executive profile

Technology executive with unique ability to transform information assets into profitable products and services. Chosen to turn around underperforming technology projects and organizations. Creates strong teams and cross-functional collaboration that delivers superior results. Expert problem solver that thrives on solving technical and business challenges. Performs quality work and completes it on time, on budget. Deep expertise in Legal, Accounting, Regulatory, Human Resources, and e-Learning business segments.

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experience

WOLTERS KLUWER, INC., Chicago, IL

2006–2009

A $4.6 billion, 20,000 employee global leader in information services and publishing.

VICE PRESIDENT OF GLOBAL IT STRATEGY MANAGEMENT
(2008–2009)

Responsible for improving IT efficiency and effectiveness across a diverse enterprise composed of 24 different operating units. Managed a $4.6 million budget and 4 direct reports.

• Identified $15 - $23 million in annual IT savings by optimizing IT operations, rationalizing technology, and improving technology management.
• Established a first-time, enterprise-wide governance process to manage and prioritize $47 million in global IT projects.
  • Established an IT Leadership Council with operating unit CTO's to set technology direction and establish enterprise IT architecture, and an Investment Review Board comprised of CFO's for investment oversight;
  • Created a portfolio management process to proactively identify synergies, standardized corporate architecture/business processes and reduce application portfolio complexity;
• Targeted over 3500 IT applications within infrastructure, back office systems, and industry-specific application areas for rationalization.
• Piloted application portfolio optimization in Business Intelligence (BI) applications. Identified 56 BI applications used across the enterprise and proposed standardizing on 9.

VICE PRESIDENT OF CONTENT AND PLATFORM MANAGEMENT
(2006–2008)

Develop enterprise-wide strategies and business priorities for content and online delivery systems.

• Planned and specified next-generation online platform for 13 legal, tax, accounting, and regulatory business units worldwide.
  • Utilized service-oriented architecture and component-based development to increase speed-to-market, current/future functionality, and quality of service.
  • Addressed scalability, localization, interface requirements, and internationalization.

APLIA, INC., San Carlos, CA

2002–2004

Private equity backed start-up delivering innovative, Web-based e-learning products for higher education.

VICE PRESIDENT OF ENGINEERING

Responsible for stabilizing, scaling, and expanding a fee-based, interactive e-learning system.

• Turned around unsuccessful 6-month effort to stabilize platform in 8 weeks, increasing mean time between failures from 10 minutes to 99.99% uptime.
  • Rapidly identified and fixed both logic and configuration errors;
  • Solved network availability/response time by architecting a new content delivery network with 99.995% availability and an average first byte response time to .2 seconds without increasing hosting costs.
  • In the first 24 months, more than 120,000 students paid for the service. The average user signed in 3.4 times per week for 23-minute sessions.
• Implemented an XML-based content production process to cut problem set production time by 50% without increasing support costs.
• Employed contextual design to create customer-focused profiles to improve product usability. Implemented new interface that slashed user training time and improved customer retention.

MINDGARDEN.COM, Redwood City, CA

2000–2002

Early-stage start up offering Web-based delivery and administration of complex industrial and organizational psychological assessments.

CEO / PRESIDENT

Responsible for providing broad leadership to pioneer and deploy new online assessment technology.

• As contractor to two Fortune 100 companies, developed two customized assessment solutions. Created XML-based language and tools for defining, delivering, and scoring assessments.
• Cut assessment encoding time 95%, from 80 to 4 hours, slashing costs and enabling content experts to efficiently revise assessments based on performance feedback.
• Introduced new features enabling multiple delivery methods as well as the ability to scrape user interfaces to enable rapid customer customization.
• Negotiated partnering agreements with Web service providers and organizational consultants to create and deploy web-based services.

THOMSON CORPORATION

1988–1999

One of the world's largest information companies active in financial services, healthcare, law, science/ technology, tax & accounting sectors. Today it is known as Thomson Reuters.