PROFILE

A recognized leader in the development of the Information Technology vision, strategy and tactical plans for a $86 billion corporation. Credited with the development of corporate information technology strategy and information systems operating plan, ensuring proper alignment with the firm’s strategic goals and objectives. Proven success in the development and implementation of the company’s largest application systems projects. Managed the successful integration of major banks. Excellent leadership and communications ability with the capacity to build rapport and manage information technology professionals.

(2001- Present)
President and C.E.O. of my Consulting Services company specializing in Acquisition/Integration program management, IT organizational modeling, and process reengineering.

· Managed the integration of Comerica’s four Affiliate banks into one single legal entity
· Managed the integration of the Comerica Bank out of Michigan and Imperial Bank headquartered in California.
· Developed a re-engineering approach for Comerica’s National Wire Transfer Operation resulting in a new staffing and organization model resulting in a $1.3 million annual savings and measurable improvements in customer service.
· Developed a new service based model for the restructuring of Comerica Bank’s Systems Development organization for the potential split of Development and Maintenance resulting in a 15 to 20% increased capacity for new development.

NATIONAL CITY CORPORATION, Cleveland, Ohio (1996-2001) Financial services organization with assets of $86 billion and net income of $1.6 billion operating in six mid-western states.

Sr. Vice President/Director, Management Services/Information Services Division (1999-2001)
Responsible for the $200 million IS Budget, IT Procurement Services for the corporation and Strategic resource services collectively charged with managing expenses and leveraging IT assets.
· Developed a three-year PC refresh model for 24,000 workstations resulting in operating expense reduction of $1.9 million and a predictable and well managed environment.
· Responsible for the development and implementation of a new “Organizational Model” for the development and production support for Information Services resulting in a more focused, efficient and scaleable organization consistent with the corporate goal for growth to $200 billion in assets.
· Responsible for the development and implementation of a new organization “Budget/Forecasting Model” to manage the $184 million IS budget resulting in a focus on expense control through “Total Cost of Ownership” techniques and reinvestment of unused IS budget.
· Responsible for the development and implementation of a new procurement services organization within IS to manage over 500 contracts and $85 million in expenses through the purchase of services and products from third party organizations.
· Responsible for the development of a new resource management function focusing on the efficient allocation of internal and external resources ($80 million staff expense) on all corporate mission critical projects and bank consolidations.



Sr. Vice President/Director, Project/Application Services/Information Services Division (1997-1999)
Manage over 400 development and production support staff with a budget of $40 million, covering six mid-western states. Provides leadership and strategic direction as a member of the Management Performance Group, Enterprise Architecture Board, Acquisition and Integration Steering Committee for the Fort Wayne National consolidation.
· Major contributor in the development of the Enterprise IT Architecture and process for the ongoing assessment of all technology decisions.
· Major Architect in restructuring the entire Information Services organization to a Service orientation resulting in specialization and increased efficiency.
· Restructuring the Application Services area splitting the Production Support from the Development function.
· Developed and implemented a comprehensive Executive Metrics Program for the Technical Services, Data Center and Distributed Client Services Divisions.
· Developed and implemented a comprehensive “Service Level Management “ program for the IS Division.
· Developed and Implemented a formal Problem and Change Management program for the IS Division.



GENERAL ACCIDENT INSURANCE CO., Philadelphia, PA (1982-1996)
Property/Casualty insurance company with assets over $5 billion and premium of $2 billion. Wholly owned subsidiary of General Accident Assurance Company Ltd., headquarters in Perth, Scotland and operating in 25 countries.

Vice President, Information Technology Planning and Support (1992-1996)
Responsible for development and implementation of the company’s information technology strategy and information systems operating plan, ensuring proper alignment with the firm’s strategic goals and objectives.
· Development of the corporation’s 3-year Information Technology Strategy and 1-year tactical plan, resulting in: a major transformation of the technical infrastructure and application architectures; improved systems performance and response time; reduced product delivery time by 50%; provided IS direction to the organization and improved the image of the IS division.
· Introduced the concept of the “Information Technology Enterprise Architecture” resulting in: economies of scale across technical platforms; critical technical standards ensuring that disparate systems development and products were consistent with the IS strategy.
· Developed the Corporate Executive IT education program resulting in a marked improvement in senior management understanding, decisions and support of new technology. Created a sound awareness of how the competition was using technology to achieve their goals and objectives.
· Member of the Information Systems “Steering Committee”. Established the charter, composition and responsibilities. Standardized the process for project submission, ranking cost benefit analysis and reporting, resulting in corporate focus and visibility on the company’s highest priority projects; allocation of scarce resources; reduced project delays/cost overruns and senior management buy in.
· Developed project management standards and implemented the work management system for project management and time reporting, resulting in improved direction and control of IS resources; standardized project management software methodology templates and improved productivity of development staff.
· Direction and control of the $60 million Operating and Capital Information Systems budget. Initiated industry benchmarking and IS trend analysis resulting in cost containment, reduction of expenses and improved decision making capabilities.
· Established a professional IT contract and procurement staff responsible for the negotiation of over 250 hardware/software and service contracts. Standardized and centralized the contract function and expanded the function to include U.S. subsidiaries and international procurement. This resulted in annualized negotiation savings of $1.8 million and a professional and highly regarded staff.

Vice President, Corporate Project Management (1986-1992)
Responsible to the President and Chief Operating Officer for the development and implementation of the company’s largest application system projects in excess of $500 thousand. Direct control of six project managers and consultants, up to 80 programmers/analysts and project budgets up to $4 million.
· Successful implementation of Policy Processing, Billing, Financial and reporting systems. Specific projects include Commercial Lines Direct Bill, Producer Bill, Personal Assigned Risk, Claims Processing, Commercial Business Owners, and the creation of three corporate subsidiaries in New York State.
· Standardized and implemented the project management methodology, formalized the change control process and implemented project management tools and exception reporting formats, resulting in improved direction and control on major projects; improved productivity with new systems; $3.2 million in annual tax savings in New York; improved cash flow through the reduction of bad debt; increased market share with new products; and improved decision making through better access of customer data.

Manager, Advanced Information Systems (1982-1985)
Developed the corporate Information Technology Strategy and established a department responsible for research, development and implementation of new technology and the technical support of all end user programming. Systems implemented: Laser Printing for Personal Lines policy production, Electronic Mail, Source Document Microfilm Word Processing, Document Composition and Electronic Data Interchange.




FIRST PENNSYLVANIA BANK, Philadelphia, PA (1978-1982)
Corporate Senior Industrial Engineer
Systems analysis, design, development and implementation of major systems. Evaluation, selection and implementation of software and equipment including feasibility studies, cost benefit, workflow analysis, project planning and project management. Projects included International Banking System, Inventory Control System, Micrographics and ATM development.


EDUCATION

B.A., Economics, Eastern College, St. Davids, PA (1974)
Dow Jones Award: Highest grade point average in the field of economics.
Basketball: NAIA Small College All American, NAIA and NCCAA First Team All-District, selected for Outstanding College Athletes of America, Most Valuable Athlete at Eastern College and team captain.

ADDITIONAL EDUCATION

Eastern College, St. Davids, PA (1990-Present)
MBA candidate, Finance G.P.A. to date: 3.8