Charged with growing a stagnant east region consulting practice focused on digital transformation. Driving execution of focused go to market strategy and client delivery resulting in triple digit improvements and increased client satisfaction in less than 12 months

Drove IT from a low-value, high-cost operation to an organizational star – the technology driver that achieves strategic business objectives. Aligned IT apps, services and projects for 3 BUs.

Relocated to Houston – HQ for Hess Exploration & Production (E&P) – soon after the
financial crash of 2008. Executed an urgent mandate to slash IT and overhead costs.

Fixed a newly implemented retail-IT system that controlled 875 retail stores – an overly complex and unstable IT system. Redesigned a removed unnecessary subsystems, and cut annual operating costs by $1 million.

Made strategic improvements to IT and company processes that are foundation of Stanley Fulfillment System. Part of an ongoing transformation directed by Stanley’s Executive Management to increase working capital & ROCE. Led a 32-person team and managed $11M budget.

Solved a chronic SOX-compliance issue by replacing the antiquated BI / data analytics system. New system improved reporting for sales and marketing via advanced features such as data modeling, ETL, and new reporting suites. Built the first enterprise-wide data warehouse at Stanley.

Fixed a $3 million black hole in the supply chain, namely, the “intransit” inventory that temporarily disappeared when goods were shipped from manufacturing sites to distribution centers. Rescued a failing project – “the portfolio management tool” – critically needed to improve decision-making.

Principal Consultant for Supply Chain Management Practice: Invited by PwC to join the company following successful collaboration on Caldor supply-chain project. Managed complex projects and established my personal reputation as subject matter expert for supply chain.
? Built a Showcase Logistics Center for Symbol Technologies: Led 15-person team that created a new logistics center (Catalyst). Saved $7M annually. Improved inventory’s accuracy from 97.5% to 99.6%.