Technological Engineer & Architect - Project Manager

Michael E. Relph **** Whispering Glen Drive Allen, Texas, 75002

810-***-**** *******.*.*****@*****.***

Sr TECHNICAL STRATEGIST / APPLICATION SOLUTIONS ARCHITECT

Technical Strategist Application Architect Developer & Consultant Turn-Key Systems Engineer

Program & Project Manager Large-Scale Infrastructure Design & Management Process Engineer

ITIL Implementation Specialist Multi-Vendor Management Finance & Accounting Systems

Data Center Design & Build LAN/WAN Network Design & Implementation Software Development Life

Cycle

Business Plan Development Document Management Specialist Application Portfolio Disaster/Recovery

Specialist

Mathematician Problem Solver Lean Engineering Quality Systems Engineer & Internal Auditor

As a Born Leader with an entrepreneurial spirit is strategic, visionary, and highly technical in nature, empowers

those he leads to greater levels, induces a positive and very professional atmosphere that encourages attention to

details traversing a road of continuous improvement to include; work product, education, and as an individual.

Comes along-side the team to help when needed and teaches them how to fish in a very constructive, kind, but

firm mentorative manner.

Born a Mathematician, Problem Solver, Process Engineer, Critical Thinker, scored genus in Abstract Spatial

Analysis. Became a Master in Technical and Business Architecture and Strategy. Is well versed in working with

people and helping them find their way improving their capability and work product for the business. Having

been a business owner understands all facets of running a business, even the most complicated of business models

to include; Finance Planning and Operations, Human Resources, Legal & Contracts, Sales and Marketing,

Engineering, Product Development, Lean Engineering & Process Improvement, Manufacturing Engineering &

Operations, Retailing, Warehousing, and Distribution, and Reward Systems for the small to very large business.

Today managing and developing applications and their portfolios to include the infrastructure they run on from

strategic to grass-roots engineering is my expertise and true-value-add. Integrating Applications to include COTS

implementations and integrations are assumed as part of that picture. Having much experience in the complete

Turn-Key Systems cycle to include Sales and Marketing, Customer Facing for Scoping, Engineering Design and

Quoting, Product Development and Project Management, Testing and Customer Acceptance, Integration into

Operations, Technical Writing, and Operations & End-User Training are all acquired expertise’s developed since

1976.

Having used and developed a variety of development processes, tools, and development environments, has the

ability to embrace the ever evolution of change to technology as it matures and as organizations mature their

operations. Today using processes such as AGILE, Waterfall, Scrum, ITIL, ISO Quality Standards, CMMI

Standards, NERC, are current within my realm of expertise. Of course it is the application and discipline of those

processes define the maturity of your organization. As a born Process Engineer and Cultural Change Evangelist I

am fully prepared to help continue to mature your organization’s process to any level you wish to grow into.

APPLICATION SOLUTIONS – ENGINEER, DEVELOPER, PROJECT MANAGER

CSES INTERNATIONAL JAN ‘92- PRESENT

• Turn-Key POS/e-Commerce/Web-Site Solutions (Current)

Motor City Computers Complete Business Solution and RADAR Customer Delivery Web-Site

o

Burtrum Furs Complete Business Solution & e-Commerce Web-Site

o

Bob Perani’s Hockey Shops Complete Business Solution – Store & Warehouse

o

Custom Complete Jewelry Business Solution

o

Custom General Retail Business Solution

o

• Intranet Web-Site Development (146,000,000 pages delivered) – General Motors (1997)

• Web-Based Electrical Engineering Delivery System (1st GM Internet Application) – General Motors (1997)

• Web-Based Engine and Chassis Calibration System Management System – General Motors (1996)

• e-Org Chart System – General Motors (1998)

FORD MOTOR COMPANY APR ’90 – SEP ’90 & SEP ’91 - OCT ‘96

• Engine Calibration System Compiler – Ford Powertrain (1990)

• Engine & Transmission Control System for 7.3l Diesel Powerstroke – Ford Electronics – ATC (1991-1996)

Michael E. Relph 1601 Whispering Glen Drive Allen, Texas, 75002

810-***-**** *******.*.*****@*****.***

CHRYSLER CORPORATION MAR

’90 - AUG ‘90

• Plant Maintenance System – Parts Purchasing, Receiving, Inventory & Work Orders

NATIONAL STEEL CORPORATION – GREAT LAKES STEEL DIVISION OCT ‘86- APR ‘90

• Chemistry Laboratory System – Casting Operations

• Metallurgical Laboratory Quality Inspection System – Met Lab

• Cold Mill Scheduling System – Cold Mill Operation

• Tensile Testing Data Collection and Analysis System – Met Lab

ELECTRONIC DATA SYSTEMS – GENERAL MOTORS ASSEMBLY DIVISION MAR ‘84- OCT ‘86

• Detroit-Hamtramck Assembly Quality Inspection System

• Detroit-Hamtramck Protocol Conversion System

• Detroit-Hamtramck Paint-Shop Quality Operations System

• GMT400 Quality Inspection System (major upgrade from Detroit-Hamtramck)

• GMT Systems Communication Interface (later marketed as BASEWAY)

AVCO ELECTRONICS OCT ‘83- MAR ‘84

• King Khaled Riyadh Saudi Arabia International Airport Control System

SCIENTIFIC SYSTEMS SERVICES JUN ‘81- OCT ‘83

• Fossil Electric Power Generation Systems – Process Control / Data Acquisition Systems

• Nuclear Electric Power Generation Systems – Process Control / Data Acquisition Systems

• Steam Transfer System – Dow Chemical, Midland, Michigan

US-ARMY – TANK AUTOMOTIVE COMMAND FEB ‘80- JUN ‘81

• ARMY Vehicle Spare Parts Ordering and Management System

• Integrated Logistics Department Personnel Training Management System

• English Grade Level Analyzer for ARMY Vehicle Repair Manuals

CAREER TRACK

SR. PROJECT / PROGRAM MANAGER / BUSINESS PROCESS ARCHITECT / CONSULTANT Jan ‘92 – Present

CSES INTERNATIONAL Clinton Township, Michigan / Allen, Texas

Started and operate a business that began by providing COTS and Turn-Key Customized POS systems to include Web-

Sites and e-Commerce systems that supports Single and Multi-Site Retail, Distribution, and Warehousing. It later

expanded in providing IT Consulting Services, Technological Implementations, Quality and Environmental Quality

Systems Development and Implementations, Internal Quality Auditing, Technical Writing, Educational Curriculum

Development, Strategic Business Planning and Marketing Consulting Services, and Project Management Services.

Certifications that were obtained during that time include: ITIL, PMP, SCM, EDI, ANX, Lean Engineering, and ISO-

Auditor.

Deliver insight, energy, leadership and business expertise vital for driving business growth, meeting client needs and

optimizing P&L results for this information technology consulting practice specializing in strategic solutions

development and systems integration. Assess client needs with a focus on assisting organizations to optimize cost

savings, lean processes, business continuity and security. Advise corporate executives on solutions (architecting,

PM/application development and infrastructure implementation) including process engineering for manufacturing, test,

supply chain management, warehousing, asset management, POS, e-Commerce, IT infrastructure to include LAN

Wireless Networks, Cable Based Networks, custom Cisco networks for secure environments, and comprehensive

application solutions of many architectural remedies, SDLC, AGILE, Waterfall, and SCRUM principles and guidelines,

data center migrations, devising creative solutions that meet unique and complex requirements (hand to glove). Size and

complexity of an organization is not an issue having worked with the very small business and the very large business

environment in both the private and public business sector. Projects below earmarked Client are assumed contracted

through CSES.

Michael E. Relph 1601 Whispering Glen Drive Allen, Texas, 75002

810-***-**** *******.*.*****@*****.***

SR. PROGRAM/PROJECT MANAGER/ITIL ENGINEER SEP ‘14- DEC ‘14

CLIENT – FUJITSU – INFORMATION SYSTEMS OF AMERICA – HOSTING & NETWORKS Richardson, Texas

Worked with Executive Management of H&N and Sr. Managers of Operations for Problem, Incident, Change,

Configuration, and Queue Management to drive significant process improvement, organizational re-alignment, and

cultural change with customers, service delivery staff, and within the operation itself. In addition worked with PMO

leadership for Program Management and Technical Architect Services to ensure timely services are extended internally

and for customer accounts. Established 8 concurrent work streams starting with developing the Scope of Work, Success

Criteria, Deliverables, Key-Indicators for Success, and the Governance Structure to transform that effort into formal

project plans, and working with the staff to execute and report on progress to the Executive Staff on the “success” of the

internal service management improvement projects. Using Clarity, Excel, MS Project, RFS as their Service Management

tool, all plans were centralized on their enterprise tool – Clarity to report status, manage action items, issues, risks,

detailed project plan, manage hours worked against each task and project. Working in each Tower look to see a 30-60%

performance increase for Problem, Incident, Change, and Queue Management. Worked with Configuration

Management, assisting to replace the broken current solution to agentless solutions such as SNOW. Performance

exceeds the manual process of discovery by over 500% awaiting approval to implement. In less than two weeks became

the lead implementer of an Enterprise-Based Project Management tool using Clarity that could be used as a great tool to

integrate all PM related activities.

SR. PROGRAM/PROJECT MANAGER/MANUFACTURING ENGINEER JAN ‘13- SEP ‘14

CLIENT – TEAM TOTAL EQUIPMENT MANAGEMENT – CHASSIX Ferndale, Michigan

Sr. Project Manager working for TEAM’s customer Chassix a newly formed merger of three machining corporations

Metal Dyne, SMW Automotive, and Diversified Machining whereas as Project Manager worked with the new Executive

team to; consolidate manufacturing operations from 30 plants into 19, and build-out new operations. With keen eye and

through decades of experience found stagnant revenue for the customer through scrapping unusable machining centers,

rebuilding others and reusing or selling others, being a third party to renegotiate building and machine leases, getting

equipment assets under control, setting up inventory control of tooling, consumables, donnage, and shipping material. In

the end saved the business over 10 Million in annual obligations that were dead assets in the business. Additionally,

saved over 70% in logistics costs by locating machining centers near casting operations managing the budget of $1.8M.

Through continued success with Chassix were awarded an addition $2.1M in business to provide project management

services to rebuild a large heat treat furnace, provide another innovative chip conveyor system, perform a build out of a

new testing facility and consolidate all test equipment from three other facilities saving in excess of $1.3M/year.

Additionally, provided IT Engineering Services and established MS-365 into the office tool set, executed Windows 7

upgrade, and designed and established the wireless network in TEAM’s Ferndale location.

PORTFOLIO / PROJECT MANAGER / FINANCE SPECIALIST DEC ‘11- DEC ‘12

STRATEGIC STAFFING SOLUTIONS / BLUE CROSS BLUE SHIELD MICHIGAN Detroit, Michigan

Key leader for the Information Security Department of BCBSM managing a $10.4M budget, providing comprehensive

portfolio, and project, budget management, and operational status for the Director of Information Security and the VP of

Technology. Provided mentoring and consultation services for the managers and director to help best manage and create

the right story to tell executive management across all lines of the business through developing and reporting on Key

Metrics of success for the Department. Worked with a combination of BCBSM employees, Ernest & Young Consultants,

and IT Consultants from a variety of Contract Houses providing a unique blend of cooperative and positive behavioral

methods and habits to assist in effective team collaboration thus maximizing overall work production for this new

department. Assisted in integrating new roles and operations developed by E&Y to the BCBSM staff, and then working

to help stabilize those new operations. An extended roll included being a technical advisor to the architect team to assist

in evaluating software solutions to further enhance the department’s ability to secure the organization, and as a contracts

specialist served to avoid significant legal repercussions and cost avoidance as a result of negative audit from the

Contracts Auditing Department. Finally, taught new Administrative Assistant to follow the new financial management

processes that I had developed and administered, and the process to collect and report on Key Metrics of Success as an

on-going reporting process for the Department.

Michael E. Relph 1601 Whispering Glen Drive Allen, Texas, 75002

810-***-**** *******.*.*****@*****.***

TRANSITION PROGRAM & PROJECT MANAGER – INFRASTRUCTURE-APPLICATIONS-OPERATIONS Jul ‘08 – Dec ‘11

CLIENT - IBM Clinton Township, Michigan

Managed complete programs and projects for three major IBM clients; NiSource, Enterprise Rental, and Nexus Lexus.

Key leadership for all projects, leading customer meetings, leading internal meetings for status and solutioning, and then

presenting solutions to the customer on behalf of IBM. Solutions of methods, processes, and tools included; OOAD,

UML, SDLC, AGILE, Waterfall, SCM, Rose, JIRA, WSAD, Virtual Server, ITIL Methods & Practionership, and several

other IBM product, and process solutions.

NiSource included duties acting as a Networks & Security Program and Project Manager Specialist where I touched over

300 sites to include Nuclear and Fossil Power Generation, Gas and Oil Distribution sites, Business & Sales Offices, and

IT Data Centers. Performing major purchases for data center build outs, managed major phone system installs such as

Avaya Systems, major LAN/WAN upgrades (to include VOIP, Riverbed, and Firewalls) to then running very complex

enterprise-wide deployments of XP/OS upgrades, SAV to SEP Malware Upgrades, MS IE Remediation/Upgrades,

Wireless Network Installations, Software Deployment Systems Upgrades, performing Asset Management/System

Discovery Operations, and finally managed Federally regulated application upgrades and system decommissions.

Additionally, assisted and mentored other IBM PM’s, assisted executive management to setup better account

management systems processes and procedures (ITIL & PMP standards) reducing project lengths by addressing key

project transition states to include; startup, integration into operations, close-out, knowledge management, and

accounting processes. Those contributions significantly stabilized the account and increased revenues and profits.

Enterprise Rental was a Transition Project that decoupled the Car Rental and Truck Fleet Rental IT Data Center

Operations by Truck application and appropriate Infrastructure. The Truck Fleet Data Center Operation was located at a

nearby IBM Data Center. The task included engineering the needed Infrastructure, purchasing, installing, configuring,

and testing it. Then, the appropriate applications were installed on that infrastructure, migrated only the truck data,

tested the systems, and then deleted the truck data from what was the exclusive Car Rental environment. Employed

ITIL, PMP, AGILE, Waterfall, processes to manage the transition. During the Transition upgrades to software were also

managed through a series of software release freezes to smoothly manage those installs. The PM management not only

included the application installs and revision updates, but also the configurations for security, backups, networks,

firewalls, communications, asset management in addition to the traditional PM work of the Infrastructure Build-Out.

Finally an ITIL-Based IT Management Operations Structure with a Global Help Desk was put in place to manage the

new Truck Fleet Data Center Operation.

Nexus-Lexus of Oxford England with an IBM Managed Data Center Operation in Warwick England (a shared

environment) was a Transition Project for which I was its key Project Manager to move all Nexus-Lexus applications

and their appropriate infrastructure to Rochester New York in the old Kodak Data Center Operation which was vacant at

the time. The Kodak Data Center was built-out for Nexus-Lexus with an engineered solution that mirrored Warwick

with respect to Servers running the various Applications. Most of the Applications were Web-Sites that Nexus-Lexus

developed and deployed to their subscribers that were mainly medical staff around the world. There were several Web-

Site types to include Static, Database, Front/Back Ends, most utilizing virtual server configurations. There were two

major challenges. One, the systems could not go down other than a brief maintenance window that was pre-scheduled,

and Two, the infrastructure at Warwick for the network was very fragile and prone to failure. With it being a shared data

center routing data down an exclusive route was problematic. The solution to the first challenge included purchasing a

Mobile Backup SAN Farm – Seta Beast, and then populating it to the max with high-end fault tolerant hard drives, then

to install and configure Riverbed devices on both sides of the WAN from Warwick to Rochester, and thirdly an IP/Switch

Configuration Expert was brought in to maximize bandwidth and data speed on a failing network in order to copy data to

the Seta Beast. The complete PM Management task included (using PMI Standards, MS Project-extensively, and ITIL

Operations Model); Engineer an Infrastructure solution, Engineer Data Center Build-Out for; - Electrical, HVAC, WAN

and LAN Networks, to include SAN and Backup Mechanisms -, purchase, install, and test the infrastructure at the Kodak

Data Center, engineer data routing both for the data copy from Warwick and then to Rochester to include the Seta Beast

and the WAN used for data logging data transfer. The Riverbed devices were installed, configured, and tested for

maximum throughput. By Application Environment Types, applications were installed in Rochester and data was copied

onto the Seta Beast at Warwick, data logging was turned on, the Seta Beast was shipped over night to Rochester and the

data installed in Rochester and the data logging copy was turned on and when it completed the systems were tested and

then at a scheduled outage transferred the URL to Rochester, and finally decommissioned the systems that were migrated

to include any temporary routing and switch devices such as the Riverbed devices. At the Kodak Data Center an ITIL

Operations Model was employed once the project started turning applications on.

Michael E. Relph 1601 Whispering Glen Drive Allen, Texas, 75002

810-***-**** *******.*.*****@*****.***

SR. SYSTEMS ARCHITECT - PROGRAM & PROJECT MANAGER – COMPLETE BUSINESS SYSTEM Mar ‘97 – Dec ‘13

CLIENT – MOTOR CITY COMPUTERS (DIVISION OF TEKSYSTEMS) Pontiac, Michigan

Awarded several contracts to architect, develop, implement and maintain a business system that would combine the

functions of three existing systems into one, normalize the data set and greatly simplify receiving, testing, inventory,

invoicing, shipping, and customer reporting. The business was failing with about $30,000/month in revenue. Worked

very closely in partnership with the General Manager and the Warehouse Manager to rework the operation in the

Warehouse and setup a comprehensive inventory process to include receiving and shipping using Lean Engineering

principles. Those process changes were then incorporated into the design of the new business application that was

started from CSES’ POS Business Product and customized to fit the process. In 8 weeks the new application replaced

the three existing systems as the data was migrated and normalized. The new application then acquired a life of its own

with new innovative updates to accommodate the needs of the business. The original version was a DOS based

application and was converted to a Windows Based application in 2008 making it compatible to XP. Again it was

converted from XP compatibility to a 32-64 bit Windows Compatibility. Each conversion project took less than 60 days

to complete. The end performance of the business due to this application and the overall program allowed the business

to grow to over $2M/month in revenue and become the nation’s largest most profitable business of its kind in the US. A

business that took off lease computers, tested them and either resold them, or scrapped them. All computers were

received on consignment and the RADAR Customer was given a percentage of sale at the end of the month. In 2006 I

led the development of a RADAR Customer Web-Site delivery system that allowed a RADAR Customer to receive

reports on the sales of their assets. The business system and Web-Site continue to live on with little or no changes

required year over year. Highlighted features and details as follows:

• The business application started from a POS application core written in DOS – Clipper using DBIII files.

• The end product contains over 3,000,000 lines of code, scores of modules, and data tables built for speed of

absorbing change to the business, and speed of performance for the user and back end functions

• A tightly coupled receiving module developed working with a Hand-Held Data Collector System

• Developed the receiving module that accepted, diagnosed, and normalized data

• Added a computer, monitor, and printer testing module to identify and record all components and grade

automatically

• A real-time Work Order system was designed to quickly build and order and pick list used in the Warehouse

• Invoicing converted the Work Order to a certified Shipper, and Invoice in a single transaction

• Developed Warehouse Inventory System & Process to take inventory of 40,000+ pieces in less than 4 hours

• Reduced the time to provide RADAR Customer reporting from 21+ days/month to process over night

• Updated the system, facility and operations to accommodate Dell, Ford, AT&T, and DOD specifications

• Developed new testing module that allowed for mass system tests and asset system inventory, 99% time saver

• Converted the DOS application to Windows in less than 60 days – no changes in process or retraining required

• Developed a comprehensive data backup, archival, repair, and restore system to be used by non-technical staff

• Since 1997 the system has only not been available for less than 8 hours to present, or a 99.999999% availability

• TekSystems attempted to convert to .NET application, and after 18 months and over $5 Million invested was only

15% complete. The value of the application was estimated at over $50M with less than a $100K invested.

• Tools, Processes, Environment used; Clipper 5, DBIII, R-Base 2, PMP Principles, ITIL Framework, Comprehensive

Disaster/Recovery, Data Repair Tools, FTP, Flash, HTML, Novel Networks & Server, Cisco Switches, MS Server &

Networks, VOIP, LAN-WAN Communications, Cloud Hosting, MS Access Data Base for Web-Site, ISO Quality

Standards, Beta-Mite Controllers, Custom System Discovery, Complex Recursion Data Methods, Custom Data

Cleansing and Data Conversion Tooling, and Comprehensive Custom Technical and Systems Manual.

Michael E. Relph 1601 Whispering Glen Drive Allen, Texas, 75002

810-***-**** *******.*.*****@*****.***

SR. SYSTEMS ENGINEER - PROGRAM & PROJECT MANAGER – EXECUTIVE CONSULTANT Oct ‘96 – Dec ‘07

CLIENT – GENERAL MOTORS Detroit, Michigan

Fulfilled many roles resulting in many major accomplishments outlined below. The following major roles include;

• Data Manager, Systems Architect, and Project Manager for GM Truck - Electrical Systems Department

• Systems Architect and Project Manager for GM Truck Pre-IS&S Transition from EDS to GM IS&S

• Systems Architect and Project Manager for GM Finance IS&S

• Program Officer and Contracts Manager for GM Manufacturing IS&S and GM NA IS&S

• Systems Architect and Project Manager for GM Asset Management IS&S

• ITIL Systems Architect and Project Manager for GM NA IS&S

• Project Manager for GM Engineering IS&S

• Disaster/Recovery Sr. Analyst and Project Manager for GM Manufacturing & Quality IS&S & GM Facilities

Work summary as follows:

Program Manager / Application Architect / Service Continuity / Disaster Recovery & Security Manager for GMs’

Global and North America Manufacturing and Quality organizations from May-’05 to Dec-‘07; developed and

oversaw SCM & Security policies, and implemented major cost and risk reductions leading comprehensive disaster

recovery planning for all vital and critical application systems running at all manufacturing facilities through strong

portfolio management, leadership, coordination, multi-vendor negotiation, team building consensus, multi-cultural

motivation, and improved business processes that support it. The total managed portfolio included over 700 applications

with over 11,000 occurrences, in 300 major facilities. Additionally reviewed, recommended, and implemented new

security and DR relation technologies and practices. Role included understanding all aspects of the total infrastructure

and associated applications and what had to be in place to minimize risk to the business. Additionally conducted and

attended many DR exercises to validate the ability to restore applications after various degrees of disasters to include

destruction of a plant or remote data center working with law enforcement and facilities management in addition to IS&S

and its vendors.

Awarded management of GM North America’s (GMNA) IS&S Service Sector Agreement – 2003 (SSA) May ’03 to

May ‘05; cut costs 5% annually and improved security, disaster recovery, business continuity, application portfolio

development, asset management, business flexibility and project management from building on the many

accomplishments brought forward from the previous assignment. Being the only one in all of GM-IS&S who has a

comprehensive understanding and experience with all GM’s business units was able to add significant value as the

designated IT Business Partner to all the business units as they implemented the various aspects the contract services to

be provided. Total contract scope in excess of $6B.

Administered a GMNA IS&S MSMA 2002 4-year services contract with EDS for 76 manufacturing facilities May

’02 to May ‘03; as a Sr. PM and Communications Director working with GM-EDS teams that expanded and improved

services; cut operating costs by 20%. Many first-time goals and accomplishments were charted and awarded as key

operational successes for GM’s IS&S organization, strategic to separating itself from the exclusivity of EDS to include

comprehensive play-books that EDS, GM’s exclusive supplier held as strictly confidential. Established first major

playbook development for contract transition to operations, architected and managed web-developments used to

communicate major initiatives, a document management web-site to manage all contractual documentation, and a bi-

monthly video conference was published to manage on-going implementation status.

Provided strong and unique leadership for the GMNA IS&S Infrastructure 2000 Contract Development and

Implementation Team Nov ’99 to May ‘02; smoothed relationships between GM and EDS in newly formed GM-

Mexican team resulting in an 80% boost in performance. Established foundational portfolio application management

tools, and metrics to begin the process of establishing IS&S as a self-sufficient managing organization. To implement

the contract combined manufacturing and business experience to comprehensively learn the business in each of GM’s 13

business units to include all manufacturing, sales and spare parts, logistics, purchasing, facility management, and all

business services Established Global Site Management web-site, continued to architect large-scale web-sites (primarily

Java Client/Server Unix Oracle environment) using GM’s SDP process, collaborated on the Application Tracking

System, and taught each GMNA business unit the contract and their associated metrics.

Established ITIL in 2004, conducted ITIL training for IS&S GMNA Operations, and sparked a restructuring that cut

costs by $440,000,000 and produced an additional $1,200,000,000 in cost savings.

Michael E. Relph 1601 Whispering Glen Drive Allen, Texas, 75002

810-***-**** *******.*.*****@*****.***

General Motors Continued

Working with GM-Truck Electrical Systems Group Oct ’96 to Dec ’98 spearheaded software design initiatives to

manage and deliver control software and hardware designs used by engineers and field calibrators working on

microprocessor module development of electrical and powertrain components. Orchestrated system integration using

cutting-edge technologies for secure communication between supply base and engineering staff.

Called on as a key Strategic Architect and Business Partner by GM’s IS&S Operations to lead short-term high value

projects that require vast knowledge of technical and organizational experience with strong established relationships for

the following projects:

o Headed the complex deployment of GM-Online Jan ’99 through Nov ’99 for the Finance

Department and completed the 6-month project in

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