloud providers (AWS, Google & Azure).

 

UBS Infrastructure Services (IS) – Jersey City, NJ, 01/2014 – 04/2014

Providing Senior Program Management Services to IS global organization within UBS establishing a new IS Stability Program to address four (4) work streams (Problem Management, Permit to Operate, Access to Production & Performance KPI/Metrics) with initial focus in the US.  This program was primarily a BPR effort to improve efficiencies and effectiveness.  Lead the definition of the Stability Program, the program planning and established program status reporting and governance.  Interfaced with several senior managers to establish overall scope for the program as well as the individual work streams.  Communicated program progress regularly to senior management.  Due to a substantial organizational management challenge, this program was ended prematurely.

 

UBS Application Decommission – Weehawken, NJ, 04/2013 – 10/2013

Providing Senior Program Management Services to a new global organization within UBS called Application Decommission.  Assisted with the development and implementation of the global operating model and defined overall governance, program selection criteria & scoring model.  Developed and implemented a business case verification process, decommissioning plan and implementation calendar.  Interfaced with senior management in each if the divisions to communicate program progress, issues and request status.  The first year of this program will deliver over $166M in hard benefits by 2017 and reduce overall risk to the firm.

 

UBS Global Data Services (GDS) – Weehawken, NJ, 05/2012 – 03/2013

Providing Senior Program/Business Management Services to a new global organization within UBS called Global Data Services.  Overseeing a portfolio of about $50MM of annual IT spend. Transforming the vendor strategy from a body shop time and materials approach to a fixed price outsourcing strategy. Helping to identifying and partner with new vendors to support new strategic direction.  Leading negotiations of several key multimillion dollar contracts to meet this new vendor approach.  Providing business reengineering services to implement several new operating models for:

·   Vendor procurement

·   Commercial contract approval

·   Program/Project forecasting

·   Budget approval

·   Project Management approach

 

Additionally, assisting GDS CTO with the adoption of the “target state” architecture across the GDS portfolio of solutions by leveraging the models that were established within UBS’s WMA organization in prior duties.

 

UBS Wealth Management – Weehawken, NJ, 03/2011 – 05/2012

Provided Senior Program Management Services for the UBS Wealth Management Americas (WMA) Client & Financial Advisor (FA) Facing Application Development team.  Oversaw a portfolio of applications that represent about $50MM annual CTB spend. Lead the program oversight of several of  WMA's largest most strategic programs at the firm such as the (Service-Oriented Architecture (SOA) Implementation (with several critical business apps), the Data Center Migration Program (DCMP) and FA Mobil Application to name a few.  The following will outline these three efforts:

·   The SOA implementation was focused on transforming existing FA facing applications as well as new development. These development efforts were the first of their kind at UBS in implementing strategic applications on the "target state" architecture.

·   Developed a revised DCMP project implementation methodology to get this key project back on track.  This project, which was under water both financially & in its delivery, was focused on an application migration effort to move existing applications from data centers in NJ to a state-of-the-art facility in Virginia and was eventually delivered on-time and on budget in 2012.

·   Lead the oversight of the FA Mobile program to deliver new capabilities to the FAs across WMA while leveraging new target state components as well as new innovative technology.

Additionally helped define and implement a new SDLC methodology for the firm.  Designed, developed and implemented a forecasting tool to assist with CTB forecasting of $130MM for 2012 which provided cost estimation to the business while delivering estimation consistency across the organization.  Lead the negotiations of several critical contracts that were instrumental in delivering software and services to key programs.

 

Credit Suisse – New York, New York, 11/2009 – 12/2010

Senior Consulting services provided to the RDO Americas Network Team.  Working with the department head to re-engineer the department’s PMO, assist with business/budget planning, develop project plans for critical programs, identify the business requirements for strategic business solutions and lead the internal audit pre-assessment program.  Responsibilities included:

·   reviewing and analyzing the existing Network PMO support practice (entire project lifecycle) to identify opportunities for improvement (including organizational structure, documentation, reporting, data development/collection, support tools and processes), providing recommendations for these improvements and implementing these improvements; and

·   developing project/resource forecasting and project tracking tools in excel to assist in the accuracy, efficiency of and tracking of project lifecycle data and associated project implementation schedules; and

·   analyzing existing PMO Program governance practice and management reporting and designing related process improvements as well as management reports that support service delivery and continuous improvement objectives; and

·   determining the state of the project lifecycle communications plan and developing appropriate customer communications to improve the overall customer visibility into the pipeline; and

·   developing and forecasting the 2011 department capital and operational budget along with high-level implementation forecast; and

·   designed and implemented a port capacity management program (including analytical reporting) to allow the Network team to be proactive in their management of network ports in the Americas; and

·   lead the pre-audit assessment program in preparation for the 2011 internal Network audit.  This was a global effort for all regions (Americas, EMEA & Asia) where I developed the program, tracking tools and managed the status.

 

ICAP - Parsippany, New Jersey, 10/2007 – 10/2008

Interim Global Field Services Vendor Manager providing direction and support to the Field Services Vendor Management team with a focus on continuous improvement.  My duties included:

·   acting Global Field Services Vendor/Program Manager with 2 direct reports,

·   owning the Field Services vendor relationships globally,

·   process review and improvement of existing Field Services processes and

·   overseeing the development of a global asset management program

 

My initial focus on this assignment, until March of 2008, was to provide ICAP with IT Sourcing and Program Management services.  These efforts were focused on the replacement of an existing global Field Services (IT break/fix and IMAC) support vendor and related contract worth @ $20MM annually.  Responsibilities included:

·   management and oversight of the vendor transition projects for each region (Americas, EMEA, Asia/Pac) with one direct report of a Senior Project Manager; and

·   providing overall sourcing services including RFP development, response evaluation, contracting development/support and direct contract negotiations with several regional vendors.

 

In this role I was able to achieve substantial cost reductions of @ $10MM annually and @ $80MM overall.  Additionally I was heavily involved in the development of a standard ICAP Master Services Agreement including the drafting of the services schedule for the project.

 

Barclays Capital - Whippany, New Jersey, 07/2006 – 09/2007

Provided senior IT Sourcing services to Barclays Sr. Management Teams working under the Global Technology Sourcing (GTS) team doing IT contract negotiations (IT Services, Software, Hardware & Market Data contracts) utilizing RFx, competitive bidding and benchmarking tools to deliver cost reduction & cost avoidance savings of over $70MM.  Negotiations for contracts as large as $200MM+.  Assisting the IT Sourcing department head to improve sourcing methodologies/practices and supporting corporate IT Sourcing improvement initiatives.  Building strong relationships with various IT groups and business units to educate these organizations on the value of GTS and to become a valued added business partner.

 

State of NJ – Dept. of Community Affairs (DCA) – Trenton, New Jersey, 11/2005 – 04/2006

Engagement Manager providing Program/Project Management and Process Reengineering support for DCA focusing the reengineering efforts on the following:

·   Reviewed the Construction Plan Review & Periodic Inspection business processes and related legacy support systems, infrastructure and organization.  Delivered new process, system, organizational and infrastructure recommendations and a high-level deployment plan to improve the business.

 

Duties on the above efforts included managing the engagement to completion, project management and process reengineering while interfacing with 60+ management and staff from ten different organizations & teams in varying locations around NJ.

 

JPMorganChase (JPMC) – Wall Street, New York, 08/2004 - 08/2005

Program/Project Management and Process Reengineering support assisting the Global Technology Infrastructure (GTI) Network team with BankOne merger and program improvement activities. Services included:

·   Initial focus was to lead the assessment of the network effort as it relates to all the merger technology projects (initially consisting of over 1200 projects and several thousand applications) and project a 12 to 18 month high-level resource schedule. Additionally, assess the Application Certification effort (which looks at network impact and application performance) as it relates to all the merger projects/applications.

·   Development of an Application Certification identification methodology and interacted with all JPMC lines-of-business to identify applications needing Application Certification services.

·   Retained to work with the Tier 3 Support Manager assisting with process analysis and worked with him to analyze and reduce Severity 1 problem tickets.

·   Retained to work with the manager in charge of Network Engineering - Software Development to reengineer their Software Development Lifecycle (SDLC). This included a gap analysis, improvement recommendations and the implementation of a new SDLC process to professionalize their development activities.

·   Developed a plan (resource/budget projections, scoping & project plan) for implementing a network monitoring solution (using HP Open View, Formula & Tideway technologies) for JPMC’s Investment Bank. This allows the Investment bank to monitor their application performance on JPMC’s global network.

 

Ariel Research - Bethesda, MD, 02/2003 - 03/2004

Ariel is a leader in providing environmental health and safety regulatory content to commercial industry and government agencies. Consulting services provided include senior project management, contract negotiations, SLA/SLM support, technology selection, architecture design & review, process reengineering support, overall program oversight and assisting Ariel in developing the new service division within the firm including the development of the business pricing model and sales support. This was a $2MM project involving 25+ team members and four different companies including 3 Fortune 500 firms. Team members were located in Europe and several different states. The implemented platform supports a Business Services Provider (BSP) and Application Service Provider (ASP) model and is Internet/Intranet based with an externally hosted infrastructure.

 

JPMorganChase - Wall Street, New York, 08/2002 - 02/2003

Providing consulting services to JPMorganChase in NYC assisting their Enterprise Technology Services (ETS) Network group with process reengineering for Product Management/Engineering, management consulting assistance, helping to develop the model for their WEB based Telecom Portal, helping to define Development/R&D Lab, assisting with RFP and Service Level Management development, evaluation & review, providing project management assistance for various projects and helping to develop the engineering methodologies for the Product Engineering team.

 

BEM Systems, Inc., Chatham, NJ

Chief Information Officer, 01/1999 - 02/2002

Reporting directly to the company’s CEO and CFO.  BEM is a full service environmental engineering company where I was responsible for the overall Information Technology of the company including software development, network operations (LAN/WAN/VPN), desktop/laptop support and system security (server environment is MS NT 4.0 & MS WIN 2000 and workstations are WIN 98 & 2000).  The focus of my department was to provide value-added products and services.  Responsible for all software development which includes developing and supporting commercial software for the environmental industry, consulting services that support custom solutions for various clients as well as internal software development solutions that enhance performance (development environment was MS VB 6.0, MS SQL Server 7.0, MS Pocket PC 2002, some Java 2.0).  Principal architect for the commercial software development.

 

Additional responsibilities included developing marketing/sales plan and materials for commercial software offerings, developing, staffing and maintaining the company’s Geographic Information Systems (GIS) & CADD consulting group.  Responsible for all vendor relationships, including contractual review, negotiations and service level agreements. Responsible for all MIS procurement of equipment and software for the entire company including asset management.  Developed, managed and tracked the MIS budget and related budgetary business planning and forecasting.  Also responsible for developing any necessary strategic partnerships to support and enhance our commercial software as well as P&L for my department.

 

Automated Concepts, Inc., Woodbridge, NJ

Senior Managing Consultant, 09/1998 - 12/1998

Assigned 2 strategic projects which included a strategic initiative for a large telecom customer entailing definition of policy, procedures and methodologies for their change control process. Also reviewed a state government division’s Customized Training Process, which entailed a re-engineering effort that looked at their existing process. Made recommendations for overall process improvements and developed a high level design for a supporting Internet/Intranet based application tool.

 

National Basketball Association, Secaucus, NJ

Director of IT Planning & Methodologies, 01/1997 - 09/1998

Number two person in IT responsible for the coordination of all new project requests across all NBA/WNBA departments, including domestic and foreign Regional Offices.  Supervised and oversaw a staff of 12.  Responsible for all vendor relationships, including contractual review, negotiations and SLA’s.  Responsible for IT procurement of equipment and software for the entire NBA/WNBA including policies, procedures, controls and asset management.  Manage the IT budget ($18MM to $23MM) and related budgetary business planning and forecasting.  Managed the IT project office working with other IT groups and users to develop project charters, cost/benefit analysis and facilitating IT approval for all projects.  Coordinated project management and resource planning for all IT projects, reviewing all IT project plans for adherence to IT standards.  Responsible for instituting and enforcing project life cycle phases and consistency across all IT groups.  Overall Management and governance of the IT Test/Research Lab.

 

Re-engineered and put into production IT financial procedures, an IT project office, IT Test/Research Lab, procurement process, project management process, application development request process and change management process.  In addition, was a key member of the new NBA Store project managing the development and design of the NBA Store IT infrastructure and overall IT Store budget ($6MM).  Worked with our international regional offices to develop service level agreements for vendor IT support and started to define how IT needs to interface with them.  Developed and implemented the IT project office to better understand the NBA’s business requirements and establish working relationships with key business units.

 

Colgate-Palmolive, Piscataway, NJ

Project Manager, 10/1994 - 01/1997

Responsible for the designing, developing and implementing the information technology infrastructure and strategic plan to support the initiatives being undertaken by the Corporate, Divisional and Facility Environmental, Occupational Health and Safety (EOHS) teams.  Duties included managing a budget of $840K vendor contract negotiations, managing vendor relationships, project management and process life cycle analysis.  Other responsibilities included, interfacing with many of the Technology Organization teams and presenting strategies to senior management to ensure EOHS efforts integrated with existing and future systems.  Additionally, an active participant in several task force committees looking at better ways to address business issues surrounding management system functions at our Technology Center.

 

Colgate-Palmolive, Piscataway, NJ

Senior Engineer, 10/1990 - 10/1994

Promoted to Project Manager July of 1993, applying state of the art computer technology to provide business solutions to Colgate’s manufacturing systems.  The bulk of my responsibilities were to head the design, development and implementation of a state of the art integrated factory control system for Colgate-Palmolive’s manufacturing equipment.  Designed and developed the data transport layer for our control software, which included a messaging protocol and a set of messaging API’s.  Developed most of the communications interfaces between the Programmable Logic Controllers (PLC’s) and the PC’s.  Responsible for acquiring and managing the necessary consulting resources to meet project goals & objectives.  Additionally responsible for overseeing the software development for the entire department and providing a software development strategy and life cycle process.

 

Dun & Bradstreet, Liberty Corner, NJ

Project Leader, 07/1987 - 10/1990

Responsible for the design, development, implementation and support of business systems for D&B's field offices.  Duties included project coordination, system analysis, development and support, internal and external design, field installations and maintenance of newly developed software.  Designed and developed a peer to peer messaging protocol.  This messaging protocol was the foundation of our office automation PC to PC operability.  Development was in OS/2 using C.  Database was OS/2 Database Manager.

 

Sea-Land Service, Elizabeth, NJ

Engineering IT Liaison/Business Recovery Coordinator, 05/1985 - 07/1987

Initially started in Engineering Department acting as an IT liaison.  Then transferred to IT to take over the responsibilities for developing, organizing and planning all Business Recovery contingency tests in preparation for a possible computer catastrophe.  Involved in overall security and integrity of Sea-Land data and host user community computer access.  Software product used for security was Top Secret.  Developed performance database and exception reports in SAS that flagged possible system problems within Sea-Land's computer environment.

 

Education

Rutgers University, New Brunswick, NJ

B.S., Computer Science

 

Technology Platforms

Networks: Internet/Intranet, Ethernet, Cisco, Bay Networks, Token Ring

Servers: RISC 6000, IBM Compatible Servers, IBM Mainframes

Clients: IBM Compatible Desktops and Laptops, MAC

Workstation OS: MS Windows (95/98, NT/2000/XP), OS/2, DOS, MVS, MS Pocket PC

Server OS: Windows NT/2000, Novell NetWare, OS/2 LAN Manager, AIX

Network Protocols: TCP/IP, IPX/SPX, NETBIOS, and Various PLC's

Languages: C++, C, Pascal, SAS, FOCUS, SQL, JCL, Java, MS VB

Databases: ORACLE, SYBASE, dBASE, OS/2 Database Manager, INGRES, Lotus Notes

Security: Virus & Firewall Protection, VPN

Office Software: Most major office suites

Programmable Logic Controllers (PLC’s): Allan Bradley, Siemens & General Electric.