I am a senior IT professional with a broad background in both business and technology. I have done extensive enterprise level work as well as work in small and mid-sized organizations (corporate and government). My technical background includes extensive systems administration and integration; extensive directory services, identity and access management; development; operations; and architecture at the system, operational and enterprise levels. My business background includes ownership of two companies, management of a department with a $26 million budget, briefing at the C-level/SES and Board of Directors level, business process development both within and outside of the ITIL framework, governance development both within and outside of the COBIT framework, portfolio management and enterprise architecture.

I ensure that the needs of the business are met effectively and efficiently, assuring that organizations get every possible benefit from their investments in information systems and personnel, with the least possible overhead. My ability to mentor and build strong teams, and my ability to communicate to both business and technical people on their own terms and in their own language, enables me to identify and fix problems before they become critical, whether those problems are technical, process or structural.

As the manager of the Engineering and Test Group at the Executive Office of the President, I was responsible for the highest level of operations support for the Presidential network and for providing engineering and engineering support services. I eliminated a near-fifty percent annual turnover problem, and grew the team from five to eighteen staff members, including three promotions from within the company. I implemented initiatives to improve timekeeping accountability, work planning, and change management. I improved knowledge transfer between teams, and cross-training within the team, to increase our ability to support unanticipated customer requirements. I was heavily involved in the writing of two contract modifications, including one nearly-total rewrite, to ensure that the customer was provided with services to meet their changing needs.

In addition to normal management duties, I served as the chief architect for server and desktop systems and infrastructure services. Major initiatives I led during this period included planning the building of and migration to two datacenters and the decommissioning of one; upgrading all desktop systems to Windows 7; upgrading all desktop systems to Office 2010; implementing new systems for management and monitoring across both desktop and server systems; migrating the server environment to a virtualized Hyper-V configuration; upgrading the core messaging system; rearchitecting network file storage, DHCP and DNS in preparation for the data center migration; implementing a new provisioning system and process; and a variety of process improvements. I led the effort to bring an entirely new platform, MacOS X/iOS, into the system and smoothly integrated that platform with systems management, monitoring, asset inventory, identity and access management, and other systems.

As the Directory Services SME at the Executive Office of the President for L-3, I was the senior technical advisor on directory services and integration of data for provisioning, authentication and authorization. I also functioned as a backup Subject Matter Expert for UNIX systems. Responsibilities of a SME in this organization are full-spectrum, including portfolio planning, architecture, assisting developers and project managers, implementation/integration, documentation, business process development and integration, operations oversight, and end-of-life planning.

The project for which I was initially contracted was to migrate MIIS 2003 to ILM 2007 to support the rollout of Exchange 2007. The ILM installation included significant custom encryption and data management code to enable secure wide-area integration of data among numerous third-party applications. Because of delays in the Exchange implementation, I was tasked to perform numerous other projects, including business process development (release readiness, system audit, application lab integration); developing custom systems for monitoring various components; and implementing a secure, high-volume transaction system for managing White House correspondence via a SaaS provider.

As the Enterprise Architect for DynCorp, International, my duties included formulating the IT strategy in alignment with corporate goals and strategy and the goals of each business unit; providing thought leadership on integrating IT with corporate operations; creating tools and policies for implementing IT strategic plans; determining how to provide modern IT services to users in remote, harsh, austere and dangerous environments; and developing IT performance metrics. This included support of US missions in Iraq and Afghanistan and UN missions in Darfur (Sudan), as well as supporting aerial firefighting in California and the maintenance of the Federal executive aircraft, including Air Force 1.

I presented briefs to C-level executives, and prepared briefs for presentation to the Board of Directors.

As North America regional architect at General Motors for Hewlett Packard, I was responsible for all IT systems in North American GM plants. The essence of this position was to ensure that systems were properly integrated, configured and sized to ensure uninterrupted vehicle or part production. Because of the strategic nature of the position, I was also tasked with documentation of existing processes (such as Bill of Materials management) and with process improvement for the global architecture process. I led seven architects who were responsible for specific taxonomies of systems. I advised on governance practices and on portfolio allocation (selection of system development priorities in one- and five-year increments). I performed root cause analysis for "wicked" problems, where prior root cause analyses had failed to determine a problem source.

As Plant Production Support enterprise taxonomy architect, I was responsible for IT architecture for plant production support for GM's worldwide manufacturing operations. My primary responsibility was ensuring that all systems required to support plant operations (that is, everything in the plant except building cars, building production lines and defining assembly processes) met business needs, complied with enterprise standards and best practices, were usable across global processes, and were developed at least cost and effort.

I mentored project architects on GM processes and standards, UML modeling, development methodologies, technology and programming techniques and system integration requirements. I defined and improved business and development processes, refined the GM taxonomy classifications for manufacturing and quality applications, and worked to develop an ontology (including reusable data models and object models) representing GM's manufacturing business. I worked with project managers to reduce project cycle time and development, integration and implementation costs. I identified local unique applications that could be modified to suit global needs at lower cost than implementing new solutions from scratch. I was heavily involved in the research, selection, and preparation for deployment of Service Oriented Architecture (SOA) components within GM manufacturing.

I presented to C-level corporate officers.

Methodologies and processes used included TOGAF as a general architecture framework, Zachman for gap identification, SDP (a GM-specific semi-waterfall process) for application development, COBIT for governance and ITIL for service management.

I assisted in planning the migration the airline's internal security system from Oblix 6.1.1.x to Oblix 7.x. This involved liaison with internal customers, planning, installing a test environment and proving the upgradeability of the product, and working with the vendor to correct bugs. I migrated the GUI (XML/XSL and JavaScript) and also worked with SHAREid, the federated identity component of the Oblix suite.

At MedImpact, I created a directory service architecture, implemented the architecture across three environments, and determined the methods necessary for authenticating the client's heterogeneous UNIX servers via LDAP. This allowed the customer to move from collective to individual accounts, vastly improving security and auditability. In addition, I advised the client on various strategies for further integrating their systems, including how identity and access management would meet their need to delegate administration as a cost-savings measure.

At Kaiser-Permanente, I created high-level design for enterprise directory on Tivoli Directory Server, replacing an existing Critical Path directory. I rationalized the directory DIT and schema, determined backup/recovery and monitoring requirements, created migration plan, specified hardware and mapped existing data feeds to the new database. I also assisted the identity management team with directory integration.

At the Federal Reserve Bank of Richmond (later, Chicago), for EDS, I designed the pre-/post-processing code to implement the Federal Reserve Bank's business logic in Oblix, the physical architecture, reporting infrastructure, performance testing and directory services support for a user identity management solution. This project is somewhat unique, in that it mixes the user identity management aspects of Oblix with the access management aspects of Tivoli Access Manager, while certificate issuance is done by Entrust (and using a different directory). In addition, this design was for the third iteration of the project. The prior attempts, performed by another organization, had failed, and the EDS team was brought in to bring functionality and performance to the system, and restore user confidence in the project. As a result of the design effort, a number of fundamental infrastructure improvements were identified, whose implementation would reduce manpower and licensing costs while improving performance and providing a stable base for the development of new features.

I guided this project through implementation, which involved periodic design reviews and incorporation of new requirements and co-ordination with GUI designers, system administrators, business representatives, testers, customer service agents, infrastructure specialists, application programmers and representatives of the Board of Governors; detailed performance testing and evaluation; generation of technical requirements and evaluation of business requirements for follow-on design efforts. I instituted an iterative development/test/debugging process that allowed us to complete a larger amount of work than originally planned (due to new requirements) in less time than originally forecast. Every deadline was met and there were no reported problems of any severity level at time of final customer release.

At Bank of America, I was the lead tester, and one of two implementers, of a 100,000,000-user iPlanet installation, designed to be the authentication source for all of the Bank's internal and external customers. In addition, I was responsible for migrating all of the legacy Innosoft databases to iPlanet, for rationalizing the proxy/VPN authentication DIT and for migrating applications from eTrust (a legacy X.500 directory) and Innosoft to the new authentication infrastructure. I worked with SiteMinder engineers to configure and optimize performance of controlled access to resources. I documented existing processes and created automated installations for the various configurations of directory servers in use at the Bank. I created scripts to automate loading Active Directory for the corporate (eTrust) directory, and to perform various data conversion, monitoring and maintenance functions. I worked with the provisioning team to integrate the Bank's password maintenance system with the various directory architectures and products in use at the Bank. I was responsible for the Bank's schema and DIT design for all environments and was responsible for the architecture and design for integrating the various architectures into a single consolidated architecture.

At United Messaging, I assisted with a variety of projects based on the iPlanet server suite. I performed server installation training for the highest-level technical support group (Field Engineering). I created packages to allow installation of the iPlanet Directory Server and iPlanet Messaging Server via Solaris Jumpstart. I assisted in problem resolution and design on dedicated systems for several high-profile clients. I documented the installation and configuration process to create more easily manageable systems. I created a matrix of configurations and their impacts in support of the sales organization. I assisted in project planning for rollout of large customer.

At Shaw Cablesystems' corporate office in Calgary, Alberta, Canada, working on behalf of Sun Microsystems' Professional Services group. The project was to replace @Home with a 4 million user ISP architecture run by Shaw's internal staff. Initially, I was in charge of refining the LDAP architecture and implementing the test LDAP environment (using iPlanet Directory Server, iDAR and Solaris 8 Native LDAP). After this was completed, I architected the provisioning system. This involved learning the details of Shaw's current billing (CBS) and provisioning (Sigma Service Broker) systems, designing the provisioning system for the new services and the interfaces between the new and legacy systems, documenting the design, coding the system in Perl and testing the system. I developed a method for abstracting physical and service architecture in LDAP that dramatically reduces the possibility of users being incorrectly provisioned because of miscommunications between various groups of system administrators and customer service representatives. I built a set of tools to allow the system administrators to manage the provisioning system.

At Fair Point Communications' Irving office, working on behalf of Sun Microsystems' Professional Services group, I setup and maintained the Solaris systems, local network and wide area network links for Fair Point's entry into the ASP market. I also installed, configured and maintained the directory server (Netscape Directory Server), web server and proxy (iPlanet's Enterprise Server) with virtual hosting, messaging/email server and proxy (Netscape's Messaging Server and Mail Multiplexer), ftp server (wu-ftpd) and proxy (jftpgw), backup system (Veritas NetBackup), domain management system (OpenSRS) and firewall (Checkpoint Firewall-1). I created software using Perl and RMI to automate the provisioning process, taking this from a 1-2 hour job to a 15 minute job while maintaining full flexibility in how users/domains could be configured. I wrote about half of the run book, which details how the system is installed and maintained, and what is necessary to keep it running smoothly. I created a system to give end users control over their passwords even if they do not have LDAP-enabled clients. I trained my replacement before contract end.

Responsible for the Technical Services Group, a department with 16 employees in four teams, an expense budget of $12 Million and a capital budget of $14 million. I rebuilt the UNIX admin team from scratch and doubled the size of the DBA team. I was responsible for the successful completion of projects to deploy a new email and intranet system (Netscape SuiteSpot and Communicator, including LDAP, Calendar, Enterprise Server and sendmail), and provided services and support to the deployments of a new retail merchandising system (RETEK) and a new ERP system for financial and human resources (PeopleSoft). I was responsible for the assessment, purchase and installation of a 20% boost in Michaels Stores' corporate computing power. I saved the company more than $17,000 per month in lease costs by correcting a vendor's accounting error. This also resulted in a refund of more than $150,000 to Michaels Stores. In addition, I was heavily involved in Y2K assessment, remediation and testing. I obtained two internal promotions and two additional raises for merit for staff members. I sent team members to 18 classes to improve their skills. I reduced sev 2 problem response time from 24 hours to 4 hours.

Operational Architect in support of IBM's worldwide customer support and entitlement system for software. This cross-platform, client-server, object-oriented system included at the time of my leaving seventeen production servers at six sites in four countries (all running AIX), including an SP/2; thirty development machines (AIX and OS/2), and a varying number of test servers. The system at the end of 1998 supported 4500 users, with a capacity of up to 10000, and with a planned installed base of 28 servers at 16 sites in 11 countries and an installed user base of 15000-20000 worldwide. As the Operational Architect, I was responsible for determining processes and metrics to ensure quality support, ensuring that measurement goals are met, working with the Development and Deployment Architects to ensure a design which will have minimal operational overhead and maximum stability and performance, and for working with the customers to ensure satisfaction. I was responsible for the operations of a global, distributed data warehouse. I was also responsible for designing and testing the application administration toolkit and for final application code acceptance before installation.

Support included in part: typical system/application administration (user maintenance, disk management, application troubleshooting, preventive maintenance, security, etc); capacity planning; OS/software integration; design and development of administration tools; writing system admin guide; user training and support; developing and administering user and operations web services; designing and implementing system and network management strategies/software; designing and implementing distributed software installation system; designing and implementing disaster-recovery plans; accountability for billing accuracy. Assisted in obtaining ISO-9000 certification and ASCA certification.

As a Field Services Manager, I managed seven system administrators and two DBAs on two continents. I was promoted twice at customer request, and three of my staff were also promoted (two at customer request). I had additional personnel management responsibilities for four system administrators, six programmers and one project manager on projects unrelated to the project for which I was the Operational Architect. These responsibilities included ensuring accurate time reporting, ensuring assignment quality standards were met or exceeded, answering employee questions about company policies, assisting employees with job-related paperwork, and ensuring proper training and advancement of employees.

Sold, designed, installed, tested, troubleshot, serviced, managed and upgraded computer networks. Hardware included Macintosh, PC and UNIX workstations; file servers, print servers, database servers, application servers, compute servers, fax servers; cabling, wireless systems, hubs, bridges, routers, WAN equipment. NOSs included NetWare 2.x, 3.x and 4.x; Windows NT; LANtastic 4.x, 5.0 and 6.0; AppleShare; LAN Manager; NFS. OSs included DOS 3.3 and above, Macintosh System 6.x and above, UNIX (several types), Windows 2.0 and above. Specialized in cross-platform connectivity and in network design. Supervised two technicians.

Installed and maintained financial reporting software from campaign inception. Provided training and support to state operations. Supervised four employees. Responsible for rapid and accurate generation of reports to Federal oversight agencies. Awarded two bonuses for exemplary performance.

Assisted in administration of 5000-user UNIX network. Created, installed and maintained application and utility programs to enhance system operation. Assisted in the training of faculty, staff and students. Responsible for system security.

• I build strong teams quickly.
• I manage to time and fiscal constraints.
• I architect software, systems and organizations.
• I understand the impact of IS costs and capabilities on stock values and corporate performance.
• I understand the fiscal, legal and personnel ramifications of IS changes.
• I analyze and account for organizational peculiarities, and can separate organizational problems from technology problems.
• I understand ITIL, COBIT, TOGAF and similar frameworks, as well as when not to use them.