Chief Information Security Officer and Head of Infrastructure Technology, Principal

IT Leadership: Re-built the entire Infrastructure, Support and Security practices at Adams Street. Transitioned support from MSP to onsite staff to scale a growing business. Led the restructure and implementation of fundamental infrastructure and security technologies. Injected process discipline in to the teams. Transformed IT from disarray to being named the Most Valuable Player of the firm in 2021 for my team’s work providing exceptional support and functionality during the pandemic.

Security Leadership: Developed a mature security practice, policy and roadmap. Launched a Information Security Management System (ISMS). I led the firm through several security breaches. Communicated with affected clients, guiding compliance and legal to best results. Built internal and external programs to deal with further fallout.

Client Solutions Architect with Managed Security Services

Consultative Service Pre-Sales: As a CSA with MSS, the mandate was engaging in client facing meetings to sell the 10 lines of service that we offered. Due to the nature of the services we were, more often than not, selling directly to executives (CISOs, CIOs, CTOs, Directors) of medium and large organizations. Deal sizes are almost always 6 figures with a three to six month sales cycle.

Solutions Architect

Consultative Product Pre-Sales: Sentinel is a VAR and a Cisco partner nationally. Most of my deals were Cisco related deals. I specialized in Security, Networking, Wireless, and VoIP.

Director and Principal Infrastructure Architect

Budgeting and cost projections: Categorizing major projects with clarity to businesses. Cutting what we can and time of need without compromising the productivity of the business and the security of
our customers.

Acquisition intake process: Huron growing through acquisitions has had an impact the way IT does business. We developed a process to intake acquisitions with a 3 tiered approach, giving the business the flexibility to realize profits without compromising quality of IT services and blocking ongoing projects.

Process creation: Through my experience as infrastructure architect and project manager I was able to understand the Huron process from the bottom up, the top down and middle out. Through
this, though Huron had some processes in place, I found the lacking processes and developed a
plan to fill the gaps. With the help of managers, directors and architects, I was able to structure a plan to address the problems and find solutions while adding value to our work. Adding value by being able to show real time spend for practice and project groups. Thus giving all executives a better view of their cost centers and clean profits.

Practice relationship building: Huron’s technology model was to centralize infrastructure and distribute development efforts within the different practice groups. This complicated relationships
and made for difficult and sometimes contentious relationships. Through some bridge building efforts, specific outreach initiatives and a new “IT Operations Pipeline” I was able to create a team environment where practice money making efforts were high priority and civility and appreciation
reigned.

High level security incident management: Interfacing with clients to deal with potentially high
profit loss situations create by a breach.

Infrastructure Global Manager

Career long record of stakeholder satisfaction, team building and professional growth.
√ Managed 9 engineers: linux, windows, networking.
√ Coaching specifically guided to fulfill corporate goals and needs.
√ Managed budget planning, and direction; while maintaining key relationships to make sure that goals and pricing was met.

Proven negotiator: managed vendor relationships, equipment and circuit acquisition.
√ Negotiated multiyear contracts with MPLS/DWM/Datacenter vendors, satisfying technical and price requirements.
√ Negotiated large server and network equipment purchases, with multiple vendors.

Flexible Road Map Development
√ Yearly budget and initiatives planning for IT infrastructure.
√ Defined BCS/DR requirements for IT infrastructure.
√ Implemented equipment refresh cycle for entire firm.
√ Developed interim evaluation environments for new business initiatives.

Project Management
√ DR/BCS planning and implementation. Including datacenter selection and due diligence.
√ Drove new office requirement gathering and deployment.
√ VOIP SIP integration with existing Cisco UCM.
√ VMWare/Citirx environment deployment.
√ Oversaw backup, monitoring, and security environment build out.
√ Yearly security audits.