Aug 2022 – Jul 2024 · 1 yr 11 mos · Los Angeles Metropolitan Area

• Responsible for providing executive leadership in managing M&A integrations and consolidations, software implementations, data and information risks related to product development, technology solutions, crisis management, governance risk, compliance, and data privacy. Oversee all data/information security policies, standards, evaluations, and determining, implementing, and supporting cyber security standards for the global enterprise. Creative and technologically bold with a mix of pragmatism, strong management, communications skills, and technical depth.
• Involved in all facets of information security and work across departments in a fast-paced environment, wearing multiple hats and managing large initiatives such as security audits. Passion for implementing and supporting cyber security standards to keep customers and company's data safe.
• Responsible for leading large global ERP implementations, as well as infrastructure, CRM, and business applications.
• PE-backed businesses with an emphasis on M&A and change management
• Corporate technology integration and consolidation
• Lead a diverse technical organization to identify, develop, implement, and maintain security processes, practices, and policies throughout the organization to reduce risks, respond to incidents, and limit exposure and liability in all areas of informational, financial, physical, personal, and reputational risk.
• Ensure the organization is in compliance with local, national, and international regulatory environments (e.g. privacy and data protection)
• Partner with legal and compliance teams to create and support a security culture through education and awareness programs designed to reduce the risks to the enterprise while also engaging key business leaders to ensure business unit involvement.
• Develop effective strategy to assess and mitigate risk (foreign and domestic), manage crises and incidents, maintain continuity of operations, and safeguard.

Nov 2018 – Aug 2022 · 3 yrs 9 mos · Long Beach, CA

• Providing digital leadership to Boeing Global Services (BGS) with focus on Digital Transformation across people, processes, data and tools. Focused on delivering a complete ecosystem for cost-competitive service solutions spanning across commercial, defense and space customers.
• Responsible for all B2B/B2C software product strategic mapping in identifying control points and it’s evolution throughout BGS to extend reach and create value; ~250 custom developed internal applications and ~750 consumer products (engineering, digital analytics, supply chain and training support) spanning across both the government and commercial service offerings ranging from eCommerce to mobile device applications for pilots, crew and maintainers - producing over $18B in annual revenue
• Initially led $3M engagement McKinsey Consulting for planning and launch
• Utilized DTM (Digital Transformation Method) to architect digital transformation initiatives building with executive teams ensuring a master plan for how tools, data and processes work together. Resulting strategy focuses on adding value for customers
• Addressing key concerns such as data replication, recovery, and security to make sure our customer’s info is safe. Accounting for nuances like moving from a monolithic, on-premises system to a cloud system (Azure, AWS & GCP) with microservices (refactoring) while also outlining pathways for scalable growth
• Simplified visibility into systems and integrations throughout Boeing’s digital ecosystem to see inside processes, communication between departments and products; resulting in a single source of truth for BGS digital transformation
• The mapping provides a behind-the-transformation perspective that brings clarity to BGS-wide business plans; locking in impact with precise capabilities. Ultimately, fueling transformation success and future growth

Feb 2007 – Nov 2018 · 11 yrs 9 mos · Long Beach, CA

• Serving as the most senior IT leader with responsibility for the IT strategy, operations, processes and more than 150 IT people in support of the world's largest aerospace company. Responsibility for supporting the growth of CDG's business by partnering with the business units on IT related revenue generating programs and overseeing all aspects of information security across the global reach of the company. Effectively lead digital transformation.
• Built and led an agile and responsive team accountable for maintaining secure and stable computing environments with maximum system availability and performance
• Cultivated a team-oriented, proactive problem-solving culture focused on delivering quality solutions that facilitate business success
• Set departmental goals for meeting scalability and growth needs of the company’s agility to flex quickly to market changes and demands metrics
• Developed and implemented on-going strategies for remote workforce accessibility, security, communications and performance
• Provided technical and strategic direction to teams development and implementing new/or enhanced technology ideas, concepts, products and services; maintain the multi-year technology strategy and roadmap
• Drove a data-oriented approach to engineering standards and processes
• Delivered engineering and innovation processes and the development of new technologies, services, and systems
• Played a pivotal liaison role with Boeing’s Research and Development on embryonic to maturity stages of state-of-the-art computing environments and cutting edge analytics, as well as Innovation Team Co-chair
• Introduced critical technical advisor roles by establishing IT Business Partner role concepts which changed the paradigm between IT and business leaders
• Effectively reduced annual operating IT budgets by multi-millions while providing proactive services with increased flexibility, scale, security and higher availability
• ... more on full resume...

Aug 2004 – Sep 2006 · 2 yrs 1 mo

• Recruited by new Landmark ownership to provide leadership to assess, plan and facilitate the technology modernization of an outdated 35 year old theatre chain with 70 locations. Stabilized and consolidated key systems. Quickly assessed staff’s strengths and weaknesses. Created a plan to resolve gaps and executed quickly. Realigned staff skill-sets with responsibilities in Helpdesk, Network/System Administration, Project MGT and Development. Outsourced Development gaps. Selected and deployed a modern POS system by TicketSoft chain-wide including hospitality in nine months. With early success my responsibilities were expanded over other Wagner-Cuban entertainment companies. Collaborated with business unit management to ensure ongoing alignment of IT's strategy and direction using ITIL framework. Provided leadership and support to the business divisions in implementing and enhancing technology.

Sep 2002 – Aug 2004 · 1 yr 11 mos

• Initially hired with the objectives of improving IT effectiveness and perception. Using ITIL framework; established a collaborative working environment with standard operating procedures, SLA measurements and communicated expectations to the company. Sponsored training & provided new tools: Company Portal, CRM, troubleshooting guidelines, benchmarking, customer service and depot replacement programs. Established and oversaw Change Control Process. Noticeable improvement in IT service, key system availability and overall team morale within the first two months. 180 degree turn-around by sixth month. Added facilities repair and replacement responsibilities to IT team. Developed a five year plan with ongoing staff training, reviewed each quarter and presented to the Board of Directors. Authored and implemented a disaster recovery plan...

Apr 2001 – Aug 2002 · 1 yr 4 mos

• Responsible for providing leadership and technical strategies of information systems needed to support growth projections and customer SLAs: including support of a 24x7 Central Station Security operation. Managed the daily function of the IT department and its staff comprised of ERP Administrators, Network Administrators, Hardware Engineers, Systems Analyst/Engineers, Telecommunications Specialists and Facilities Coordinator. Project Managed new generation product line and major upgrades to Dice ERP systems. Converted e-mail services from Lotus Notes to MS Exchange. Replaced legacy PBX dependency by upgrading to redundant Cisco AVVID Call Managers. Implemented VPN access and WebSense Internet security system in conjunction with Internet policies and procedures. Monitored network devices and critical systems using Netreo Omniscient. Uncovered capacity issues and expanded where needed. Implemented a DMZ on the Cisco PIX firewall for increased network security...

Jan 2000 – Jan 2001 · 1 yr

• Originally hired to establish a Technical Support Center for an ASP offering. However, delays in development and the change in the Market (Sept./Oct 2000) caused the company to re-evaluate its direction and focus back on its core business. Thereafter, I was asked to temporarily fulfill an IT Management role, hire a small/experienced IT staff and author a detailed project plan. This included a global WAN infrastructure across six US cities with Dallas as the main hub. As a Microsoft Certified Solution Provider it was essential to incorporate the latest ‘cutting edge’ MS architecture and technical concepts. I established accounts with Dell, CDW, Compaq, ASI, Altex, MCI WorldCom, Data Return and Solinas Group. Distributed RFP’s to venders and negotiated pricing; thereby ensuring costs remained under budget. Implemented company dial-up ISP accounts, CheckPoint firewalls with DMZ on Intrusion.com hardware, VPNs, Exchange, IIS, DNS, SQL 2000 and Back-up Exec...

Feb 1999 – Mar 2000 · 1 yr 1 mo

• Brought in to salvage a large help desk of 7.8 million in revenue annually. At the onset help desk services were very poor. Contractual obligations with the largest account had expired and client had no intention of renewing without major improvements. Conducted monitoring and interviewing sessions of the operation resulting in a gap analysis against ‘best practices’. Proposed a series of recommendations for improvement to upper management outlining activities, deliverables, benefits and resource requirements in the following categories: Work Management, Receiving Calls, Problem Resolution, Problem follow-up, Problem Prevention, Information Management, Human Resources Allocation, Resource & Skill-Set Alignment, Client Communications, Service Level Management and Continuous Process Improvements...

Mar 1996 – Feb 1999 · 2 yrs 11 mos

• Tagged by upper management as “the guy who gets it done”; established a large technical support center and each department within it. Call Center Operations (CCO) – Launched a CCO program by designing a new organizational structure and recruited top-notch Operation Coordinators. Analyzed the operational flow, compared to contemporary best practices, and mapped plans to create competitive advantages. Created custom RFP documents outlining CCO service levels for two other Technical Support Centers. This program resulted in faster response times, better time management, enhanced communications with customers and increased accountability with representatives.

Jun 1992 – Mar 1996 · 3 yrs 9 mos

• Responsible for managing one Trainer, six Leads, and ninety Product Support Representatives in an inbound Technical Support Center environment. Organized and maintained teams to deliver superior technical and customer service support. Provided a support infrastructure to ensure employee satisfaction and a teamwork environment. Recruited new hires, including reviewing resumes, phone screening, interviewing and hiring. Ensured that effective training and mentor resources were provided. Authored, reviewed and delivered bi-annual performance reviews. Responsible for projecting costs and keeping the department within budget. Communicated, documented and reported status of projects to upper management along with recommendations.