William Hull is an Information Technology executive with over 25 years of experience in strategic leadership roles. He has a strong track record of delivering business value through people, process, and technology optimization. Currently he is the Director of Network and Technology Engineering at Golub Corporation, where he manages teams and a multi-million dollar budget to drive organizational performance through projects, vendor management savings, and technology solutions. Previously he held senior leadership positions at Cameron International and Emerson Electric, transforming global infrastructure and consolidating systems.

1. Director | Information Technology
William G. Hull
Charlton, NY 12020
billghull@gmail.com (518) 779-5647 (mobile) LinkedIn profile
Information Technology Executive
“Ownership in Delivering Business Value through People, Process and Technology”
Senior Professional with over 25 years of Information Technology experience. Strategic leader with a strong focus
on execution and delivering business value. Entrepreneurial-spirited team leader with experience in strategy,
program and project management, systems management, strategic planning, systems integration, operations
management and consulting experience in technology companies, manufacturing companies and numerous
organizations. Excel at motivating and energizing teams to deliver results which impact the bottom line. Throughout
my career consistently built high performing teams by driving high levels of emotional engagement and
collaboration.
Areas of expertise:
Senior level leadership, results focus, business relationship management, IT strategy, innovation, communications,
process reengineering, vendor management, international organization experience, project management, planning
and execution, motivation and mentoring.
PROFESSIONAL EXPERIENCE
Golub Corporation, Schenectady NY 3/15 – present
Director Network and Technology Engineering
Strategic Management and leadership driving the maturity of Golub’s infrastructure
Leadership:  Align and motivate teams with CIO strategy
 Managed a $1.2M Capex budget, $1.8M expense budget
 Delivered programs / projects and resourcing to drive next level org performance
 Evangelist for cloud solutions and services over in-house assets, when appropriate
o TCO and ROI
 Drove strategic vendor management, saved millions of dollars in costs
o Cisco Smartnet agreement $250k saved with $300k Cisco consulting “throw in”
o Negotiated $1.2M Capex spend to $800k
o Reduced telecoms costs by $300k
o Negotiated Pure Tier1 storage expansion from $850k to $150k
o Negotiated zero cost replacement of digital content displays, over $350k
o Negotiated over $2M Microsoft “true up” to ~$750k
o Negotiated IBM audit gap from $5M to $1.2M
People:  Directed/Managed 16 employees in the Network and Technology Engineering teams
 Numerous contractors and consulting partners
Accomplishments:  Managed a portfolio of over 50 projects
 Exceeded goals on milestone projects:
o WAN upgrade to Fiber technology across the enterprise
o new wireless platform in 140 store locations
o Physical to Virtual (P2V) initiative
 Collapsing end of life infrastructure
 Leveraging advantageous software licensing

2. Cameron International, Houston TX 4/06 – 11/14
Director Global Infrastructure
Senior Manager IT, Enterprise Projects
Strategic Management and leadership driving the maturity of Cameron’s global infrastructure
o implementation of an ITIL based ITSM solution
o deployment of ~500 digital media displays across 140 sites
 Implemented an ITDP program for recruiting 4yr college degreed graduates
 Established first Managed Services agreement for Unified Communication break/fix tasks.
Will be used as a model for future staff augmentation/outsourcing
 Mainframe upgrade
 Defined a Six Sigma 101 training program
Leadership:  First ever Director Global Infrastructure at Cameron
o Hired by the first ever CIO at Cameron
People:
 Established organizational charter: Standardize, Centralize, “Commoditize”, Insource /
Outsource, while driving transformation and continuous improvements
 Enabled growth and ability to scale from ~7,000 people to ~30,000 people, $2.5B to $10B
 Strategic planning and budgeting for global Infrastructure requirements
 Drove strategic vendor management
o SAP, IBM, HP, Dell, MS, BT, CyrusOne
 Transformed three silo’ d world regions to one global infrastructure team
 Established a global organization of 120+ direct, 50+ indirect
 Operation budget over $20M, Capital budget over $20M
 Organizational Change management
o Global infrastructure teams supporting 27,000 employees
o Processes and culture change
 Mentor/motivate cross-functional teams
o Analysts, Functional, Business, Management
o Partnered with offshore system integration company
 Vendor management, several multi-year multi-million dollar contracts
Accomplishments  Delivery/execution of a $6.5M Global Core Infrastructure Program
o Desktop strategy around lifecycle management
o Back end system architecture
o Global policy and governance
 Hardware and Software Asset Management
 Sustain and Transform of processes from operational to new product introduction
 Defined and implemented IT infrastructure Shared Services across the company
 Consolidated ownership of $10M/yr global desktop end of life program
 Working with CFO/CAO, established IT financial processes
 Implementation of a global Service Delivery and Management team (ITIL)
 Leveraged Six Sigma and ITIL frameworks
 Project setup, execution and measurement: RFI, RFP, POC, TCO, ROI, Contracts
 Established first ever Data Center co-location in NSAM. Defined strategy for EACR and
APME
 Consolidated servers across the globe to a virtual server environment in one data center
 Consolidate global networks into “One Network”
 Consolidated ownership for hundreds of “last mile” providers and internet breakouts
 Sustainment and Transformation of infrastructure core technologies
 Centralized 80+ Email servers and outsourced, equivalent of 16 FTE savings
 Consolidation of multi-networks, Savings in excess of $4M annual
 Co-location outsource of NSAM data center, Disaster Recovery and Business continuity,
with savings in excess of $250k annual

3. Emerson, St Louis MO 4/03 - 3/06
Program Manager - Independent consultant, Cincinnati Bell
Accomplishments:
 Consolidation of Emerson global corporate helpdesk silo’s into a cohesive service desk platform
implementing Oracle’s Support™ application, providing Telecommunications and IT infrastructure services
for the Emerson Electric Enterprise.
 Defining and aligning business requirements with the ITIL (Information Technology Information Library)
standards and best practices for IT Service Delivery and Service Management.
Interwoven Inc., Sunnyvale CA 1/00 – 4/02
 Manager Alliance Services - Americas
 Technical Account Manager - GE
Corporate, General Electric Company, Albany, New York 7/97 – 12/99
 Quality Process Leader, Six Sigma Black Belt
 GE.com Program Manager
 GE Travel Center, Systems Leader
Power Systems, General Electric Company, Schenectady, New York 2/91 – 6/97
 Operations and Technology, Desktop, Server and Email – leader
 Client/Server, Program Manager
 Systems Integration, Project Manager
Data General Corporation, Albany, New York 1988 – 1991
 Senior Systems Engineer
General Electric Company, Schenectady, New York 1983 – 1988
 Lead Systems Engineer
EDUCATION
Union College, Schenectady, New York
Bachelor of Computer Science
Major GPA 3.7
PROFESSIONAL
 PMP certification – October 2013 (expired)
 ITIL Foundation certification – 2008
 Member of Houston SIM chapter
 GE EIMP program, CIO nominated only program
 GE 6 Sigma, Black Belt certification
 Contract negotiation savings:
o Microsoft EA, over $3M savings
o BT: over $1.5M savings annual
o HP: over $3M savings annual
o IBM: over $2M savings annual
o Outsourcing Project resource augmentation: $600k savings