Over nineteen years experience leading projects and teams, improving business processes, and
developing business and technical governance strategies. Possess a powerful mix of interpersonal,
organizational and technical competencies that ensure top quality results. Most notable characteristics
include superior leadership and coaching skills, polished presentation and communication abilities, and
superb client relationship skills.
Areas of Expertise
♦ Governance solution design, implementation and management
♦ ITIL, CobiT, MOF, ISO20000 Consulting and training
♦ Executive, Team, and Client Coaching & Mentoring
♦ Project portfolio demand management
♦ Software Selection and Implementation
♦ IT strategy and business alignment
♦ Team leadership
ESCOUTE CONSULTING 2007‐Current
Escoute Consulting is an IT Strategy, Governance, and Project Management advisory center of excellence
that focuses on results oriented service for clients. Responsible for all aspects of strategy, sales and
delivery of business consulting and education services within the services catalog scopeInstructed ITIL
Foundation and Practitioner classes for world’s Number One supplier of ITIL and ITSM conferences,
education, and consulting services. Reviewed course and conference materials and approved for posting
on PMI’s website. Carried out marketing of additional services to clients and class attendees. Identified
areas for improving instructional efficiency.
♦ Designed, launched, and currently lead a professional services firm exclusively focused on
Governance, risk, and compliance solutions and have successfully grown the business during the two
years in operation.
♦ As the interim VP of Operations for a US client, successfully developed and implemented a
governance program encompassing CobiT and ITIL processes, roles, and functions.
♦ Personally delivered or managed multiple projects within the IT Service Management space to
include ISO20000, ITIL, MOF and CobiT governance frameworks and best practices. Projects’ scope
included software selection/implementation, assessments, leadership augmentation, training, and
strategic planning for clients.
♦ Augmented senior IT leadership at multiple companies in health care, high tech, and manufacturing in
the areas of IT Operations, Program Management, Service Desk, Change/Release Management, and
other applicable key processes.
♦ Designed and implemented a nationally recognized Business Analyst course which included major
functionality in project/program management, business modeling, and requirements elicitation.
♦ Certified ITIL, CobiT, and MOF trainer delivering multiple foundation level courses for clients
♦ Developed the Escoute Consulting “ITIL Strategy Crosswalk” program which focuses on assisting
clients in understanding service management practices and helps develop a high level
MARKETSPHERE CONSULTING 2004‐2007
Responsible for sales and delivery of business consulting services in the finance, IT infrastructure strategy,
enterprise applications, and general business solution areas. Working independently or as a larger team,
effectively manage client and team expectations and drive towards successful delivery of projects.
♦ Conducted a Program Management assessment for a major state client project which resulted in a
follow on project focused on implementing project management principles throughout the initiative.
♦ Oversaw all project functions for multiple local and out‐of‐town projects including finance solutions,
IT strategy and software implementations, post implementation data cleansing, and PMO
♦ Managed the software selection and/or technical implementation teams for multiple ERP
implementations (including JD Edwards, Oracle, Lawson).
Act as a technical “infrastructure” advisor to several project and sales teams
ACCENTURE (FORMERLY ANDERSEN CONSULTING) 2000‐2004
Infrastructure & Operations Manager (Client: Interstate Brands Corporation)
Responsible for the availability, security and stability of the enterprise technical architecture that included
all network elements in the WAN and LAN, telecommunications, Unix and Intel server architecture,
eCommerce platforms, plant systems and monitoring tools.
♦ Conducted an intensive infrastructure stabilization effort towards preparing the enterprise for a
major SAP implementation and retiring the legacy infrastructure.
♦ Aligned processes and competencies to the new outsourced IT model using ITIL process fundamentals
including change, release, incident, problem management, and service desk.
♦ Developed an internal IT PMO responsible for the delivery of IT projects, worked closely with the
business analysts and architects to meet business requirements.
♦ Coordinated and managed external relationships with an outsourced HP data center, offshore SAP
development support, and global Accenture locations.
Test Manager (Client: Sprint ION and Sprint PCS)
Planned and directed technical programs for the client throughout the product development, test, and
deployment lifecycle. Responsible for the planning, coordination, and execution of all testing in the IT
infrastructure with up to 60 direct reports and over 200 indirect reports.
♦ Managed the testing efforts of four major product release packages consisting of over 1MM person
hours under intense go‐to‐market timelines with public visibility.
♦ Worked closely with the enterprise PMO to coordinate all SDLC lifecycle events leading into the test
♦ Commended by senior client business leaders for employing innovative practices during the largest
release to date.
Measured and reported continuous project metrics and earned value analysis to all stakeholders and
ensured proper adherence to appropriate service level agreements
GEAR FOR SPORTS, INC. 1999‐2000
Director of Information Technologies
Directed the IT department consisting of Oracle Database Administration, Macintosh Systems, Novel, NT,
Telecommunications, UNIX OS administration, and Help Desk. Accountable to the CIO and the CEO for
ensuring the availability, reliability, security, scalability, and performance of the enterprise technology
♦ Developed and measured the IT strategy cycle for the enterprise infrastructure. Used the company’s
vision and business plan to align and measure IT initiatives on a quarterly, annual and 5‐year basis.
♦ Managed a capital and operational annual budget exceeding $2MM. Conducted extensive
benchmarking and industry research initiatives to ensure proper use of company resources for the
deployment of the IT infrastructure and management of strategic programs.
♦ Developed a technology/business risk assessment model that measured accurate risk levels and
created realistic mitigation strategies.
Director of Quality, Compliance and Process Improvement, 1999
Responsible for all quality aspects including product quality, process architecture and enterprise software
applications. Developed and maintained continuous improvement efforts and aligned the quality strategy
with the company’s vision. As a direct report to the COO, developed, collected, and maintained all key
performance measurements and reported them to the executive staff. Used quantitative and qualitative
tools to determine root causes to implement quick win and strategic efforts.
♦ Designed, staffed and managed an enterprise‐wide quality department that had not previously
existed. The effort resulted in a comprehensive portfolio of quality and performance measurements
and a fully functional quality program within three months.
♦ Led a quality task force that completely redesigned an order entry process that was based on a legacy
plan. New process gained 100% stakeholder buy in and decreased process cost 48%.
Realigned an Oracle ERP configuration with a department’s existing business processes. Following
implementation, user frequency increased over 300%, which exceeded the objectives of the initiative
ARTHUR ANDERSEN CONSULTING 1998‐1999
Directed project teams engaged in helping clients leverage key core business processes and technology
applications designed to increase customer and employee satisfaction, enhance revenues, and decrease
costs. Acted as the client‐firm liaison during engagements. Fundamental competencies include business
process improvement, supply chain management optimization, manufacturing and distribution design,
technology/ERP implementations, and program management.
♦ Lead consultant of ERP implementations for numerous clients that were key in follow‐on work.
♦ Directed a software beta test team on a new enterprise database module. Coordinated with the
software product team, developed test objectives, designed business scripts, and executed the
project plan. The effort ultimately led to the successful on‐time rollout of the software module.
♦ Redesigned and simplified a disorganized procurement process that was detached from the supply
chain function. Helped the client publish and implement new policies and procedures which included
vendor certification and key performance indicators saving the organization over $85,000.
MISSION RESEARCH CORPORATION 1996‐1998
Division Program Manager
Managed and coordinated project activities and mentored project managers on technology R&D
initiatives. Ensured contract fulfillment, schedules and milestones, financial and administrative
transactions, QA, and team communications. Responsible for over 20 contracts from $50,000 to $2 million
with schedules ranging from 6 months to 4 years. Maintained communication with all contract clients,
subcontractors, consultants, and vendors.
♦ Specifically hired from the military to execute the first division level PMO for the organization.
♦ Orchestrated multiple technical, R&D, vendors, and manufacturing teams under one coordinated
♦ Developed and implemented the first division‐wide project management and cost performance
measurement program. Increased project management discipline throughout 17 project teams
resulting in 100% deliverable completion on time and within budget.
♦ Optimized a manufacturing and distribution strategy when demand exceeded capacity. Reduced
manufacturing lead time and inventory management tasks in half and cost by 19%.
♦ Led over 19 technical proposal teams. Optimized an inefficient and disjointed proposal process that
was not aligned with the strategic business plan resulting in over $2.5 million in new awards.
UNITED STATES ARMY 1986‐1996
♦ Airborne Company Commanding Officer, Captain, Fort Bragg (82nd Airborne Division), North Carolina,
1995 – 1996
♦ Corps Air Defense Coordination Officer, Captain, Fort Bragg (XVIII Airborne Corps), North Carolina,
♦ Company Executive Officer, First Lieutenant, Germany (3rd Infantry Division), 1993 – 1994
♦ Platoon Leader, Second Lieutenant, Germany (3rd Infantry Division), 1991 – 1993
♦ Various Military Leadership Positions, 1986 – 1991
♦ Oracle, JDEdwards, Lawson, SAP ERP Solutions (several levels of training)
♦ Advanced Proposal Writing
♦ Customer Service and Call Center Management
♦ Business Development and Planning
♦ ITIL V2, V3 Foundations (trainer certified)
♦ CobiT 4.1 Foundations (trainer certified)
♦ Implementing IT Governance using CobiT and Val‐IT (trainer certified)
♦ MOF 4.0 (trainer certified)
♦ ISO20000 Foundations
♦ Advanced Leadership and Management Course
♦ Advanced Project Management
♦ Finance and Accounting for Managers
♦ Selling Strategies and Account Management
♦ Business Process Control and Optimization
Master of Science in Administration, Central Michigan University; December, 2002
Bachelor of Science, Central Missouri State University, 1990