Professional Documents
Culture Documents
6//2006 to 9/2009 WVT Communications (a publicly owned telephone, video and inte
rnet provider with $25 million in revenue).
Director of IT and Process Re-engineering
Responsible for Reorganized IT Department to meet internal client project demand
s with 50% less staff. Revised manual and automated processes to reduce costs, t
ighten controls and increase quality. Performed annual IT SOX 404 compliance au
dit eliminating prior year deficiencies. Documented processes in conformance wit
h ISO 9001. Managed multiple projects in Accounting, Operations, IT and Marketin
g. Managed implementation of new hosted VOIP NCI product, targeted at small bu
sinesses. Supervised IT Help Desk supporting employees' software and hardware ne
eds.
Project Manager - (as contractor through Robert Half Technology)
Implemented an ERP designed for the communications industry on time with minimal
disruption of ongoing operations. The system integrates G/L, billing, payroll,
CPR (assets), call routing switches, internet setup, video setup, service orders
, work orders, and inventory. Documented Sarbanes Oxley control points.
1/2004 to 6/2006 E Medical Solutions, Inc. (startup company)
Chief Information Officer
Managed the development of three products: an Electronic Medical Records system,
a system for tracking clinical testing of new drugs, and a personal health reco
rd system, using ASP.NET with a MS SQL database. Development utilized a RAD/Agil
e approach rather than classic SDLC. Negotiated a "co-sourcing" contract and mov
ed all development and maintenance projects from Russia to the new firm in India
. Created marketing plan, negotiated new sales channels, and prepared a Private
Placement Memorandum for venture funding. As a voting member of ASTM Health Ca
re committee helped set EMR CCR national standards.
3/2003 to 11/2003 Independent Consultant
Project Manager (client - College of Mt. St. Vincent)
Implemented the Sungard Banner system in record time and 80% below the vendor's
cost estimate. The system is an ERP for colleges that integrates General Ledger,
A/P, A/R, Purchasing, Budgeting and Student Registration.
5/1997 - 7/2002 United Nations (UNDP and Secretariat)
Project Manager - Human Resources and Payroll System
Managed UNDP's implementation of the human resources and payroll phases of IMIS,
an "ERP" system. Project included data conversion/cleanup from legacy system,
design of new workflows, financial controls, user procedures, training, Help De
sk and reports. Coordinated over 50 individuals. Payroll system paid 5000 staf
f members in 144 countries.
Lead analyst on ERP search committee to replace the IMIS System. Met with World
Food Program in Rome to analyze their experience implementing SAP. Identified a
dditional vendors, prepared a Request for Information, a scoring model and "scri
pts" for vendor presentations. Analyzed finalists (SAP, Oracle and People Soft.
)
Project Manager - Financial Reporting System
Managed the development of a reporting system for IMIS (the UN's proprietary ERP
) that provided standardized human resources, accounting and budgeting reports.
System was designed to be simple to use, provide flexible security, and generate
consistent, auditable results. Managed staff of one CPA and 10 programmer/anal
ysts.
1/1995 -4/1997 U.S. Pension (spin off of D&B) (revenue of $12 million - staff
125)
EVP Operations & Technology
Integrated company's 6 operations locations, onto one core technology platform (
First Data.) Revised organizational structure and work flows to increase product
ivity and tighten controls. Implemented a new accounting system to replace the s
ystem used by Dun & Bradstreet. The increased profitability allowed the firm to
be sold for ten times the original investment in just 18 months.
5/1992-11/1994 Preferred Benefits Corporation (revenue of 10 million, staff 100)