Held management authority for 60 staff, as many as 60 contractors, $12.2 million operational budget, and $9 million capital budget. Developed and managed best practices and architectural standards for portfolio of 100+ customer applications and numerous SaaS platforms. Created dynamic, customer-centric culture to ensure delivery of business functionality. Reported directly to CIO.

þ Led turnaround of underperforming application development organization, guiding change across multiple dimensions (people, processes, technology) to achieve dramatically improved performance.

• Retooled development organization; unified director-level staff in the organization; and guided development of vision, strategy, goals, and performance standards to ensure fulfillment of key metrics.
• Led deployment of technology platform that would enable rapid delivery of web-based applications.
• Aligned efforts to adopt Agile development framework and responsive design principles. Slashed time-to-market 75% for applications, improved customer satisfaction, and engaged developers with business counterparts.
• Transformed group plagued by poor quality, low morale, lack of accountability, and chronic late delivery metrics.
• Fostered culture of innovation in application development, resulting in retention of high-performing talent and improvement in staff engagement across all 10 dimensions measured in the 2015 Employee Engagement Survey.
• In 1 year, organization delivered 8 modernized applications to production (up from 1 in 8 years previously) and won back 2 projects scheduled for outsourcing by business partners.

þ Introduced quality targets into development effort that was failing for turnaround before production launch.

• Drove numerous quality improvement measures to resolve high number of defects, actively manage technical debt on products, and provide visibility into software quality. Infused culture of quality throughout the organization.

þ Partnered with finance and business development to redefine enterprise portfolio management process.

• Introduced portfolio roadmapping exercises to improve predictability of capital investments. Developed taxonomy to ensure cost/revenue/benefit transparency. Created mechanism to track financial and social impacts of projects.
• On track to strengthen strategic decision-making capabilities for leadership related to the application portfolio.

þ Built cross-functional UX governance committee to champion and enforce UX standards organization-wide.

• Eliminated conflict on cross-functional project teams (business, web content, IT) with single decision-making body, ensuring consistent user experience (UX) across all touch points.
• Reduced project delays and cut software development project costs 15% through design of reusable UX standards.

þ Spearheaded IT-wide effort to establish unified vision for cloud deployments and continuous delivery.

• Filled gaps in current continuous integration processes for estimated delivery of 30% future cost reduction.

Directed all aspects of IT division with 44 employees, $9.8 million operational budget, and $2 million capital budget. Provided strategic vision and oversight in support of all IT segments including server, desktop, network, and communications infrastructure. Collaborated with stakeholders across the organization to align technical solutions and resources in fulfillment of business needs.

þ Developed and implemented tactical roadmap to alleviate immediate burden of legacy infrastructure on critical systems and migrate organization to modern infrastructure within budget.

• Expanded capacity to meet needs of the organization within 6 months (previously, monthly occurrences of capacity-related incidents) and brought all systems to full vendor support within 4 years.
• Unified roadmap and long-range planning and leveraged staged hardware/software refresh cycle to ensure fulfillment of current and future infrastructure needs at predictable spending levels.

þ Transformed underperforming internal support desk (widely regarded as non-responsive and unhelpful) into one of the most highly respected units within the organization within 1 year.

• Co-located support desk to facilitate cross-organization interaction and sense of team; introduced process metrics to address root cause of unresponsiveness; encouraged face-to-face interactions between helpdesk and users.
• Boosted overall user satisfaction to 80% (previously unmeasured) while achieving 98+% responsiveness and accuracy SLAs.

þ Directed datacenter and IT infrastructure aspects of 12-month build-out and migration to new 290,000 square-foot facility that consolidated operations previously distributed across 2 locations.

• Delivered future-proof infrastructure on-time and on-budget. Slashed overall infrastructure costs $200,000 annually by locally hosting development and test environments.
• Empowered staff to collaborate more effectively with building-wide wireless network access. Enabled seamless video and web communication between internal and external constitutions through upgraded conference rooms.

þ Fostered world-class team culture, engaging staff at all levels of the division and championing projects to alleviate critical staff pain points and build morale. Transformed division from lowest overall staff satisfaction in IT organization to 94% satisfaction (per biannual survey; well above norm of 86% for IT overall) and greatly improved staff retention.

þ Championed, developed, and led deployment of organizational BYOD (Bring Your Own Device) program and technology allowance. Eliminated need for organization-issued mobile technologies, capturing $150,000 annual cost savings while improving staff satisfaction with mobile options and improving collaboration across work units.

þ Tapped for corporate strategy team that developed and evolved organizational roadmap, which has been used extensively for portfolio planning and organizational investment decisions aligned with core mission areas.

þ Established disaster recovery strategy that optimized existing infrastructure to deliver targeted recovery time-and-point performance objectives (RTOs, RPOs).

Filled dual roles, holding management oversight for entire IT infrastructure supporting 135 employees and multimillion-dollar contracts for various federal clients. Supervised as many as 16 contractors and staff. Provided vision and strategy for internal corporate IT under direct report to the COO.

þ Built automated solution to enable industry-first zero-touch migration of 9,000 federal desktop PCs.

• Quadrupled field technician productivity from 6 PCs per day to 24 while decreasing number of migration errors.
• Leveraged technology in subsequent projects to migrate 50,000+ PCs, resulting in $1+ million cost savings.

þ Identified and exploited market opportunity to become 1 of first 5 US firms certified under ISO 20000:2005.

• Delivered new competitive advantages for ITG, resulting in future contract wins and expansion of business from IT services provider into best-practices consulting firm.

þ Rescued failing multimillion-dollar project for Tier 3 helpdesk support to 14,000 users for HUD IT Services.

• Worked with staff to understand challenges, redesigned workspace to boost productivity and streamline operations, transformed queuing to regionalized model to provide site-specific knowledge sharing, and developed ticket management tool to increase visibility into open service tickets (improving overall team productivity 20%).
• Achieved 98% SLA compliance and 95+% customer satisfaction.
• Transformed low-performing team into model for future contracts, achieving 0 turnover in 2 years.
• Earned multiple performance incentives for exceeding contract targets.

þ Architected IT solution and project managed all aspects of large-scale technology modernization and migration (assessment through deployment) for the Small Business Administration.

• Migrated 7,000 PCs to new hardware/operating system and consolidated email, directory, and file sharing services from distributed model across 90 field offices to 2 central locations.
• Delivered robust solution that delighted the client, leading to subsequent contract awards valued at $200,000+.

þ Guided turnaround of failing project to centralize email services for OSHA within the Department of Labor.

• Developed manual process for pilot migration to bypass commercial technical solution that failed last minute; architected custom application to automate migration of other 80+ locations.
• Enabled on-budget completion of project, saving 20% in deployment costs with automated migration solution.

þ Served as lead auditor and project manager in contract for ITG’s first external best-practices client. Managed gap analysis, senior leadership coaching, plan/schedule development, and implementation.

þ Reengineered numerous corporate processes, policies, and procedures that resulted in achievement of ISO 9001:2000, ISO 20000:2005, and CMMI standards.

Managed internal IT systems and architected innovative technology solutions that created new competitive advantages.

Maintained technology for Institute for Research in Cognitive Science; developed processes and applications to streamline operations.

Oversaw all computing resources for faculty and staff in different research groups. Rebuilt network infrastructure to boost network performance 10x. Developed an industry-first innovation in robotics systems.

Graduated 1st in Class (4.0 GPA)