Leadership involves making choices--deciding what NOT to do--and these choices involve risk. Our worst decisions are often those that are made by default when we attempt to avoid the decision altogether.
| Overview |
| Work Experience |
| Interesting Things About Me |
| Career Goals |
| Interests |
| Education |
| Skill Inventory |
| Contact Information |
Work Experience
Cable & Wireless, Santa Clara
2001 - 2003. Director, Business Systems Integration
- Recommended strategy options for consolidating/integrating business systems (SAP, Oracle, PeopleSoft) during corporate restructuring
- Reduced personnel costs by 15 full-time employees by developing and implementing an automated billing/rating program for a $10M/month book of business
Digital Island, San Francisco
2001. Vice President, Information Technology
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Directed IT operations and development, including enterprise systems, helpdesk, telephony, server support and the company intranet. Managed 51 staff, $15M budget. Reported directly to the COO
2000-2001. Director, Enterprise Financial Systems
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Managed team of 8 consultants, 6 direct reports and 6 functional leads across 3 departments, implementing PeopleSoft 8 (Financials/HR)
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As early adopters, led one of the first successful implementations of PeopleSoft Version 8
SoftAware Networks, Marina del Rey
1999-2000. Vice President, Networking Services
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Wrote white papers, articles and press releases describing our technology and go-to-market strategy
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In the pre-IPO phase, developed marketing materials for chief executive’s road show·
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After acquisition, relocated to San Francisco to oversee the integration of SoftAware’s development team into Digital Island’s IT Department.
Survival Insurance, Los Angeles
1998 - 1999. Vice President, Development
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Planned and managed the deployment of a 600-workstation WAN across 24 offices on a project budget of $2.2M, enabling us to quadruple sales within 15 months of project initiation
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Researched and developed strategic IT plans related to the creation of a new general agency. Authored white papers to attract investors and convince reinsurance partners that our plan was sound
1996 - 1998. IT Director
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Grew the staff from 2 to 14, established help desk, telephony and development teams. Improved service responsiveness and reduced ticket backlog through automation, the development of formal policies and procedures, strategic hiring, and service metrics to evaluate performance
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Managed the company's private exchange, including switches, automated attendant, call center and voice mail. Integrated voice and data over both point-to-point T1 and frame relay (23 offices)
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Migrated legacy applications from an unsupported UNIX/Oracle 6 platform to NT/Oracle 7
Harvard Institute for International Development, Zambia
1993 - 1994. Project Manager, Zambia Tax Modernization Project
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In 6 months, turned around floundering project by creatively dealing with a difficult political situation and re-focusing effort on business process rather than just technology
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Developed a customs clearance / cargo control system for the tax department
Integrated Systems, Ltd., Nairobi
1989 - 1995. Senior Partner
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With two other partners, founded a Nairobi-based software development company (10 people)
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Developed and implemented (at over 40 sites) a suite of legal accounting, loan management (micro-lending) and tender evaluation applications designed for the local market