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Work Background
WaiverKing Inc.Chief Executive Officer
Nov. 2016Paphos, CyprusWaiverKing - saving the worlds trees by providing online forms, contracts, waivers etc with an easy to use intuitive end user experience.
Citihub ConsultingAssociate Partner
Apr. 2014 - Nov. 2016Greater New York City Area
MarkitSERVSenior Consultant - M&A IT Integration
Jul. 2013 - Dec. 2013London, United KingdomLead the program to initiate and plan the decoupling of a financial services platform post acquisition.
Cisco SystemsSenior Consultant - M&A IT Integration
May. 2012 - Jun. 2013San Jose, CAProgram managed the planning for the global integration of 5000 NDS software developers across 150 development projects.
eBaySenior Consultant - M&A IT Integration
May. 2011 - May. 2012San Jose, CAResponsible for Post Merger IT integration of eBay/Paypal acquisitions.
EricssonSenior Consultant - M&A IT Integration
Feb. 2010 - Feb. 2011As part of the Redback Networks integration in Ericssonn defined, managed and lead the $15 Million program to build Ericsson’s 8th development hub (Cloud Computing model) for the 1,400 local and remote engineers. (US, Canada and India) • Created business case and raised funds to support the program. Hired project team, established direction and vision. Coordinated with outsource partner (HP). • Successfully implemented new hub within stated timelines, handing over to engineering on schedule and slightly under budget. • Responsible for implementing new cloud environment using VMWare to support up to 1000 new RedHat linux VMs, 140TB of NetApp storage, new secure development zone, ClearCase, New Build Environment to support 1400 engineers, Electric Cloud, NxMachine for remote users. Also worked on defining and refining processes to support Cloud model
Alameda Alliance for HealthChief Information Officer
Jul. 2007 - Oct. 2009Health plan serving 100,000 members. Approx. $220 million annual revenue.; Brought on board to turn around the IT department, improve IT services, lead implementation of new Medicare line of business, and modernize and update systems. Responsible for $4.2 Million operating expense +$ 2 Million capital expense. Successfully lead program to implement new Medicare line of business in less than 4 months. This included building an adjacent and integrated claims system, developing and implementing a new BPMS application to manage the enrollment process and a customized application required for the new call center. This initiative drove $25 Million in additional annual revenue. Set about an aggressive program of hiring a highly capable and energetic IT team. This resulted in re-establishing IT as a respected and valued business partner. Initiated transformation process by virtualizing the data center. This included successfully moving over 50 tier 2 and 3 servers onto VMWare, eliminating the overheating, weight and space issues and creating capacity for the next 5 years. Refreshed aging enterprise network components, upgraded and rationalized server OS environment. Migrated and retired older under-utilized applications, saving over $500,000 in maintenance payments. Implemented new EMC SAN, increasing storage by 30TB.
Initiated and drove redesign of enterprise data warehouse (MS SQL 2008), including the development of a new data model and introduction of a data governance process. This was complemented by implementing Informatica to manage the extensive organizational ETL needs. Created Project Management Office to manage extensive pipeline of IT/Business demand including projects and service requests.
Blue Shield Of CaliforniaDirector, Program and Project Management
Sep. 2004 - Jul. 2007Promoted to Director of Strategic Planning & Program Management to achieve better understanding and management of IT costs. Initially hired to manage $30 million IT Business Program, and later took charge of $12 million Infrastructure and Operations program. Led strategic planning and execution that supported $7.5 billion annual revenues. • Achieved highest project success rate in the company.
• Devised unique IT Cost of Doing Business model based on an ITIL framework that is still used today. New model adapted from ITIL, COBIT and ISO models – shows spending among various IT organizations/services and allows for comparison with other companies. • Turned around an under-performing department with an estimated 20% success rate. Within only one year, achieved 75% success rating. • Achieved 2006 Filenet Innovation Award-CTO Award for saving $4+ million per year (projected), and dramatically increasing productivity. Achieved results by devising and implementing award-winning call center solution.
• Designed and implemented project methodology that resulted in a 500% increase in project delivery speed and 200%-300% improvement in quality.
• Salvaged stalled Active Directory migration project involving 5,500 users, 180 application servers and 30 exchange servers. Within four months, successfully completed project that was only 50% done after 18 months.
REALOGIC INCSenior Practice Manager | Consultant
Jan. 1998 - Jan. 1999Initially hired as a consultant for this boutique IT firm, quickly earned promotion, and took charge of struggling Lotus Notes practice. Directed and mentored team of 12 consultants. Generated $3.5+ million additional revenues by building exceptional client relationships. Achieved #1 ranking as the highest revenue producer for Realogic. Led development and implementation of a pioneering inter-store messaging solution for The Gap's 2,500 stores. The new solution allowed coordinated activities among all stores; project successfully completed within tight seven-month timeframe.
Computer Associates, IncProject Manager
Jan. 1999 - Jan. 2004Managed 50+ large-scale technology projects for mid-market and Fortune 500 clients. Developed project plans, implementation methodologies, and training strategies. Maintained positive client relationships and managed project budgets of up to $5 million. Clients included Hewlett Packard, McKesson, and Wells Fargo. Contributed key project management skills that contributed to improvement of project success rate from under 20% to 95%. Developed company's first standardized, full-cycle implementation strategy including: scoping, prototyping, gap analyses, test procedures, contingency plans, and training. Created Business Value Guide, a sales tool that enabled customers to fully understand the business benefits of CA systems. Turned around seriously troubled project and avoided threatened legal action. Quickly brought complex, large-scale project back on track, rebuilt client relationship, and delivered project to the client's full satisfaction. Implemented customer contact strategy designed to regain lost customers that filled sales pipeline with 250 new opportunities.
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