• Pioneered numerous forward-thinking initiatives to support key business drivers such as improving time to market and improving total returns such as the implementation of Virtual Server technology (supporting rapid deployment, significant cost avoidances) and Business Capacity Management (supporting rapid growth).  For more information, click here.

• Drove increased annual revenues by $2 million with gross margins of 45%. Consolidated all Internet business activities into the Interactive division (including new acquisitions), developed the 3-year strategic business plan, established numerous outsourced vendor relationships, developed internal partnerships with business managers, and provided the leadership for many significant process & workflow changes across the organization.    For more information, click here.

• Led the company initiative to Internet-enable ARI’s network and windows-based client products, allowing the company to maintain its competitive advantage. Developed the strategic plan, which included the right level of legacy system integration and new technology deployment. Created and maintained the strategic vendor relationships and led numerous development efforts.  For more information, click here.

•  Successfully lead the transition from an IBM Mainframe based network to a Client-Server based architecture. Architected and developed an EC transaction processing engine (OLTP) on an "n"-tier architecture using distributed application. Managed availability and capacity planning. Reduced telecommunication operating expenses by 66% and drove new business opportunities.  For more information, click here.

• Implemented numerous LANs and WANs to interconnect ARI and its numerous customers providing appropriate security and redundancy. Managed to 99.95% availability.

• Directed significant stabilization of the production environment creating a 35% more efficient & effective workforce, by implementing SLA Management (internal & vendor), repeatable processes, routine preventative maintenance, key standards, processes for continual monitoring (real-time and trend monitoring), ITIL-based service management which included Change Management, Incident & Problem management and other ITIL solutions.  For more information, click here.

+Enterprise Applications

+Desktop Applications

+Internet Applications

• Led numerous regulatory and security efforts that continually prepared IT for audits performed by Big 4 auditing teams, including the preparation of the company’s Sarbanes-Oxley audit, by implementing continual internal/external audit findings resolution, IDS response activities, and preventative measures. Janus passed its’ Sarbanes Oxley audit with no findings. For more information, click here.

• Drove 5-10% year over year IT-controlled reductions through establishment of company-wide policies, improved software license management, targeted outsourcing of services aligned with business fluctuations, focused vendor negotiations, and service-vendor management.  For more information, click here.

• Identified and drove initiatives fusing business and technology to validate and ensure IT’s $53 million operational expenditures delivered the expected value. Created new financial models that enabled the accurate measurement of TCO, ROI, and IRR for a Product that dramatically improved the business’ accountability to IT spend, empowered Executives to prioritize IT-enabled business initiatives, and pinpointed technology reduction opportunities. For more information, click here.

• Microsoft Negotiations. For more information, click here.

• Dramatically improved IT customer service across the organization through focused internal cultural changes, operational service improvements, alignment of IT to business needs, transformation of approximately 50 IT vendor relationships into Vendor-Partnerships and educational initiatives for IT personnel that vastly improved their understanding of how the business operates.  For more information, click here.