Sign in


New Port Richey, Florida, 34652, United States
May 16, 2018

Contact this candidate


Gary A. Cobb

Mobile: 910-***-****


CIO / CTO / VP of IT / Director with multinational experience in several Fortune organizations seeking to continue experience with IoT (Internet of Things), e-commerce, Big Data, etc. Broad, diverse, unique experiences in multiple industries including high-tech manufacturing, R&D, telecommunications, global transportation, government, large-scale event management, Department of Defense (DoD), software engineering and industrial automation.


ILLINOIS TOOL WORKS (ITW), Asheville, North Carolina 2014 to 2017

Global Director of IT

Report directly to the CEO

Involved in businesses which install robotics, conveyors, AS/RS (Automated Storage and Retrieval Systems), custom Microsoft .NET software, and other equipment into factories and warehouses with project budgets of $25,000,000+ USD

Responsible for IT, Engineering & 24x7 Customer Service teams in the U.S. and Europe

Also responsible for all Project Management, Controls Engineering (PLC), 3-D Simulation, and R&D

Led IT to Agile/Scrum Level 3 maturity within two (2) years; implemented Kanban in Engineering

Implemented several ITIL processes; namely a completely new Customer Service Desk, Incident Management, Service Request Fulfillment, Knowledge Management, and a completely new SLA (Service Level Agreement) thus improving customer satisfaction to better than 96%

Introduced the ITW Innovation Framework to management and facilitated business readiness review

ROLLS-ROYCE, Alexandria, Virginia 2012 to 2014

Chief of Software Engineering for North America

Reported directly to VP of Engineering

Responsible for leading Agile/Scrum software development teams (50+) supporting the U.S. Navy

Focus was on afloat and ashore web-based Java Maintenance Management Systems (MMS) used on some of the most sophisticated and complex naval vessels in the world

Mission was to quickly complete millions of dollars of repairs at dock so vessels could return to duty

Also supported such organizations as NOAA, the U.S. Marine Corp., Army Corp. of Engineers, and other government and commercial organizations all over the world

Rolls-Royce uses a global multisource Shared Services business model with both onshore and offshore sourcing in multiple locations in the U.S.A., U.K. and Norway

Daily responsibilities involved interfacing with external partners such as Microsoft and HP; in fact,

we were a Microsoft Certified Partner

Gary A. Cobb Page Two


GET MOTIVATED SEMINARS INC., Tampa, Florida 2009 to 2012

VP of IT

Worked directly with the CEO and COO to develop an overall business strategy

IT strategic priorities included: new/redesigned web site, “CRM 2.0” utilizing cloud-based Microsoft Dynamics CRM SaaS, Marketing automation for Call Center end-users, business analytics, and more …

In first year identified IT benefits of more than $25 million for this midsize 250+ employee company

Migrated ALL IT Development and Operations (DevOps) into the cloud by evaluating and selecting external service providers such as Microsoft and other third party partners thus reducing IT costs 67%

Work included outsourcing to India, and interfacing with other external partners and joint ventures

Implemented operational stability and Disaster Recovery (DR) processes first time in company history

CITY OF MIAMI, Miami, Florida

2008 to 2009

Assistant CIO

Responsible for all Enterprise Architecture (EA), systems development, program management, and operational support for systems used at the City of Miami

Routinely interfaced with elected officials such as Police, Fire Chief, and officials in Mayor’s office, etc.

Key initiatives included: Unisys mainframe re-platform to Microsoft/.NET, Oracle ERP implementation, custom .NET Land Management development projects, ESRI GIS upgrades SOA (Services Oriented Architecture), Web Services, and implementation of a Microsoft BizTalk ESB (Enterprise Service Bus); all designed to improve inter-agency collaboration, improve constituent satisfaction, and reduce costs

Implemented both the PMBOK and Agile/Scrum project management disciplines

Implemented several ITIL processes; Change Management and Service Level Management (SLA’s)

Responsible for evaluating and selecting service providers, negotiating contracts, vendor engagement, vendor management, and interfacing with key external partners such as Unisys, Oracle, and Microsoft


2003 to 2008

PMO Director

Responsible for overall leadership of the Project Management Office (PMO) overseeing a portfolio of ~300 concurrent projects and programs

Interfaced regularly with shared services CIO and elected political officials such as the State Attorney, Public Defender, Board of County Commissioners, Sheriff, Tax Collector, and the Courts, etc.

Facilitator of the Senior Leadership Team through the Gartner Enterprise Architecture (EA) and

strategic planning processes

Implemented a decentralized enterprise-wide ARB (Architecture Review Board) which provided frameworks and a Federated Governance Model to oversee compliance with the IT strategy

Program Manager for the largest effort in the IT portfolio which was a $20,000,000 custom Java Consolidated Justice Information System (CJIS) development effort overseeing fifty-plus (50) Analysts, Development, QA and Operations personnel

Highly involved in build vs. buy analysis, as well as business case development, RFI, RFP, SOW, and contract negotiation processes leading to vendor engagement, vendor management, and interfacing with external partners and service providers such as IBM and CA (Computer Associates)

2003 to 2008

Gary A. Cobb Page Three



2001 to 2003

PMO Manager

Focus was on providing project management expertise to management and various project managers who were decentralized all over the world in the U.S.A., U.K., Canada, Mexico, Australia, and South America

Program delivery was accomplished by leveraging a multi-sourcing strategy, including onsite, offshoring, and outsourcing to India

Directly responsible for leading the implementation of Agile/RUP (Rational Unified Process), and enterprise portfolio management (using Microsoft Project Server) to provide better communications and visibility to the CIO and other key stakeholders

MCI/WORLDCOM, Tampa, Florida

2000 to 2001

Information Technology Director

Tampa IT organization employed more than 500 employees

Designated by the CIO as the single IT liaison to the VP Leadership Board responsible for developing new strategies for revenue growth and profitability resulting in more than $100 million in new sales

Primary focus was on supporting more than 5,000 Sales, Marketing, and Customer Service employees

Directed an IT organization responsible for all CRM (Customer Relationship Management) and Business Intelligence (BI) systems, including the enterprise Data Warehouse

Responsibilities also included vendor management, and interfacing with external partners such as PeopleSoft, Compaq and Oracle; in fact, renegotiated the Oracle contract resulting in $1 million in savings in 2000 and greater than $2.1 million over three years, with savings thereafter greater than $650,000/year

CORNING INC., Wilmington, N.C.

1985 to 2000

Senior Manager

Directed IT organizations of more than 100 employees

Created PMO with responsibility for oversight and execution of a $22,000,000 IT architecture “Renewal” strategy designed to create a more responsive, business-linked, and cost-effective IT organization

Instituted an Architecture Review Board (ARB) using the Meta EPAS (Enterprise Planning & Architecture Strategies) process with assistance from Andersen Consulting where we established an enterprise architecture framework, and an enterprise-wide governance model to oversee the IT strategy

Worked in various roles of increasing responsibility over fifteen years, including overall IT Program Manager for the largest expansion in the history of Corning; “Tower 5” as we called it was a $250,000,000 expansion the size of the Super Dome


BS, Computer Engineering, Clemson University, Clemson, South Carolina, 1985

MBA, University of North Carolina (UNCW) School of Business, Wilmington, North Carolina, 1991

PMP, Project Management Institute (PMI), 2004-2017

ITIL (Information Technology Infrastructure Library) V2 Certification, ITSM, 2006,

… also ITIL V3 Differences Training in 2008

Contact this candidate