This document provides a summary of James McIntyre's experience and qualifications. It outlines his experience as Chief Information Officer at Cincinnati Christian University from 2007 to 2015, where he led strategic IT initiatives that saved money and increased efficiency. It also summarizes his experience from 1990 to 2007 at PricewaterhouseCoopers in various IT leadership roles, where he developed technology strategies, managed projects and teams, and consulted with clients.

1. James A. McIntyre
2431 Struble Road, Cincinnati OH 45231 • (513) 324-1807 • jmcintyre001@gmail.com
A strategy-driven IT Executive with a record of successfully leading strategic change in organizations.
Experienced in developing both business and technology strategy, portfolio management, working with
lines of business to develop solutions that meet their specific needs, and building consensus. A striking
balance of business experience supported with extensive technology and people management skills.
Leadership strengths include: instilling accountability, motivating, setting and meeting KPI goals, delivering
according to investment objectives, orchestrating a success-oriented culture, coaching, leadership,
recruiting and developing superior staff, and communication.
Business experience includes:
• Strategic Planning
• Data-Driven Decision Making
• Business Process Reengineering
• Aligning Work with Strategy
• Executing Delivery/Measuring Effectiveness
• Evaluating Complex Programs
Professional Experience:
Cincinnati Christian University 2007 – 2015
Chief Information Officer 2007 – 2015
Position Description:
Oversee all technology on a campus of approximately 1,000 students. As the organization’s
highest-level technology executive, I was solely responsible for formulating strategies to deliver
technology on campus and managing all IT-related vendor relationships.
Responsibilities and Achievements:
• Saved money and increased efficiency by leading a team to outsource all basic IT services to
a Managed Services platform. This was a massive undertaking of 17 large-scale projects.
• Drove innovation by analyzing and assigning detailed costs to basic IT functions – effectively
commoditizing IT components.
• Expedited vital change at the University via participation in the Strategic Planning Team.
• Sought out to speak as the “Technology Visionary” at the Greater Cincinnati Human
Resources Association in both 2011 and 2013.
• Selected to participate in EduComm’s NLS Summit in 2011. 40 leaders in education were
selected from across the U.S. and Canada.
• Lowered costs, increased performance and reliability by moving all email to Google Apps for
Education and Gmail.
• Saved $250,000 by analysis of purchase versus lease options.
• Improved electronic security and ease-of-use by converting a tedious 7 password
architecture into a single one for all student systems and implemented password recovery.
• Improved physical security by implementing card access to key doors, security cameras, and
an emergency alert notification system.
• Reengineered recruiting using Android phones for WiFi hotspots and iPads to collect data.
• Enhanced classroom education by integrating iPads and Macintosh computers into a
Windows-only campus. Presently, all classrooms have dual-boot Macintosh systems and a
full third of all campus computers are Macintosh.
• Saved thousands of dollars per month by negotiating a new copier lease.
• Solidified disaster recovery and gained cost savings by implementing virtualization of servers.
• Formulated, implemented and tested data backup procedures where none existed.
• Discouraged software piracy on campus by brokering a Microsoft Campus Agreement to
allow faculty, staff, and students low-cost access to Microsoft products.

2. PricewaterhouseCoopers LLP 1990 – 2007
Director of Information Technology 2001 – 2007
Position Description:
Initially responsible for technology operations and needs at the Washington National Tax
Services (WNTS) division of PricewaterhouseCoopers, a $120 million business unit based in
Washington DC and geographically dispersed across the US. I ultimately became responsible for
five business units in the Tax division, overseeing strategy, customer relationships, technology
needs and projects.
Responsibilities and Achievements:
• Developed and defined technology strategy and business requirements across functional
business units by working closely with senior business unit leaders.
• Recruited and developed a team of high performing technical professionals, cross-training
new hires with desired technical expertise.
• Created alliances with internal business unit leaders to foster content integration. By working
with custom databases, business units could retain control of their content. These databases
also supported their workflow processes while allowing presentation of their material to be
channeled through the e-Business Portal.
• Coordinated the development of e-Business strategy and technology by acting as a liaison.
• Ensured delivery of e-Business platform for WNTS and other business units by working with
internal technology groups and external vendors.
• Selected as member of Tax IT Steering Committee.
• Ensured smooth operation of technology within WNTS e.g. computers, email, lease
replacements, network logon, etc. by coordinating with our internal support group.
Technology Project Manager 2000 – 2001
Position Description:
Global technology lead. Responsible for providing a secure, scalable and highly available
browser-based customer-profiling tool – PwC e-Profile. This site globally empowers client service
teams and the sales and business development group to view publicly available financial
information on clients and targets. It also allows tax-planning ideas to be brought to companies
based upon matching the company’s financial information against criteria for the tax planning
ideas.
Responsibilities and Achievements:
• Implemented a technical infrastructure to support the development, testing and production
environment.
• Determined business needs by meeting with stakeholder groups from the U.S., U.K., Europe,
and Australia.
• Selected and managed four vendors to handle different pieces of the project (a total of 42
people).
• Selected to sit on the advisory board for the Portal Project. Five people were asked to advise
the Global Tax CIO on this project. We monitored budgets ($21 million for e-Business in FY
2001), assessed and prioritized projects, selected vendors, and ensured delivery of promised
goals on or before their due dates.
• Set and managed expectations by attending high-level stakeholder meetings.
• PwC e-Profile was successfully delivered in March 2001.

3. Technology Consultant 1996 – 2000
Position Description:
Recruited internally to manage the Electronic Washington Tax Service (E-WTS). This is an
electronically delivered analysis of the impact that current legislative activity will have upon a
company’s tax position and aimed mostly at Fortune 500 companies. I was also responsible for
consulting with E-WTS clients concerning their technology needs – particularly regarding
groupware and collaboration, less-paper office, scanning, internet and intranet issues, and
security.
Responsibilities and Achievements:
• Oversaw the development and deployment of a secure collaborative tool to enable a multi-
national company to complete a $12.5 billion spin-off. The tool was made available in 23+
countries within two weeks to enable communication and coordination for this historic project.
This was completed in early 1997 when Internet technology was in its infancy and internet
security was highly questionable.
• Oversaw the development of a tool to aid tracking interaction with the IRS for companies
under audit. It featured automated email reminders so that all matters would be dealt with in
a timely basis. This tool has been implemented on 20+ clients.
• Oversaw the creation of dozens of different database and spreadsheet tools to support the
business and marketing needs within WNTS.
• Created alliances with internal technology groups to ensure email, leasing swap-outs, and
repairs took place in a timely and transparent fashion for end users.
• Managed the E-WTS system to ensure consistent delivery of E-WTS releases.
• Provided overall direction for end-to-end application architecture for the delivery of E-WTS.
Oversaw the improvement of the E-WTS System by developing a browser-based version.
This has now become the platform for all e-Business initiatives for WNTS.
Technology Coordinator 1990 – 1996
Position Description:
Recruited to manage the technology needs of Price Waterhouse in Cincinnati.
Responsibilities and Achievements:
• Managed technology for Cincinnati, Dayton, Florence, Lexington, and Indianapolis.
• Designed the first network and selected and managed a vendor to implement it.
• Selected to beta test software by the National Office (Word Perfect and Lotus Notes).
• Administered the network and email servers.
• Provided help-desk support.
• Provided training sessions.
• Invented ways to streamline operations e.g. developed a tool to automatically configure
auditor’s machines; also selected “product champions” to learn software and become
“experts” to consult when help-desk questions arose.
• Provided executive-level guidance and training at the national partners and managers
training retreat.
• Consulted with clients on technology issues.
Formal Education:
• Diploma of Teaching, Newcastle College of Advanced Education
• Master of Arts, Cincinnati Bible Seminary