I started my IT career as a data entry clerk on an IBM System/34 in High School.  I have worked in just about every position that can be found in an IT department.  I consider myself a  highly technical person and I work constantly to keep up on the latest technology trends.

Information Security grew up during my time in IT.  I successfully managed an infosec turnaround after a nationally televised data breach.  I have  a thorough knowledge of prevailing security methodologies and standards.  Most importantly, I understand the concept of risk management and the balance between operations and security.

I can often quickly assess the current state of IT and develop the most appropriate way forward.  This often means a change in strategy. When making strategy decisions, people often start with assumptions.  These assumptions protect the status quo and impede the organization's ability to evolve.

I have been managing people for almost 25 years.  My management style is to let stars run and let dogs go. I hire good people and give them the authority to be successful. I am not a micro-manager and expect people to take ownership.

IT is often a problem for the accounting/finance department. There are some fundamental strategies to assist in dealing with IT finances. IT spending should be fully justified and benefits measured.

There is a sweet spot for the application of Project Management.  This is the amount of Project Management that enables and does not impede.  I have only seen one Project Management methodology that works consistently.  Hint: It doesn't spell PMO.

I have valuable experience supporting Customer Care systems.  Common IT strategies are often insufficient when supporting systems that touch the ultimate customer. This environment continues to be an area in which IT can add tremendous value.

I have worked as a programmer and managed Application Development teams. Overall strategy is everything with respect to apps. Do you build or buy? I can help make that decision.