Chief Information Officer, Director of Information Techbology

R O B E R T S A N T A N G E L O

* ****** ***** *: 973-***-****

East Hanover, NJ 07936 *****************@*******.*** C: 646-***-**** C H I E F I N F O R M A T I O N O F F I C E R

Senior IT leader with 35+ years of broad and deep levels of IT responsibility including 15+ years of director- level and 5+ years of C-level management in financial services and publishing, public & private sectors. Managed outsourced and offshore organizations and annual budgets of $13M. Directed entire CIO function including strategy, governance, architecture, software application development, infrastructure and operations management, service delivery with emphasis on team work, execution and quality. Effective acting as change-agent to transform organizations. Drive business process improvement efforts and create self-sustaining operations. Passionate about leveraging lean methodologies, industry best-practices & standards to deliver solutions on spec, on time, on budget. S P E C I A L I Z E D S K I L L S

Business/IT Strategy Convergence IT Governance Program Management Global IT Management Financial Management Relationship Management Compliance and Audit Organization Optimization Vendor Management IT Service Management P R O F E S S I O N A L E X P E R I E N C E

S&P Global, New York, New York 2012 to Nov, 2020

Senior Director, Information Technology

Direct team of 10 on- and off-shore staff to provide ITSM services including Configuration, Asset, Change, Incident, Request, Problem, Information Security, Financial, Risk & Knowledge Management in a DevOps and DevSecOps environment supporting 100+ business applications and databases hosted in AWS and VMware Cloud. Technology stack included Linux, Windows Server, Oracle Database, Java. Manage $150M relationship with 3rd party managed services provider to deliver IT services to S&P Global including server management, cloud management, product engineering, network management, service desk and site support services. Lead and manage all Regulatory Compliance and Audit engagements and exams by partnering with internal and external audit organizations (e.g. SEC) to define scope and timeframe, document requirements and track and execute projects to provide deliverables. Leveraged Agile methodologies including Kanban and Scrum to organize work efforts.

• Established and documented repeatable processes to support ITSM services using ITIL framework including controls to ensure compliance with policies. ServiceNow modules were used to implement automations. Integration between services was implemented to achieve overall efficiencies.

• Transitioned to an out-sourced IT services model by on-boarding two MSPs over 6-year period. Ensured all service descriptions were documented with clear deliverables. Designed and implemented a vendor management program to manage service delivery of MSP based on SLAs, KPIs and resource unit-based costs across all services provided and reconciled invoices. Established a governance structure which included RACIs, SLA vs performance metrics & cost dashboards reviewed at executive-level meetings. Ensured global regulations were met regarding management of MSP. Established engagement models for internal staff to access MSP services.

• Designed, executed and documented a cybersecurity program and governance structure to manage and remediate NVA, DAST & SAST information security vulnerabilities on servers, workstations and applications. Tools used included Rapid7 Nexpose & Insight and Fortify WebInspect & SCA. Saviynt for detection and QLIK for assignment to appropriate remediation teams, categorization and stakeholder reporting, ServiceNow CMDB for sourcing assets and ownership. Remediation of over 600k vulnerabilities on servers and 1.2M vulnerabilities on PCs was achieved via solidified AMI management, repeatable patching, software updates/upgrades and configuration settings. Prevention was achieved by SCA integration into CI/CD pipeline.

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• Implemented a disaster recovery program to achieve application RTO and RPO measured in hours. Key aspects included negotiating maximum tolerable downtime with application stakeholders, performing gap analysis of current vs needed RTO/RPO and architecting/implementing solutions. Also coordinated effort to establish and centrally store DR plans with ongoing processes to keep them current. Tools included Assurance, Service Now, VMware SDDC & SRM. Annual cadence of DR testing was achieved for past 7 years which included 99%+ of applications.

• Designed and implemented a business continuity program for 30 global offices which included issuance of laptops to staff of 5k, standing up Citrix, VDI and AWS Workspaces, business impact analysis for all business processes to achieve accessibility to processes and information, BAU processes to ensure images and apps are current.

• Established an asset and capacity management capability with integration into financial management to achieve optimal use. Utilization and cost metrics were captured and summarized on dashboards and compared against business value of supported applications to determine total cost of ownership (TCO). Assets included 5k workstations, 2k servers and various software licenses. Tools included CloudHealth and Service Now CMDB.

• Initiated a program to solidify privileged access management capabilities across servers, databases and middleware. Primary intention was to implement access on least-privilege basis using access management platforms including Quest Authentication Service (QAS), SailPoint and CyberArk for enforcement and verification. Also developed a capability to govern logical access to unstructured data across 30 global file servers to ensure only authorized users had access. Effort included identification of data owners, creation of ACLs, recurring processes to certify ownership and access. Tools included Varonis DatAdvantage.

• Designed and implemented a comprehensive suite of controls to achieve and maintain compliance with policies and regulations including monitoring for EOL of OS and software on 2k servers, installation of required software, deployment of required patches, complete and accurate configuration details, complete backups, up-to-date application DR plans and runbooks. TRSNYC, New York, New York 2007 to 2012

TRSNYC is a municipal pension-fund administration agency with the largest public tax-deferred annuity program in U.S, comprising 200k members, 400 employees and assets of $50+ billion. Chief Information Officer

Direct team of five deputy directors, 90+ employees/consultants and manage $13M budget. Member of executive management team responsible for establishing project priorities and communicating value of IT. Increase IT effectiveness, create and execute IT vision/strategy, transform agency by modernizing its technology (including applications, infrastructure, processes and organization) and automating business processes to achieve optimal performance. Directly manage business analysis, architecture, application development and support, QA, data management, system administration, IT security, data centers, networks, telecommunications, help desk. Perform assessment, selection and implementation of technologies. Manage vendors and contracts, create RFPs and SOWs. Report to the COO.

• Established and led an IT Leadership Team to perform multi-year strategic planning with future-state vision, key IT imperatives linked to business goals, target enterprise architecture, technology roadmaps, IT sourcing strategy, measures for success and a comprehensive set of operating principles for governance, architecture, infrastructure, process and staff to ensure organization receives the maximum benefit for their technology investment.

• Architected a total end-to-end solution to replace legacy ERP system to simplify technology and application landscape, increase enterprise agility, mitigate technology obsolescence and reduce business interruption risk due to increasing scarcity of legacy resources. Architecture principles were derived from Agency’s Vision, Mission and Strategic Plan to ensure that the target system aligned with Agency’s priorities.

• Created and implemented vision and strategy to provide self-service functionality to 200k members that resulted in significant decrease in call center volume, incoming forms, paper consumption and postage costs.

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• Increased member satisfaction and inter-business unit SLA performance by deploying SugarCRM (open source CRM application) to automate member contact processes. Increased call center transparency and identified opportunities for new Web self-service capabilities and content to improve service further and reduce inbound call volume.

• Improved project success rates and customer support by optimizing 90+ member IT department, creating separate application development teams to align with individual business units. Also introduced new roles for business analysis, solution and data architecture, GRC, vendor management.

• Virtually eliminated production application defects and drastically improved application quality by creating a new 12-person QA team, developed a rigorous QA methodology with guidelines for test planning, creation and execution, set up QA environments with ongoing data-refresh capabilities, and acquired automated testing tools i.e. HP Quality Center, QTP and LoadRunner. Integrated QA processes into SDLC.

• Improved operating units’ productivity by supporting business process improvement initiative, including defining units’ goals, aligning business processes, identifying Key Performance Indicators and implementing enabling technology. BPMN was used to model “as-is” and “to-be” processes.

• Provided BI capabilities to business units by building a data warehouse using DB2, ER/Studio, open source data integration tool (Pentaho) and Crystal Reports.

• Solidified IT financial, contract and vendor management processes by replacing manual IT contract, procurement and budgeting processes for $3M Capex budget with automated solution that improved reconciliation accuracy among budgeted, forecasted, procured and paid entries, reduced budget re- projection time from one week to a few hours and overall required administrative support was reduced by 50%.

• Enabled Public Relations group to increase productivity and deliver timely information to members, by implementing Alfresco Enterprise Content Management, which provides workflow and collaboration capability, which allowed PR to create, gain approval for and publish Web content.

• Increased IT management effectiveness in managing department, team and individual performance by partnering with HR to create new Performance Management program that included key competencies for individual roles, goal setting, linkage to strategic plan and regular feedback. Program was subsequently deployed agency-wide.

• Stabilized call center infrastructure which supports 20 agents and handles 25k calls/month by replacing

“end of life” PBX, phone sets, CTI and IVR systems with leading-edge, integrated Alcatel-Lucent Genesys solution including improved, custom-designed call tree that offers new features and information to address increased variety of member inquiries. Integration with back-end systems was achieved using web services.

• Reduced agency risk of security breach of 200k members’ personal information by assessing risk, creating mitigation/remediation action plan and safeguarding sensitive information by implementing leading- edge technologies such as SIEM, DLP, NAC, IPS. Developed detailed IT security policy to avoid future gaps and protect IT assets.

• Built full business continuity and disaster recovery capabilities by performing comprehensive business impact analysis, design, planning and implementation efforts to enable business resumption within 48 hours. Geographic redundancy was achieved by mirroring systems at a managed hosting facility. The McGraw-Hill Companies, New York, New York 2000 to 2007 Senior Director, Information Technology (2004 to 2007) Business unit IT Director responsible for enterprise application development and operations for $200M B2B energy news unit. Supported creation and delivery of 100+ electronic & print publications from 15 global locations, including real-time data streams, newsletters & magazines. Managed $11M operating & $4M capital budget with 7 manager-level direct reports and an overall organization of 60+ domestic & international employees and on- and off-shore consultants. Responsible for IT project portfolio management. Directly managed business analysis, architecture, application development and support, QA, data management. Developed logical and physical architecture and database strategies ensuring scalability Robert Santangelo Page 4

and high-availability. Built high-performing teams and fostered teamwork, collaboration and personal growth. Reported to the BU president.

• Delivered a web-based platform to provide customers with data-mining capabilities to a multi-terabyte data warehouse of operational energy statistics. Project consumed $6M and 18 months and included selection and management of off-shore system integrator.

• Created and executed a technology and application consolidation roadmap to consolidate and standardize several disparate e-Commerce sites (obtained via acquisition) that resulted in operational expense savings of $1.5M, 30% increase in customer satisfaction, significant reduction of data center footprint and elimination of external hosting contracts

• Transformed fragmented legacy desktop publishing process (used by 150 global editors to create stories and newsletters) from print to centralized electronic management and delivery using Quark Xpress, iCPS

& XML and integrated it with an existing authorization application and web-based and email-based delivery platforms. UML was used for system modeling.

• Improved project success rates, increased visibility of business group leaders into cost allocations, and minimized priority conflicts by devising and implementing matrix organizational restructuring strategy for alignment of 60+ IT resources with business groups.

• Partnered with editorial group management to determine applicability of new technologies to enhance editorial business processes including XML, PDF, DRM, desktop publishing, workflow, web.

• Created PMO function to track and report on enterprise-wide IT projects and provide resource allocation planning to boost IT efficiency, cut costs, and improve on project delivery in terms of time and budget.

• Served on corporate IT governing committee which leads and oversees the corporation’s efforts of establishing, adopting and implementing architecture principles, frameworks and standards.

• Performed broad & deep technology due diligence efforts for four multi-million-dollar corporate acquisitions which resulted in comprehensive documentation of anticipated IT integration effort/cost and presentation to corporate governing committees. Director, Application Development (2000 to 2004)

Led full software development lifecycle and database design of global real-time energy news publishing system, enabling global editorial group to manage documents and collaborate to deliver 18k stories and 15k price assessments daily to global customers while generating $150M annual revenue. Led team of 20+ resources including business analysts, application developers, QA, DBAs, system admins and provided 24x7 support using global IT resource structure. Reported to the BU CIO.

• Architected a highly-available browser-based application to replace a legacy client/server application

(Java fat client, JDBC, MS Access DB) that provided 150 global editors with the ability to manage and transmit 15k energy price assessments per day with 3-second transmission time to global customers

• Significantly reduced manual editorial efforts, costs associated with printing and product delivery time by building out content delivery applications via web, email & ftp and integrating these with product authorization system.

• Consolidated seven legacy systems including fulfillment, order-to-cash and financial, into a single Oracle 11i ERP solution over 3 years which resulted in standardized business processes, centralized customer transaction data, elimination of IT redundancy, reduction in maintenance and license costs.

• Improved real-time publishing system operational support and reduced project execution time by 25% through transformation of IT team to broaden capabilities, align resources with business units. P R O F E S S I O N A L A F F I L I A T I O N S

CompTIA – The IT Industry Association

TENG - Technology Executives Networking Group

E D U C A T I O N

M.S., Computer Science - Stevens Institute of Technology, Hoboken, N.J. B.S., Computer Science - Montclair State University, Upper Montclair, N.J.

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