Project Manager Human Resources

KEVIN J. McGINTY

***** ******** ****** **********, ** 20874 240-***-**** (Cell)

*************@*******.***

Senior Information Technology expert 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. 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 IT Infrastructure Design &

Technology Planning Implementation

Technology & Business Linkage Sensitive Global Voice/Data

Planning Telecommunications

Global IT Delivery & Data Center Emerging Technologies & Enterprise

Operations Architectures

Capital Planning & Investment Technology Architecture &

Control Integration

Situation-Based Global IT Governance & Process

Outsourcing Models Optimization

I specialize in global IT Management and Services and possess a

demonstrated track record of innovative, creative, and quantitative thought

leadership. I add value to organizations through the use of proper

governance to align business goals and objectives with enabling

technologies. I have a history of producing results which have reduced

costs, streamlined processes, and increased revenues and service to

customers. I am seeking a career opportunity that will enable me to

leverage my skills and abilities, transfer knowledge, and facilitate

personal and organizational growth.

PROFESSIONAL EXPERIENCE

SHILPA SYSTEMS, INC., Leesburg, VA 2006 to 2010

Vice President of Operations

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.

Moved 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.

Generated $250K in Net Profit after Tax in consultative Sales during the first 6

months of operations.

Overhauled the corporate information system and deployed a new CRM system that

services the customer's entire life cycle with the company.

Managed project/team implementing the redesigned LAN/WAN network infrastructure for

AARP in 50 locations nationally, providing faster convergence and virtually

eliminating single point failures.

Created 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.

DIGITAL INTELLIGENCE SYSTEMS CORPORATION, Chantilly, VA 2004 to 2006

Director of Information Technology

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.

Identified 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.

Moved IT from a Cost to a Profit Center recovering all engineering costs and

generating $.5M in consulting revenues.

Overhauled the corporate information system and deployed a new CRM system that

services the customer's entire life cycle with the company.

Constructed RFP and managed project to design 3.8GHz backhaul and Metropolitan WAN

for the City of Winchester, VA beating out both IBM and BIG Wireless for the $50K

contact while having no reference accounts or previous experience in the

technology.

Moved 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.

DYNTEK, INC., GRS FOOD SERVICE CONSULTING, INC., CRM SOLUTIONS, 2001 to 2004

INC., VA/MD

Senior Consultant, Project Manager & Developer

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.

Developed 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%.

Developed model adopted by the State of Virginia for World Class Seat Management,

implementing for state and local entities.

Evaluated 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.

HALIFAX CORPORATION, Baltimore, MD 2000 to 2001

Director of Operations

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.

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

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

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

NEWPORT NEWS SHIPBUILDING & DRY-DOCK COMPANY, Newport News, VA 1998 to 2000

Information Services Business Manager

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.

Reviewed 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.

Executed 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.

Executed 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%.

Generated $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.

Executed 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.

Completed 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.

Lead IS in negotiating major computer hardware acquisitions, software licenses and

service contracts.

Streamlined 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.

Developed 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.

J. M. HUBER CORPORATION, Havre de Grace, MD 1994 to 1998

Director of Information Technology

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.

Led 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.

Led staff development initiative to replace Oracle Consultants resulting in cost

savings of $4.7 million per annum.

Negotiated contracts for Oracle Manufacturing and Oracle Financials and IBM for

RS600 resulting in a savings of $20 million.

Established 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.

Reorganized disparate global wide and local area networks reducing costs 35% and

increasing efficiency via standardized application and infrastructure architecture.

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

EDUCATION

Master of Business Administration (MBA) Loyola University Maryland,

Baltimore, MD

Bachelor of Science Human Resources Management Pepperdine University,

Malibu, CA

Professional Development Courses:

Cisco SMB/VOIP/Security/Wireless and Project Management Certified

The Cumberland Group, Cincinnati, Ohio, Total Quality Management

The Dooley Group, Edison, New Jersey, TDG Leadership Learning Forum

SAS Institute, Cary, North Carolina, SAS Programming/OS/Graphics

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

AWARDS

Westinghouse Signature Award Recipient

Appointed to Northern Virginia Community College IT Curriculum Committee

Selected to Biltmore Who's Who 2010

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