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Information Systems Management

Rochester, New York, United States
January 12, 2018

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Professional Summary

Accomplished, results oriented Information Technology and Operations Professional and Executive with over 37 years of leadership experience. Demonstrated achievement and excellence in the areas of: IT Functional Management, Project and Program Management, Information Systems and Business Planning, Business and IT Re-engineering, Process Improvement and IT Performance Management. Significant experience in managing manufacturing improvement projects and operations.

Demonstrated knowledge across multiple business types, sizes and functional areas including: Banking, Retail, Newspaper, Telecomm, Plastics, Industrial Equipment, Electronics, Health Care, Manufacturing, Training, Consulting and Public Sector with custom and standard product manufacturers. Successful achievement of measurable results in both, large scale international organizations as well as, medium to small sized local businesses.

Core Competencies

Leadership, Management, IT Management, IT Strategy and Strategic Thinking, Performance Management, Metrics Management, Process Improvement, IT Service Management, Cross-Functional Team Management, Project Management, Program Management, Portfolio Management, PMO Management, Change Management, Governance, Systems Integration, Process Integration, Business Analysis, Earned Value Analysis, ITIL, Application Development and Support, Best Practice Process Assessments, Team Building, Budget Management, Financial Management, CRM, ERP, Manufacturing, Results Oriented, Focused, Dedicated, Problem Solver, Analytical and Strategic Planner.

Tool Competencies

Microsoft Office Suite: Word, Excel, PowerPoint, One Note, Visio

Microsoft Project



3/13 – Present – Advanced Performance Improvement (API), Inc.


Advanced Performance Improvement, Inc. is a corporation committed to improving organization performance and productivity. Specific specialty services include: management and leadership of IT and business operations, focused process assessments and implementation projects for ITIL, ITSM, PMO and project management as well as organization process maturity and effectiveness.

At API I am responsible for successfully managing and executing all day to day sales, finance and project operations activities. I was solely responsible for the operations of the entire company. API typically executed 1-3 simultaneous process improvement client projects or a single dedicated management or leadership project.

Management and Leadership Projects

Client: New York State Department of Transportation

Acting Project Manager

The New York State Department of Transportation (NYSDOT) is responsible for the development and operation of highways, railroads, mass transit systems, ports, waterways and aviation facilities in the U.S. state of New York.

This transportation network includes:

A state and local highway system, encompassing over 110,000 miles (177,000 km) of highway and 17,000 bridges.

A 5,000 mile (8,000 km) rail network, carrying over 42 million short tons (38 million metric tons) of equipment, raw materials, manufactured goods and produce each year.

Over 130 public transit operators, serving over 5.2 million passengers each day.

Twelve major public and private ports, handling more than 110 million short tons (100 million metric tons) of freight annually.

456 public and private aviation facilities, through which more than 31 million people travel each year. It owns two airports, Stewart International Airport near Newburgh, and Republic Airport on Long Island. Stewart is currently leased to the Port Authority of New York and New Jersey.

At NYS DOT I am responsible for:

Successfully managing all assigned projects within the NYS DOT organization framework, executing the NYS DOT processes with ensuring all projects are delivered on-time, on budget, within scope with complete stakeholder satisfaction.

Specific Accomplishments Include:

Project leadership and transition for three specific project areas focused on bus certifications, carrier certification and road construction contract process.

Successfully transitioned leadership for these projects.

Developed project schedules, milestones and actions for each project.

Client: Eagle Productivity Solutions, Inc.

Acting Vice President Planning and Project Management (PMO)

Eagle Productivity Solutions is a corporation focused on enterprise wide training and behavior management. Eagle develops and implements custom training and change management programs for large scale systems and business process changes for Fortune 100 organizations.

At Eagle I was responsible for:

Successfully managing, with direct responsibility for a team of 7-10 Project Managers, all projects ensuring they were delivered on-time, on budget, on scope with complete customer satisfaction. Eagle typically executed 120 simultaneous projects.

Ensuring all project deliverables, were planned, scheduled and completed on time and met all customer requirements. Eagle typically executed 3,000 simultaneous deliverables. I directly organized and managed a team of 3-4 Production Schedulers, responsible for over 150 designers, writers and trainers.

Specific Accomplishments Include:

Successful facilitation and execution of a company-wide process assessment with recommendations and strategies for improvement. Utilized assessment recommendations to drive process improvements in project management, organization planning and scheduling.

Establishment of a company-wide directive PMO organization, with 7-10 Project Managers, managing 120 simultaneous client projects. Developed and deployed a best proactive project management approach including project management process, tools, status reporting, client communication tools and documentation tools.

Establishment and use of a heat map project status process and tool (Qlikview) to effectively manage scope, budget, schedule, risk and customer satisfaction of all projects.

Successful transition of our planning approach from time based to effort based. I integrated exception management and earned value analysis for improved project status and reporting.

Implementation of project best practices by moving the organization to plan and schedule based on effort and utilize earned value as a means for managing progress.

Development and deployment of an effective on-boarding program to prepare and develop each new Project Manager associates, hired 5 new Project Managers and on-border them in my tenure.

Design and implementation of a company-wide Demand Planning and Project Health Reports for managing the PMO and the Production Planning and Scheduling Function. This provided early visibility to resource demands resulting in improved resource utilization.

Design and implementation of numerous project controls to improve budget management resulting in reduced overruns and increased profit margins.

Design of an integration strategy for the business systems applications being utilized which included the use of Salesforce, MS Project, Qlikview and various excel tools.

Direction of the organization to achieve record setting production and revenue periods including the company’s highest revenue month in its history as well as recording 3 consecutive record revenue months.

Successful Program Management Leadership for company wide client projects.

Successful Project Management of client project developing and delivery of company-wide, international implementation of MS Dynamics CRM.

Process Improvements and Consulting Projects

Specific Accomplishments Include:

Public Authority – Completion of a full IT Process Assessment leading to the implementation of an organization wide process improvement initiative including the implementation of work management software and the work processes to increase the organization process maturity and effectiveness.

Financial Credit Union – Completion of the development of a service catalog for the Technical Services organization focused on ITIL services and processes.

Financial Credit Union – Completion of the definition and implementation of a time management recording and reporting system which resulted in an overall decrease of KTLO (incident and support time) of close to 35%

National Bank – Completion of the definition and implementation of a time management system which resulted in an overall increase in personnel efficiency of 25%.

International Training Organization – Completion of a full business best practice process assessment with recommendations and implementation strategy for best practice process in Sales (CRM) and Operations (Production Control and Project Management). Implemented standard estimating and budgeting for over 500 custom developed and delivered training programs.

Food Manufacturer – Completion of ITIL focused IT process improvement services to support improvement in application maintenance and support.

Improvement Projects


Best Practices Process Assessment

Custom Product Development – Operations and PMO

Project Management / PMO

Custom Product Development

Services Catalog

Financial Credit Union

Performance Management

Financial Credit Union

National Bank

Food Manufacturer

IT Transformation

Public Sector Energy Authority

PMO Design and Implementation

Custom Product Development – Software Training

Planning and Production Scheduling Organization design and Implementation

Custom Product Development – Software Training

Management Projects


Manage Planning and Project Management Organization

Custom Product Development – Operations and PMO

8/99 – 3/13 – Computer Aid, Inc.

Service Delivery Director

Computer Aid is an I.T. service based Corporation focused on providing their clients best in class software development and support outsourcing and managed engagements. Computer Aid has offices all over the east cost of the USA as well as several international offices including Canada and the Philippines.

At Computer Aid I was responsible: for

Successfully managing the service delivery, consulting and recruiting and staffing functions of the Division. This included over 250 associates, spanning 5 major offices in upstate New York and Canada as well as off-shore project teams and associates. Hired over 975 associates.

Successfully supporting, through business development activities and C-Level briefings, the revenue growth of the organization from $1.5 to $25M annual sales.

Specific Accomplishments Include:

Direct contribution to sales growth from $5M to $25M with associated employee growth from 30 to 250.

Successful start-up and staffing of offices in Albany, Buffalo and Toronto, with project teams in the Philippines.

Implementation of management by metrics approach by deploying the use of I.T. metrics that resulted in productivity improvements of over 20% annually.

Successful management of the transition of over 25 outsourcing engagements ensuring successful start-up of all engagements within a 3 month period.

Attainment of 98% of all clients SLA’s for legacy application support clients.

Attainment, development and growth of business accounts by building successful sales strategies, delivering effective executive briefings and generating impactful and winning proposals.

Successful integration of best practice development and support processes across all 5 NYCAN operating units

Creation of the implementation strategy and management of the successful implementation of the Rochester Development center.

Creation of major Consulting Service Offerings including Process Assessment Offering, Work Management Visibility, Metrics and Performance Improvement and Standard Estimating. These offerings were effectively utilized at dozens of clients.

Receipt of the CAI 2004 Presidents Award Winner for development of CAI Best Practice Application Framework.

Below are identified several of the major engagements and projects I managed:

Delivery Projects


Managed Application Services

Health Care Insurance - (2) Clients

Eye Care Products Manufacturer

Property and Casualty Insurance

Auto Insurance Company

Telecommunications Company

Food Retail Organization

Public Sector Transportation Agency

Public Sector Criminal Justice Agency

Market Research Organization

Application Development

Power Systems Manufacturer

Telecommunications Company

Property and Casualty Insurance

Consulting Projects


Best Practices Process Assessment

Public Sector Transportation Agency

Public Sector Corrections Agency

Equipment Insurance Company

Retail Organization – (2) clients

Manufacturing Organization

Public Sector Energy Authority

Public Sector Insurance Agency

Public Sector Agriculture Agency

Application Knowledge

Engineering Firm

International Bank

Public Sector Criminal Justice Agency

Quality Assurance Assessments

Health Care Insurance

Retail Company

Performance Management

Financial Institution

National Bank

Public Sector Technology Agency

Public Sector Social Agency

Public Sector Transportation Agency

Project Management / PMO

Casino / Hospitality Organization

IT Transformation

Public Sector Insurance Agency

3/96 – 8/99 - Harris RF Communications

Director of Information Systems

Harris RF Communications is a world leading focused on the development and deployment of battle field tactical and highly secured custom communications equipment.

At Harris RF Communications I was responsible:

To successfully manage the Information Systems Department and function consisting of 30 IT Professionals and an annual operating budget of $6 Million.

Specific Accomplishments Include:

Implementation of an Information Systems Plan integrating with a three-year strategic business plan.

Implementation of a centralized service desk with established service levels increasing customer satisfaction and productivity by 25%.

Utilization of my principle-based assessment, cross-functional teams and an internal customer satisfaction survey to assess my organization effectiveness and implement a functional continuous improvement process.

Implementation of Lawson G/L, A/P, Purchasing, Receiving and QAD Inventory Control, MPS, MRP, Bill of Material and Work Order Tracking. Implemented PeopleSoft HR and Payroll Modules.

Re-engineering of the Information Systems Organization including: Centralized Customer Service and Administration and Systems Methodology and Standards. Improved performance enabling a reduction in FTE Head count by 25% over 3 years and reduced overall Information Systems expenses by over $500K annually.

10/90 - 3/96 - Goulds Pumps, Inc.

Goulds Pumps was a world leader in designing and manufacturing customized industrial pumps and pumping systems. At Gould Pumps I had four distinct roles as described below.

7/95 - 3/96 - Director of Information Systems, Industrial Products Group

As Director of Information Systems I was responsible for managing the Information Systems functions for the Industrial Products Group, which consisted of a multitude of domestic manufacturing locations, sales offices, distribution centers and service centers. The organization consisted of 41 individuals with a $7 million operating budget.

Specific Accomplishments Include:

Implemented a Business Systems Plan consisting of Information Systems Vision, Mission, Strategy, Organizational Development and Applications Development Plans.

Developed a principle based assessment and utilized this instrument to assess my organization and implement a functional continuous improvement process. Developed functional customer service level agreements, functional measures and a customer satisfaction index. Created cross-functional Information Systems Teams to develop internal development and technology standards and tools.

10/93- 7/95 - Materials and Operations Manager, Engineered Products Division

As Materials Manager I was responsible for managing the functions of Production Control, Stockroom, Receiving, Shipping and Assembly for a $200 Million Division. The organization consisted of 200 individuals and a $9 Million operating budget.

Specific Accomplishments Include:

Implemented new processes, disciplines and management controls to improve our Stockroom cycle count accuracy to over 99%, from 65%, reducing inventory shrink from $2.4M to $46K in 1.5 years.

Improved throughput and productivity in both Assembly Floor and Stockroom operations by 50% over prior years, while eliminating over 30% (37,500 sq. ft.) of total warehouse space.

Reorganized Production Control into a Central Planning Group and implemented a structured Sales and Operations Planning process resulting in 20% increased output.

Established inventory standards and a new planning methodology to reduce inventory in 1994 from $47 Million to $32 Million, while increasing sales 10% and increasing inventory turns from 2.5 to 3.3

Implemented just in time concepts and achieved cycle time reductions of over 50% on our manufactured parts and vendor managed Stockroom Kanbans.

Key member of a joint Union and Management Team that developed and implemented an interest based TQM Continuous Improvement Process.

4/92 - 10/93 - Business Process Re-Engineer Project Leader, Industrial Products Group

As Project Leader I was responsible for managing the Business Process Improvement Teams that redesigned the entire business process flow from Order Quotation through Manufacturing, integrating Engineering, Manufacturing and Business processes.

Specific Accomplishments Include:

Managed 10 functional teams, including over 50 direct participants, focused on redesigning the entire business process and converting existing business data.

Implemented a rules based configuration tool reducing product structures by over 50% and integrating bill of material generation with sales quoting tools.

Implemented improved processes and controls to reduce order entry cycle time by 75%.

Implemented complete MRP II system, including all Financial Systems, Order Entry, Bill of Material generation, Master Planning, MRP, RCCP, CRP, Inventory Control, Purchasing and Shop Floor Control.

Implemented new Shop Floor Data Collection system with production posting, WIP tracking, time and attendance and payroll.

Implemented new business processes and management controls in all areas of the business that integrated Sales, Customer Service, Engineering, Distribution and Operations.

10/90 - 4/92 – Manager Information Systems, Engineered Products Division

As Manager of Information Systems I was responsible for managing the Information Systems functions for the Engineered Products Division, which consisted of a multitude of manufacturing plants and operations.

Additional Employment History

Mobil Chemical Co. (Mobil Oil) – 6 yrs.

oManager Information Systems

oBusiness Re-Engineering Project Lead for Manufacturing Operations

Gannett Newspapers, Inc.

oApplication Systems Manager

Patton Consultants, Inc.

oSoftware Developer


Lincoln First Bank, Inc.

oApplication Systems Manager and Analyst

Education and Certifications

MBA – Rochester Institute of Technology, Rochester NY

BS Management Science – SUNY Geneseo, Geneseo NY

BA Economics – SUNY Geneseo, Geneseo NY

P.M.P. – Project Management Professional

ITIL V3 Foundations Certification – EXIN USA

Lean Six Sigma White Belt Certification - MSI

Other Qualifications

CAI Presidents Award Winner 2004 for developing Application Maintenance and Support Process Assessment and Improvement Model

Extensive Business Process Re-Engineering and Project Management Experience

Successfully Complete TQM Training and Managed in Total Quality Management System

Certified in APICS CPIM - JIT, M&CRP, Production Activity Control

Successfully Completed Harris Leadership Development Program

Conducted multiple business process improvement and project management effectiveness workshops

Co-developed a copyrighted IT re-engineering model

Authored an IT Principle Based Assessment process for assessing internal IT organizations

Developed a proprietary Application Support Framework and Capabilities Maturity Assessment Model.

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