Trusted Advisor: Administration / Operations / Technology / Transformation • Business Operations Management • Business Optimization • Application Development • Technical Operations Management • Business Continuity • Knowledge Management • Program and Project Management • Budget Management • Business Transformation Increase shareholder value and enterprise performance; transform and improve processes; identify and triage hidden obstacles to business success; establish enterprise-level initiatives and Program Management Office (PMO) governance; architect and deliver blended complex technology/business solutions with minimal interruption; implement measurable and documentable systems and optimize organization productivity. Lead, mentor and motivate global matrix cross-functional teams of 300+ resources to acquire new skills, collaborate at all levels, accept accountability, exceed customer expectations and deliver excellence. Implement solutions under time/mission critical conditions to deliver rapid and measurable investment return, by performing merger/acquisition due diligence, identifying problem root causes, creating reusable and transferable process solutions that employ best practices, monitoring and limiting technology spend and negotiating with vendors/partners. Lead initiatives valued at $10+ million; maintain technology skills and ability to build ad hoc technology tools when commercial products not available. Industry exposure includes investment banking, financial services, outsourced services, consumer products and telecommunications/broadband. Clients include early stage and entrepreneurial companies to mid-tier enterprises.

Rebel Visions Corporation 09/01/2003 - 05/18/2012 VP PMO Governance and Enterprise Initiatives Rebel Visions Corporation 9/2003 – Present VP, PMO Governance & Enterprise Initiatives Enable clients to improve enterprise performance and growth. Create Program/Project Management Office (PMO) governance models to manage complex projects including regulatory compliance, global rollouts and strategic planning/implementation of go-forward technologies. Lead/mentor global matrix teams of consultants, client resources and vendor/partners; document and measure existing client processes; recommend outcomes and improvements; design and implement processes to enable client to improve performance levels. Present findings and recommendations to boards of directors, investors and C-level executives. Develop new and repeat client business. Representative client engagements include:

Genworth Financial 10/05/2010 - 03/01/2011 Program Manager, Next Generation Credit Valuation Initiative Working directly with executive leadership at Genworth and their vendor, I was responsible for helping to lead a team to implement the first phase of best in breed market risk and credit risk analytics software. The implementation yielded the first level of an integrated credit risk, market risk, asset & liability management and performance management platform that can accurately provide Value at Risk (VAR) calculations. The implementation required IT resources to work closely with business executives in order to ensure the accuracy of the software in comparison to the legacy system (Moody’s KMV), utilizing a data stream from Blackrock and other sources.

Unum 10/04/2010 - 12/15/2010 Program Manager, Risk Analytics Proof of Concept Led a globally dispersed team to implement a Kamakura Risk Manager trial platform that allows UNUM to effectively measure the inherent risk of default, downgrade, or other credit events for any one or all of its or its Affiliates’ investment counterparties/issuers over any horizon (approximately 3000 CUSIPs). The platform provides credit modeling at the individual transaction level, aggregating up to combined counterparty risk. The Platform allows Unum risk managers to compare potential losses with pre-defined values and limits all of the assets, liabilities and derivatives associated with UNUM’s Long Term Care Policies and permit the simulation of a large number of risk factors to drive both valuation and credit-adjusted losses for standard and ad hoc scenarios.

UBS Investment Bank 02/12/2009 - 04/19/2010 Senior Project Manager, Desktop & Mobility Management/SharePoint SME Evaluated enterprise initiatives in terms of project management processes, governance, budgeting, tracking, prioritization and resource utilization. • Established budgetary metrics that enabled client to on-board, fund and prioritize projects based on projected return on investment (ROI) and alignment with business strategy • Implemented PMO with project dashboard, to improve management oversight, decision effectiveness and resource allocation, which reduced project costs through more accurate and efficient use of equipment, software and resources • Improved project status reporting and tracking by implementing Microsoft SharePoint tracking system, which reduced annual deployment costs by $1.5 million and enabled management to mitigate operational risk that would have negative impact on project completion, outcome and cost

Satyam Computer Services 01/01/2008 - 03/07/2008 Enterprise Relationship Manager and Lead Consultant Led due diligence business/technology team to develop outsourcing Strategy proposal for $4.5 billion financial services client organization; focused on business/technology synergy and consolidation, cost reduction, competency acquisition and business line expansion, for Internet Banking and Electronic Payment businesses, which represented about 25% of gross revenue. • Performed due diligence to evaluate potential of synergy/consolidation of technologies, services and products of 127 businesses; reviewed all offerings and customized variations, mapped all commonalities to determine ROI • Provided data to validate client decision that ROI would not justify project, based upon complexity, duration and cost; with outcome limited to integrated accounting and reporting

EB Brands 01/08/2007 - 01/01/2008 Director, Program Management Office Led team to document existing product life cycle, redevelop processes and implement streamlined and automated model, to enable company to improve internal efficiency and product time to market, used Microsoft SharePoint and Project Server. • Implemented enterprise-wide product life cycle with project/program management practices, governance standards, processes, metrics and change/risk management controls. Enabled stakeholders to define opportunities, prioritize projects, use best practices, ensure timely delivery and comply with quality standards • Improved enterprise project efficiency by 66%, which elevated organization value; optimized organization performance by dedicating all work to those tasks connected to project/product plans approved under new product life cycle model • Enabled post-merger integration of newly-acquired Valeo Corporation, in collaboration with CEO and executive management

Citigroup Smith Barney, Global Wealth Management 07/24/2006 - 01/02/2007 Strategist and Architect, PMO Financial Controls and IT Governance Created PMO governance model, which included documenting information architecture, developing data aggregation and flow strategy, tool building, staff training and mentoring, toll gating and metrics reporting. Led team which completed architecture and development of billing and chargeback application, to provided Total Cost of Ownership (TCO) data, for all initiatives. • Enabled executive management to improve decision effectiveness, by having previously unknown data access, business operation and technology costs; and achieved multi-million dollar cost savings by replacing high cost with no/lower cost solutions • Collaborated with COO to develop Strategic Change process

Morgan Stanley 05/29/2005 - 11/30/2005 Sr. Project Manager, PMO Led globally dispersed matrix team of 300+ to address enterprise-wide Basel II compliance issues on five continents. Developed management reports, identified unique metrics, provided policy guidance and spearheaded development of PMO governance model. Collaborated and built sponsorship with client executives and stakeholders at all levels, in Fixed Income, Market Risk, Credit Risk and Regulatory Compliance. • Documented and refined existing processes and created new ones, in collaboration with enterprise team, to complete 327 projects within Basel II program, governing money movement, transaction processes/life cycle/reporting and cash reserve minimums

BMC Software 02/07/2005 - 03/31/2005 Senior Project Manager, Sarbanes-Oxley Lead Consultant Led globally dispersed blended matrix team of 225, including internal staff and external resources provided by Deloitte, Jefferson Wells, Protivity and Ernst & Young; collaborated with executive management to address global Sarbanes-Oxley issues; recommend policies and procedures and develop PMO governance for regulatory affairs. • Established management reporting infrastructure and adapted technology solution from previous engagement to shorten project delivery time. Solution enabled BMC executives to monitor every process step, all stakeholders and pass/fail status of both internal and external exams

XL Financial Products & Services (XL Capital) 08/23/2004 - 02/04/2005 Senior Project Manager, Sarbanes-Oxley & Business Continuity Led globally dispersed matrix team of employees and external consultants from Ernst & Young and PriceWaterhouseCoopers, to establish and test processes to achieve Sarbanes-Oxley compliance. Created policy and procedures concerning roles/responsibilities; collaborated with PMO executives to ensure enterprise commonality. Worked with CIO to create Business Continuity Plan (BCP) and Disaster Recovery Plan (DRP); and recommended appropriate planning software and implementation procedures. Led dispersed matrix team of business and IT stakeholders to develop facility evacuation plans and ensure Sarbanes-Oxley compliance.

Time Warner Cable - Broadband Network Services 11/25/2002 - 09/30/2003 Project Manager, Northeast Operations Led regional projects supporting broadband technical operations; managed budgets of $25+ million; collaborated to oversee, design and implement regional fiber optic ring; and managed all projects and teams affecting 3 data centers, 75 satellite locations and 50 resources in support of 1 million broadband Internet subscribers. Created PMO strategy, enterprise change management processes and business continuity plan with team of executive stakeholders. • Enabled 400% network capacity increase, while reducing annual circuit costs $1 million, by managing budget that supported implementation of regional fiber optic ring • Delivered 70+ projects with average value of $4 million each • Managed recovery from 2003 U.S. power outage without loss of equipment and data • Led migration of Philadelphia business and network operations to New York City

DataSilo Corporation 07/09/2001 - 11/18/2002 Senior Project Manager Directed technical operations and procurement for 15 internal and 50 external engineers at diverse global locations; managed $10 million technology budget and multiple concurrent projects for security infrastructure, disaster recovery, business continuity planning and global sourcing. Managed IT infrastructure, quality assurance, research/development and production environments. Advised clients concerning business optimization, process engineering and cost saving initiatives. • Reduced employee headcount by 50% by reorganizing business and performing skills gap analysis, while yielding 25% improvement in business productivity and efficiency • Decreased technologies spend 20%, by repurposing redundant equipment • Reduced internal and client-side procurement costs, which saved $7 million • Improved application development efficiency 15% by implementing development standards and best practices

NetWolves Corporation 03/17/2000 - 07/06/2001 VP of New Business Development/Senior Project Manager Identified merger and acquisition (M&A) targets, provided technology and operations due diligence and led post-merger integrations; managed multi-national and diverse application development team of 35 internal/external professionals to port desktop applications to Internet. • Architected and implemented patent pending solution to enable secure communication via Internet and integrated to NetWolves product • Reduced development time by 50% by implementing standards and best practices; eliminated 25% technology positions by streamlining processes and performing skills gap analysis • Achieved $4 million savings in equipment and training costs; saved additional $5 million in SLA expenses by directing R&D toward open source technologies

RealtyIQ, Inc. 10/15/1999 - 03/08/2000 Vice President of Technology Hired by venture capital firm to transform RealtyIQ to Internet-based technology business; and ensure its viability. Architected new solution, built and led multi-location team of 35 employees and consultants to port B2B desktop applications to Internet environments; managed $50 million budget, negotiated contracts for internal projects and venture backers, while developing technology strategy. Managed all data warehouse initiatives; integrated 25 diverse data bases purchased from Cushman & Wakefield, including ETL processes and server performance and consolidated to single Oracle instance. Enabled management to evaluate proposed acquisitions, by completing technology and operations due diligence. • Decreased product time-to-market by one month, through implementing ETL best practices/procedures and introducing efficient tool use processes • Reduced M&A costs of target company $10 million, by identifying redundant technology and operational functions during due diligence process • Reduced IT spend $25 million by streamlining budget and negotiating with vendors; increased team efficiency 40% by reorganizing department and optimizing processes • Saved $10 million in service level agreement costs by integrating 25 data bases to one vendor solution

Mail.com 09/14/1998 - 09/30/1999 Sr. Procurement & Project Manager Handled technology acquisition and vendor negotiations for quickly growing Internet start-up organization. Administered a multi-million dollar technology budget and handled special procurement and negotiation projects for the CEO. While managing the team’s milestones, I delivered procurement solutions that spanned several divisions; I worked with technology team members in developing the architecture of a re-designed and cost-effective infrastructure. • Projects averaging within ±8% on time and within ±8% on budget • 25% increase in procurement efficiencies by streamlining procurement processes • $25M savings in technology acquisition costs by proficient vendor negotiation • $1M in savings in security products and services by strategizing with technology team and developing new security architectures • 38% decrease in overall technology spending

MPS Corporation 10/27/1994 - 09/21/1998 Sr. Project Manager & Technology Procurement Manager Handled the selection of team members for major client projects, including Gateway Computers and Ameritrade. Managed, trained, and mentored technology team members. Oversaw the procurement and vendor negotiations for enterprise-wide acquisitions and for select clients, as necessary. Was responsible for the streamlining of the procurement process and administration of internal and external (client-side) technology acquisition budgets. Implemented standards and procedures for technology development and procurement. I have handled a diverse list of projects for the likes of Ameritrade, Donaldson Lufkin Jenrette and Pfizer. These projects include the development of PMOs, and various proprietary application development initiatives. An example of such a project was one on behalf of Ameritrade. I was brought in to assemble a team to rewrite a web based money management application with backend ties to many online trading companies and client-side software packages. • Projects averaging within ±11% on time and within ±10% on budget • Estimated $130M savings in acquisition costs • 40% reduction in RFP processing time • Estimated $10M savings in technology staffing • 35% boost in overall procurement efficiencies allowing for greater load (procurement as a profit center)

Microsoft SharePoint, Project/Project Server, IIS, Hyper-V virtualization, Visual Studio, VB.NET, C#, ASP.NET, Windows Client/Server, Microsoft Exchange, Microsoft SQL Server, Oracle, UNIX, Linux