COO ( CIO ( CTO ( VP Engineering
Accomplished Senior Technical Business Executive with experience in
multiple industries with organizations ranging from startups to large
nonprofits to large public corporations. Successfully established business
units, delivered new products, and led business and IT operations with P&L
responsibility for global companies.
General Management and Software as a Service Strategic Planning
Consulting (SaaS) Mergers and Acquisitions
Product Development Architecture
AWS TRUEPOWER - Albany, NY 11/09 to present
AWS Truepower is an international leader and innovator in renewable energy
technology applications, advanced atmospheric modeling and measurement, and
engineering services (www.awstruepower.com). AWS Truepower provides
consulting services for utility scale wind and solar renewable energy and
CHIEF OPERATING OFFICER (promoted 10/10)
Team size: 100
Global, company-wide P&L and operations responsibilities for the three
company business units. Additionally lead marketing, sales, finance, HR,
legal, and information technology.
. For FY 2011 increased revenue 14.8% and increased EBIT by 106%
compared to 2010; turned around results compared to 2009 / 2010
where revenue had decreased 5.4% and EBIT had decreased 53%.
. Defined and implemented transnational global organizational model
and integrated newly acquired Spanish based company, MeteoSim
Truewind (2nd half 2011) - reduced cost structure.
. Defined and led acquisition process to respond to multiple
companies' interest in purchasing AWS Truepower.
. Established sales and marketing organizations with supporting
processes, systems and training to enable revenue increase.
VICE PRESIDENT, INFORMATION SERVICES
Team size: 20
Defined new Information Services business unit with P&L responsibilities
for three product lines: windNavigator (www.windNavigator.com), Energy
Forecasting, and openWind. Responsibilities included defining the
business model, business plan, marketing plan, sales plan, product
roadmap and development, and customer support.
. Defined and implemented a SaaS based recurring revenue business
model, business plan, marketing strategy, and product line.
Delivered two products to market within 7 months and exceeded
revenue / earnings targets.
. For the Information Services Business unit, increased revenue 95%
for FY 2010.
. Defined the business model and business plan - staffed the
organization with product management, software engineering &
architecture, QA, marketing, sales, and customer support.
. Defined and implemented an agile based software development (Scrum)
framework and processes - delivered 3 releases in 2010 on schedule
and under budget.
INDEPENDENT CONSULTANT - Delmar, NY 03/09 to 11/09
Primary client was AWS Truepower where I defined a new recurring revenue
business unit based on a SaaS product.
AUTOTASK CORPORATION - East Greenbush, NY 03/07 to 03/09
Autotask is a rapidly growing Software as a Service (SaaS) company
recognized as the industry leader for enterprise solutions for IT service
providers and technology communities (www.autotask.com).
VICE PRESIDENT, ENGINEERING (CIO/CTO)
Team size: 75
Responsible responsibilities included product management, product design,
software development, QA, delivery/production, data center operations,
and CAPEX expenditures. Performed as the China business unit lead with
. Delivered 7 new products that supported 80% revenue growth in 2007
and 50% growth in 2008.
. Delivered 327 product enhancements with a new rapid response team to
improve product functionality and drive up customer satisfaction
(based on net promoter metrics).
. Established a new Software Development Life Cycle (SDLC) based on
lean development and Agile concepts - reduced customer reported
defects by 68%.
. Defined and sourced a China based offshore development capability -
selected an offshore / insource model and hired a new engineering
team in Beijing and started delivering new products within 4 months.
REYNOLDS AND REYNOLDS COMPANY - Dayton, OH 08/97 to 02/07
A $1 billion company recognized as a leading provider of software solutions
for the automotive retail channel. Reynolds delivers products and services
to 20,000+ auto dealerships with a focus on ERP and CRM solutions.
VICE PRESIDENT, QUALITY AND CHINA OPERATIONS - 2006 to 2007
Team size: 110
Promoted to establish a global Quality organization for product
development worldwide. Consolidated QA resources and rolled out a new
SDLC globally. Aggressively established a new development center in
China to support rapid, cost effective engineering capacity growth.
. Onboarded 54 software engineers and QA analysts within 4 months in
China - 2 months ahead of schedule.
. Established a worldwide QA organization with consistent reporting
metrics for 17 products to allow a portfolio approach to
prioritizing testing resources and budgets.
. Ramped up a new testing capability to support the core ERP product
that generated the majority of revenue and net income for the
DIRECTOR, SOLUTIONS DEVELOPMENT (CRM and Core Solutions) - 2002 to 2006
Team size: 155
Promoted to lead 7 products and 2 consulting offerings utilizing
geographically distributed teams in the US, Canada, and India. Led
technical due diligence and integration activities on several
acquisitions. Led the product definition, development and delivery of
CRM and ERP products and services to the automotive retail industry.
. Took over and turned around a highly troubled and delayed product in
2 months and delivered on schedule with record high quality -
resulted in $20M incremental revenue.
. Established an Agile based SDLC - delivered a new product on
schedule, under budget by $1.3 million, reduced infrastructure costs
by 30%, and record setting high quality (no customer defects in
first 6 months.)
. Proposed an innovative solution to build a new CRM platform -
resulted in a 3 year contract that increased revenue 17% while
reducing recurring infrastructure costs by 40%.
. As part of the Duke University MBA program, authored an overall
strategy plan for Reynolds & Reynolds - factored into a new
strategic company plan the company publicly announced in July 2005.
. For Contact Management, delivered 6 releases on schedule and
increased quality while reducing product development costs 57% -
resulting in revenue growth of 73% in 2006.
CHIEF ARCHITECT - 2000 to 2002
Team Size: 4
Defined a blueprint to support the company's transition of selling 2
divisions, shifting focus to the automotive industry, and the start-up of
3 joint ventures. Led the redesign of products into an integrated suite
. Presided over the engineering and design initiative for the first
module of Grand Slam, and slashed the product development cycle from
12+ months to 5 months and delivered the first GS module in Jan.
. Established a partnership with Microsoft's .NET Platform Strategy
Group and created a proof of concept for the new GS architecture -
assigned to work in Redmond with Microsoft to jointly develop new
. Served as the lead technologist for legal consul to create a
landmark agreement with Microsoft. This resulted in a significant
cash payment from Microsoft to Reynolds & Reynolds with the delivery
of the first major commercial product based on .NET.
DIRECTOR, APPLICATION SERVICES AND ENTERPRISE ARCHITECTURE - 1997 to 2000
Team Size: 55
Played a leadership role in the consolidation 3 divisions' IT
organizations under one CIO. Responsibilities included enterprise
architecture, strategic projects, quality, shared components and reuse,
and strategic partnerships.
. Created the ERP architecture and served as the Infrastructure
Project Director for a $35 million SAP-based project (FICO and HR)
and deployed the first module on schedule and within budget.
. Led the selection of a development partner for eBusiness / eCommerce
(IBM) and acted as Program Manager; created and delivered 5
solutions on schedule and within a $12 million budget.
. Delivered two solutions that were the basis for new businesses:
PrintPlayer and ChoiceParts. Remaining 3 solutions supported
existing products and enabled organic growth capture of new markets.
. Conceived idea to convert internal EAI (Vitria) into a product
offering. Delivered product / service enabled company to win 2
significant integration contracts further penetrate the data
KAISER PERMANENTE MEDICAL CARE PROGRAM - Oakland, CA 01/95 to 08/97
Kaiser Permanente, a non-profit organization, is one of the largest Health
Maintenance Organizations (HMO) in the world. I was recruited into the
Clinical Information System (CIS) Group of the Northern California Region
(KPNCR), consisting of 17 medical centers, and 30 outpatient medical
offices, serving approximately 2.5 million health plan members. The CIS
Group, a strategic business unit was established to develop and implement a
comprehensive electronic health record to directly support the delivery of
healthcare. The overall CIS budget was projected to be over $2.1 billion.
ASSOCIATE DIRECTOR (VICE PRESIDENT), CIS DESIGN AND ENGINEERING
Team Size: 80
Embraced the challenge to start up a technical organization required to
architect and design the new CIS and formulate the implementation plan
for delivery to its medical centers. Additionally, drove the $240M DCI IT
infrastructure initiative to convert the infrastructure from mainframe
based to client/server based applications.
. Revamped infrastructure plan that sliced IT costs $460 million
(from $700 million to $240 million).
. Launched a Clinical Information System solution based on
distributed components to support reengineering the healthcare
model - reduced SDLC from 5-7 years to 6-9 months.
. Defined the new annual budget ($560M) to support the consolidated,
national CIS to support the reorganization of 12 regional groups.
. Supported strategic planning by developing 20 businesses cases and
managing the specification and initiation of software systems that
created a link between business needs and technology projects.
. As part of the first phase of CIS, delivered the first module to 6
multi-regional CIS systems that reengineered adult primary care at
3 medical centers/hospitals.
GENERAL CHEMICAL SODA ASH PARTNERS - Green River, WY 09/92 to 01/95
Led the turnaround of the IS operations and set company-wide IT direction.
In 2 years, trimmed MIS costs $400,000 annually and delivered the ERP
system lowering business operations cost by $3M per year.
MARTIN MARIETTA CORPORATION - Falcon AFB, CO 10/89 to 09/92
Martin Marietta was the prime contractor for Strategic Defense Initiative
(SDI) National Test Bed. The $1.2B contract included building and
operating the National Test Facility (NTF) at Falcon AFB - the second
largest supercomputer center in the world. This national resource
supported 100's of sites with several hundred applications, 1400 computers,
and secure local and wide area networks.
CHIEF ARCHITECT - 1991 to 1992
Led 3 departments plus a subcontracting company. Key activities included
new technology introductions, IT application software development,
business needs assessment, strategic and tactical planning, vendor
selection/contracting, and more.
SOFTWARE OPERATIONS & MAINTENANCE MANAGER - 1989 to 1991
Directed a 22-person department, 2 subcontracting companies, and
controlled an $8.5 million budget. Led software development,
systems/network administration, capacity planning, security issues,
problem resolution, vendor relations and maintenance for 400 software
R&D ASSOCIATES - Colorado Springs, CO 04/83 to 10/89
Provided advanced scientific analysis and engineering for new advanced
weapon systems for government agencies.
MBA (General Management) - Duke University, Fuqua School of Business, Fuqua
Scholar, GPA 3.98, 2005
MS Electrical Engineering (minor Software Engineering) - University of
Colorado, GPA 3.90, 1984
BS Electrical Engineering (minor Computer Science) - University of
Colorado, GPA 3.78, 1982