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Rock Hill, South Carolina, United States
May 30, 2017

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Transformational business leader focused on EBITDA improvement through the agile application of innovative technologies that satisfy immediate and future business needs. Executive Leadership High-Tech & Manufacturing Experience Business Process Change Agent Accomplished Fortune 100 IT Executive with proficiency in business process optimization, cross–functional technical solutions and ERP applications. Comprehensive understanding of technology service delivery with an affinity for M&A leadership, building new technology teams and Digital Transformation. Thorough knowledge of latest trends in cloud service offerings, necessary process changes to optimally leverage cloud and maximize employee productivity across business functions. Experienced in challenges of integration, ERP solutions and globalized technical solutions. Regularly synthesize, review, and analyze sophisticated data, contributing valuable input to the executive decision-making process. Early career included full oversight of Line of Business, engineering programs focused in the Aerospace and Defense industry. ADDITIONAL SKILLS

- Capital/Operational Budgeting - Insourcing/Outsourcing

- Strategic Planning & Risk Management - Vendor Relationship Management

- Working with Private Equity held entities - ITIL Managed Service Implementation

- Business Integration & Relationship Management - Executive Management/Board Presentations

- Governance and Compliance (SOX/PCI/Cyber) - Team Collaboration & Leadership Skills PROFESSIONAL EXPERIENCE


Partner with business leaders to establish an optimized IT posture that will meet the immediate needs of the business as well as provide a technology platform to support the achievement of future goals. Focused on efficient M&A and divestitures, IT/Business integrated strategic planning, compliance (SOX/Cyber), operational effectiveness, sourcing and vendor management.

AVINTIV, INC., Charlotte, NC 2013 – 2016

Vice President, Global Information Services

Accountable for the creation, leadership and strategic direction of a globally dispersed IT team in support of a $2B+, private equity held manufacturing enterprise. Interface regularly with executive staff & Board to accommodate aggressive M&A strategy, tune 3 – 5-year IT horizon and identify immediate (12 – 15 month) opportunities for operational cost-savings.

Built unified, global IT team within first 6 months designed to consistently and efficiently deliver common global IT services.

Planned, coordinated and executed rapid integration of 3 global acquisitions over the course of 18 months and realized

$650k in cost savings synergies while increasing revenue from $1 billion to $2.5 billion.

Defined 3-year strategy for global ERP consolidation (8 into 1) onto Oracle EBS platform with projected savings of $750k annually.

Incorporated Information Security discipline and performed assessments of security posture to execute a 12 month “get- well” plan for global technology environment.

Defined Digital Transformation Strategy focused on standardized platforms/configurations, robust data governance processes and rapid reporting capabilities which improved data integrity/availability and reduced pricing errors by 18%. AVINTIV, INC., Charlotte, NC (cont.)

Leveraged cloud based service offerings to achieve an operational cost-savings of $600k annually and position infrastructure to accommodate continued business acquisition / integration strategy.

Adjusted managed-service, out-sourced partner operation to deliver improved service levels and to provide an 8% operational cost-savings.

Improved Tier 1 Systems uptime from 90% to 99.5% increasing operational productivity. GENERAL DYNAMICS – ARMAMENT AND TECHNICAL PRODUCTS (ATP), Charlotte, NC 2013 Chief Information Officer

Accountable for the leadership and strategic direction of a geographically dispersed IT team in support of a $1B+ Aerospace and Defense (A&D) enterprise. Interfaced regularly with executive staff to tune 3 – 5 year IT horizon and identify/prioritize immediate (12 – 15 month) opportunities.

Insourced IT service and built team to support business needs and goals ($1M business cost-savings).

Optimized IT processes to maximize operational effectiveness and improve business IT satisfaction. Areas of focus include:

- Service based ITIL framework - IT 3-5 year strategic plan/vision

- IT environment documentation - Oracle EBS ERP upgrade from v.11.5.10 to R12

- IT/Business integration - Integration of information security into early phases

- Intra-IT integration across geographic locales of the Software Development Life Cycle (SDLC)

Optimized/Reduced IT planned expense spend to accomplish operational cost savings of 5% and capital cost-savings by 9% through the elimination of redundant capability and the effective management of delivered capability (managed reduction of service levels).

GENERAL DYNAMICS – C4 SYSTEMS, Scottsdale, AZ 2001 – 2012 IT Leadership Team – Office of the CIO

Defined strategic direction for IT in support of a $4.5B A&D enterprise. Regularly met with executive leaders to integrate IT technologies and architectural frameworks with business direction and immediate needs. Formulated the zero – 3 and 3 – 5- year strategic outlook. Led team of Business Relationship Managers and Enterprise Architects to define frameworks, which drove business plans forward. Transitioned legacy IT operating model to an ITIL v3 services based model.

Introduced a rigorous SDLC process improving first time quality and resulting in the reduction of solution defects by 50%.

Drove architectural definition and tactical execution of a virtual private cloud leveraging server virtualization, blade technology and NIST compliant security. Transitioned physical labs and servers into a virtual private cloud environment that resulted in annual cost-savings of $375k.

Improved customer satisfaction and operational efficiencies with adoption of ITIL v3 methodologies. Focused on improved Business Relationship Management, Incident Management and Change Management.

Introduced Enterprise 2.0 technologies to facilitate business transformation effort. Solutions focused on enhanced collaborative capabilities and enabled enterprise visibility to segmented data repositories, including dispersed Research and Development activities.

Successfully orchestrated IT functional divestiture and acquisition of business from Motorola to General Dynamics resulting in $1M license cost-savings without impact to business continuity.

Successfully orchestrated the integration of two IT organizations (GD business unit merger) in 2004 and identified $750k cost-savings in license cost by the elimination of redundant engineering applications (Maintenance and purchase avoidance).


MOTOROLA, Scottsdale, AZ

SCITOR, Sunnyvale, CA


All positions involved the leadership of enterprise LOB for geographically dispersed (national and international) teams in all stages of product development and systems delivery. EDUCATION

MBA, Technology Management, University of Phoenix, Mesa, AZ BS, Computer Science, California State University-Hayward, Hayward, CA CERTIFICATIONS

ITIL v3 Foundation certified


Secret, inactive

EBI/SSBI, inactive

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