I lead complex technology environments through periods of growth, modernization, operational recovery, and change. My background spans enterprise infrastructure, global service delivery, cybersecurity, cloud and SaaS operations, PMO governance, vendor strategy, and AI-enabled automation across professional services, healthcare, government, higher education, and SaaS organizations.
My work has ranged from running high-volume enterprise support organizations to directing infrastructure modernization, security improvements, major program delivery, application governance, vendor performance, and executive technology roadmaps. I am most effective in environments that need stronger ownership, practical structure, measurable performance, and a leader who can move between strategy and day-to-day execution.
Scroll horizontally through selected chapters of my technology leadership career. Each stage added a different operating lens: enterprise support, healthcare, professional services, SaaS scale, modernization, and executive technology leadership.
Led multi-hospital technology operations, support, infrastructure readiness, vendor delivery, and high-availability clinical technology. Took leadership of a $25M Epic program and completed it on schedule and within budget.
Directed global service delivery and enterprise technology operations supporting approximately 30,000 users. Improved FCR, AHT, MTTR, and automation while leading more than 100 internal and managed-service personnel.
Transitioned underperforming outsourced services, strengthened ITSM operations, supported regulated academic and clinical environments, and established formal PMO intake and delivery governance.
Led global technology operations through rapid SaaS growth, acquisitions, and international expansion. Managed approximately $25M across infrastructure, security, support, applications, vendors, and modernization.
Led institutional technology strategy, infrastructure recovery, security modernization, Microsoft platform planning, ERP modernization, vendor governance, service management, and executive technology roadmaps.
Advise clients on PMO recovery, managed-service governance, cloud and infrastructure modernization, AI automation, operating models, cybersecurity, vendor strategy, and executive technology decisions.
I have led multidisciplinary technology organizations covering infrastructure, engineering, support, security, applications, program delivery, vendors, and executive governance.
Infrastructure, Microsoft 365, identity, endpoints, networks, cloud services, lifecycle planning, incident response, and operational resilience.
Global service desk leadership, SLA and KPI governance, escalation models, knowledge management, ITIL practices, customer experience, and managed-service oversight.
Identity and access controls, Zero Trust, endpoint security, NIST-aligned practices, incident readiness, vendor risk, and regulatory requirements.
Portfolio intake, prioritization, executive reporting, program recovery, project governance, Agile and Waterfall delivery, risk management, and cross-functional execution.
Technology budgets, contracts, renewals, licensing, RFPs, MSP accountability, cost models, procurement, and investment sequencing.
AI-enabled support, chatbots, workflow automation, predictive routing, service analytics, knowledge automation, and practical evaluation of emerging technology.
A portfolio should show what changed, not just where someone worked. These examples highlight operational recovery, technology modernization, scale, and measurable outcomes.
At Granicus, led a global technology organization of approximately 65 employees and contractors while the company grew from roughly 500 to nearly 3,000 employees, with an approximately $25M technology budget.
Identified that Microsoft Teams was already available within the enterprise licensing strategy and led a companywide Slack-to-Teams migration within one month before a major renewal.
At KPMG, reduced average handle time from 12 to 7 minutes, increased first-contact resolution from 71% to 85%, and launched AI-enabled support that deflected approximately 17% of incoming demand.
At BJC Healthcare, assumed leadership of a major Epic implementation after delivery problems emerged, coordinated multi-hospital deployment readiness, and completed the program on schedule and within budget.
At Harris-Stowe, led infrastructure, Microsoft, security, ERP, vendor, and service-management modernization, including a major network refresh covering approximately 70 switches and 215 wireless access points.
Through consulting, recovered a healthcare PMO directing eight project managers and reduced a 30-project backlog by 19% in the first month, while also governing underperforming managed-service engagements.
Business Administration, Technology, and Project Management coursework at Northwestern State University.
I am based in Saint Louis, Missouri and work with organizations that need experienced leadership across enterprise IT operations, modernization, service delivery, program execution, and technology governance.