Profile
TECHNOLOGY STRATEGY | PROCESS IMPROVEMENT | LEADERSHIP
Multi-faceted technology leader with over 15 years of experience providing a unique confluence of skills and capabilities to excel in complex business and technology roles. Capacity to operate in complex environments by decomposing challenges using structured thought processes and producing actionable strategies that address management challenges to improve business and technology operations. Well-honed skills in leadership, management, and collaboration exemplified through work across diverse environments and stakeholders.
NOTABLE ACCOMPLISHMENTS
Developed strategy for consolidating a US Reserve Bank’s IT hosting environment by optimizing its enterprise architecture, leveraging shared services, and streamlining its governance and service management processes with the target to reduce OpEx by 40% over next 3 years
Led transformation of core back-office IT infrastructure of a global bank by modernizing technology platforms that enabled launch of new business services, improved IT performance, and resulted in operational savings of 25% over the next 3 years
Established business opportunities through marketing efforts with key Federal Agency CIO offices leading to procurements of up to $5M/year in cloud computing consulting services
Led the establishment and operationalization of a new wholesale business unit for a major telecom operator that resulted in new revenues of $50M in first year of operation
Developed procurement strategy for a large financial regulator that resulted in a 5-year $200M outsourcing contract with a vendor-partner to manage critical computing infrastructure
Developed growth strategy for a regional telecom operator that resulted in global partnerships totaling $200M in investments
Professional Summary
BOOZ ALLEN HAMILTON, ENGAGEMENT MANAGER, MCLEAN, VA,
July 2004 – Present
Led strategy and transformation engagements with mandate to improve service delivery, reduce costs, and improve customer experience in public and private sectors. Focus areas: IT investment optimization, technology modernization, enterprise architecture, IT service management, mobility, process improvement, organizational effectiveness, and business development
Drove technology and business transformation through standardization, automation, virtualization, and consolidation to realize associated benefits of cost savings, improved service levels, improved time to market, operational efficiencies, and economies of scale
KPMG, MANAGER, TORONTO, CANADA,
January 2003 – July 2004
Led strategy and technology modernization engagements for investment banks. Focus areas included Program Management, Service Management, Content Management, and CRM
CAPGEMINI, SENIOR CONSULTANT, TORONTO, CANADA,
April 2001 – December 2002
Led IT Service Management engagements with major telecom operators and service providers. Key areas of focus included leveraging Operational and Business Support Systems (OSS/BSS), such as billing, mediation, and customer care solutions, to promote automation and service improvement
PRICEWATERHOUSECOOPERS, CONSULTANT, FALLS CHURCH, VA,
March 1998 – April 2001
Led engagements involving technical assessment, process improvement, organizational re-alignment, and network engineering for enterprise telecommunications solutions
Areas Of Expertise
Business Strategy Formulation
Business-Technology Alignment
Technology Optimization
IT Service Management Business Process Improvement
Business Development / Client Relationship Management
IT Cost Restructuring
Program / Project Management Client Experience / User Experience Enhancement
Global Perspectives / Cross-Cultural
Education & Qualifications
MBA – STRATEGY, FINANCE, Simon School of Business, University of Rochester, Rochester, NY (1997)
MS – COMPUTER ENGINEERING, Rochester Institute of Technology, Rochester, NY (1997)
BS – ELECTRICAL ENGINEERING, State University of New York, Buffalo, NY (1993)
Key Professional Accomplishments
BOOZ ALLEN HAMILTON, ENGAGEMENT MANAGER, MCLEAN, VA, July 2004 – Present
A US RESERVE BANK’S IT INVESTMENT STRATEGY AND ROADMAP: Led the strategy and roadmap development to consolidate FRB’s IT infrastructure hosting footprint through migration to public and private cloud, automation, and retirement of legacy systems. Resulted in reducing footprint by 50% through consolidation of data centers as well as integration of information repositories. Developed a vision for enterprise advanced analytics to allow business areas to make more efficient use of data resources. Instituted a new governance structure to facilitate adoption and implementation of $50M in new capital spending over the next 5 years.
BACK-OFFICE CORE INFRASTRUCTURE MODERNIZATION AT BANGKOK BANK, THAILAND: Led transformation of core back-office to modernize technology platforms that enabled launch of new services and resulted in operational savings of 30% over the next 3 years. Led industry partner selection that resulted in $100 million in acquisitions and upgrades. Partnered with CIO and CTO to undertake IT assessment, infrastructure security enhancement and process improvement. Instituted governance structure and change management process to facilitate transition across the organization. Led the steering committee that regularly reported to the CEO on progress of initiatives.
IT MODERNIZATION STRATEGY & ROADMAP FOR US CENSUS BUREAU: Led a team of 5 consultants to baseline, benchmark, and assess the Bureau’s current technical environment and business area requirements. Conducted development and adoption of a modernization strategy and roadmap to transform Bureau’s technical platforms (mobile, data, cloud, analytics, voice, security, and service management) through standardization and automation to meet business areas requirements. This effort resulted in efficient and accurate collection, disbursement, and analysis of data with data error reduction of 70%. Helped rationalize $125 million in investments over the next 5 years to maximum impact areas to fundamentally enhance Bureau’s interaction with 300 million citizens.
WHOLESALE SECTOR STRATEGY FOR AN INTERNATIONAL TELCO OPERATOR: Worked with executive leadership to develop strategy to enhance focus on key market segments. Resulted in setting up a new business unit to capture wholesale market segment. Undertook organizational planning to identify targeted talent for the business unit. Helped develop and institute growth targets across all sub-segments of the wholesale market. Resulted in $50M in revenues in the first year of operation.
STRATEGIC AGENDA FOR OFFICE OF CIO AT NATIONAL SCIENCE FOUNDATION (NSF): Led the development and adoption of a 5 year IT spending plan for the Office of CIO at NSF. Assessed existing outsource agreements and service level agreements to identify potential areas of cost and operational efficiencies. Resulted in strengthening current contracts and SLAs and re-aligned $85 million in investments based on CIO’s strategic priorities.
SERVICE DEVELOPMENT AND LAUNCH FOR A MAJOR TELCO SERVICE PROVIDER: Benchmarked operator’s existing services portfolio targeting medium and large enterprises against industry. Forecasted demand and revenue projections for identified services. Assessed and enhanced internal capabilities to support new services. Developed pricing models and marketing strategy for new services (including M2M, Managed Service, and Business Continuity Planning etc.) Resulted in 15% increase in overall enterprise revenues for targeted segments within first year.
CLOUD COMPUTING STRATEGY FOR US TREASURY: Executed a cloud computing maturity assessment through leveraging a custom tailored quick-look assessment methodology for the Office of Financial Research (OFR). Undertook big data and cloud computing alternatives analysis to identify optimal solution and industry vendor-partners for the OFR. Facilitated vendors assessment, negotiation, and selection that resulted in a $10M / year outsource contract.
NATIONAL IT SERVICES SECURITY STRATEGY FOR A US RESERVE BANK: Led vulnerability assessment of enterprise architecture to identify potential gaps in the existing security posture. Provided prioritized recommendations to reduce attack surface, improve response time, and reduce complexity by re-designing security architecture. Conducted risk assessment and estimated level of effort for each improvement initiative. Instituted a risk management oversight board to monitor and mitigate emerging risks.
ENTERPRISE IT INFRASTRUCTURE CONSOLIDATION AT DEPARTMENT OF INTERIOR: Led a team of 3 consultants to develop an IT infrastructure consolidation plan. Resulted in 20% reduction in back-office footprint through virtualization, consolidation, and retirement of legacy platforms. Renegotiated telco contracts to closely align telco procurement with enterprise needs. Enhanced existing governance structure and employed ITIL to strengthen operational processes that are more responsive to business needs.
COMPETITIVE ASSESSMENT AND DUE DILIGENCE FOR OMANTEL, MUSCAT, OMAN: Led the review and assessment of operator’s market facing capabilities to help prepare for new competition in the aftermath of market deregulation. Assessed existing service portfolio, sales, customer service, and branding aspects. Identified areas of opportunity to pre-empt and partner with new entrants to market. Reviewed and benchmarked internal business processes, performance goals and metrics against best practices.
MARKETING AND COMMUNICATION STRATEGY FOR MAJOR TELCO SERVICE PROVIDER: Developed profile and segmentation of the wholesale telecom market in the region. Conducted service demand assessment to identify customer needs within each segment. Developed a pricing models and determined growth and revenue projections for each service. Developed a communication plan tailored to each targeted market segments. Resulted in establishing service provider as a significant full-service wholesale telco operator in the region.
INTERNATIONAL GROWTH STRATEGY FOR A TELECOM OPERATOR: Worked closely with senior executives and Mergers & Acquisitions group to develop an international growth strategy via partnerships and acquisitions of small operators. Profiled telecom and regulatory landscape, market segmentation, and service demand projections in 7 target countries. Worked with M&A team to develop business cases for market entry strategy by evaluating feasibility of market entry via acquisition or partnerships or build own network. Led to $50M in partnerships
POST-MERGER INTEGRATION FOR A LEADING GLOBAL CONTRACT PHARMACEUTICAL MANUFACTURING FIRM: Partnered with the CIO, CFO and CHRO in support of post-merger integration and value capture across key corporate functions including IT, finance, procurement and HR. Developed target operating models and to-be organization structures. Analyzed existing TSA contracts to develop and prioritize TSA exit strategy. Partnered with HR and legal to develop workforce transition plans including works council and union engagements across different countries. Led change management efforts ranging from board of director down to individual impacted employee. Developed operational transformation strategy leveraging new technologies and business processes KPIs across finance and procurement to improve organization performance and compliance.
KPMG, MANAGER, TORONTO, CANADA, January 2003 – July 2004
CUSTOMER RELATIONSHIP MANAGEMENT PLATFORM IMPLEMENTATION AT MERRILL LYNCH, NEW JERSEY: Led the strategy and alternatives analysis to identify an optimal customer relationship management suite in support of a wealth management platform. Assisted client through vendor selection and vendor negotiation phase. Project managed the implementation of CRM suite and its integration with wealth management platform. Led pilot tests and the design of CRM processes. Established PMO to manage a team of 20 employees, consultants, and contractors. Maintained detailed project plans, status reports, risks & mitigation strategies, and provided regular CTO level briefings.
BUILDING OF IT PLATFORM TO ENABLE LAUNCH OF NEW FINANCIAL SERVICES, MORGAN STANLEY, NEW YORK: Assessed supporting IT platforms to ensure preparedness for the launch of new financial services. Managed systems upgrade and system integration with broader enterprise architecture to allow for seamless sharing of information. Identified potentials risks and developed mitigation plans for each proposed alternative. Convened regular stakeholder sessions to ensure preparedness for Day 1. Services were lunched with zero trouble tickets due to IT issues.
CAPGEMINI, SENIOR CONSULTANT, TORONTO, CANADA, APRIL 2001 – DECEMBER 2002
OPERATIONS SUPPORT SYSTEMS / BUSINESS SUPPORT SYSTEMS DESIGN FOR A TECHNOLOGY SERVICE PROVIDER, WASHINGTON DC: Led the OSS / BSS architecture design that included order management, service desk, SLA management, billing, service provisioning, network management, and workflow management. Resulted in promoting automation, reduction in OpEx, and reduced billing errors by 25%.
SERVICE MANAGEMENT PLATFORM IMPLEMENTATION, BAUSCH & LOMB, ROCHESTER, NY – Assisted implementation of HP Business Technology Optimization (OpenView) platform to manage applications lifecycle. Resulted in eliminating application silos, introduced standardization across all environments, and reduced time-to-market by 30%.
PRICEWATERHOUSECOOPERS, CONSULTANT, FALLS CHURCH, VA, MARCH 1998 – APRIL 2001
POST-MERGER IT ASSETS CONSOLIDATION AT ASSANTE ADVISORY SERVICES, TORONTO: Project managed the sizing, consolidation, and migration of IT assets from 3 disparate data centers to one data center. Designed target state of technical architecture and undertook capacity planning to ensure scalability of future architecture to meet growth. Identified potential opportunities for retirement and consolidation of IT assets. Developed detailed IT migration plans. Developed RFPs for outsourced services and negotiated contracts with service providers. Developed disaster recovery and business continuity plans for the new data center. Migration was completed with zero downtime during business hours.
OPERATIONAL PROCESS DEVELOPMENT FOR A BANDWIDTH TRADING EXCHANGE, NEW YORK CITY: Led the implementation of OSS / BSS for automated provisioning and activation to facilitate trading of excess bandwidth among various carriers. Integrated automated activation system with order management and billing systems.
PERFORMANCE ASSESSMENT OF SERVICE DESK AT ROYAL BANK OF CANADA, TORONTO: Performed technical and operational assessment of service desk. Analyzed and documented existing environment to measure for performance and scalability. Provided prioritized recommendations for eliminating technical and operational bottlenecks. Resulted in 40% increase in end user satisfaction as measured by user surveys.
RECENT INTELLECTUAL CAPITAL
IT Strategy & Roadmap Methodology for the Business of Government Cloud Maturity Quick-Look Assessment Methodology Growth Strategy for Wholesale Telecom Operators
Key Professional Details
VOLUNTEERING: Active participant in community outreach program to provide meals to homeless shelters
TRAVEL, ART & CULTURE: Traveled to more than 40 countries across 4 continents. Active participant in programs to advance cultural links across countries
