What the work demands

01

Technology strategy and roadmap

What the work demands

• Set enterprise technology direction tied to business objectives
• Build multi-year roadmaps that survive changing priorities
• Make disciplined build, buy and optimize decisions
• Translate technical direction into business value

What I bring

Strategy and operating model

• Own enterprise IT strategy, governance and operating model across 50+ sites in 8 countries, with 99%+ availability on systems that cannot stop.
• Defined and executed a 5-year systems roadmap covering ERP modules, manufacturing systems and third-party integrations.
• Led ERP strategy across eight businesses, running needs assessments and build-versus-optimize decisions rather than defaulting to replacement.
• Roadmaps built from business outcomes backward: margin, throughput and reporting accuracy, rather than from technology trends forward.

02

Enterprise platforms

What the work demands

• Transform the business through core platform investment
• Deliver ERP and CRM programs that land
• Modernize legacy estates and retire technical debt
• Own cloud architecture and integration strategy

What I bring

SAP S/4HANASalesforceAzure

• Business-side program lead for the ECC6 to S/4HANA migration plus two greenfield manufacturing execution implementations, directing 40+ people across multiyear work.
• Owned delivery governance, integrator performance, scope and execution on programs carrying $10M+ budgets.
• Built real-time integration between CRM and ERP for quote-to-cash, plus custom platform components for file governance and incident tracking.
• Run cloud strategy and acquisition technology integration, including onboarding acquired businesses onto standard platforms.

03

Data, analytics and applied AI

What the work demands

• Advance data, analytics and AI maturity
• Establish governance, quality and a single source of truth
• Move the organization from reporting to decision support
• Apply AI where it changes an outcome

What I bring

Applied AI in production

• five AI initiatives running against real ERP, CRM and customer data, moved off developer keys onto an enterprise agreement with a data-processing contract, zero retention and central audit.
• Standardized one integration layer exposing business systems as named tools with per-user credentials, so agents inherit controls instead of reinventing access.
• Every assistant turn traced with tools, tokens and cost; roughly 230 golden evaluation cases; shadow audits comparing AI against human outcomes before automating.
• Rolled out cloud reporting alongside S/4HANA and moved three businesses with ~$700M combined turnover onto one platform with shared definitions.

04

Manufacturing systems and the plant floor

What the work demands

• Bridge enterprise IT and plant operational technology
• Enable manufacturing execution and shop-floor visibility at scale
• Understand the manufacturing process, not just the software
• Deliver without stopping production

What I bring

Manufacturing execution

• Delivered two greenfield manufacturing execution implementations connecting the shop floor to the ERP core.
• Enterprise systems leadership across three business units spanning sales, production planning, materials, finance and manufacturing execution.
• Delivered a configure-to-order configurator for an acquired manufacturer, generating bills of material, routings and pricing from a specification.
• Hands-on at the controls layer: PLC programming on Siemens and Allen-Bradley, machine-to-machine interfacing over OPC UA, and Kepware historian integration.
• Plant operations and cost knowledge from the controller roles that preceded the technology ones.

05

Security, risk and continuity

What the work demands

• Reduce business risk while platforms are being modernized
• Run a credible security program across distributed sites
• Keep controls audit-ready and evidenced
• Keep operations running when something goes wrong

What I bring

Governance and compliance

• Executive ownership of the security function inside a 66 person organization covering 50+ sites and 4,000+ users.
• Built the governance framework: change advisory board, IT general controls, service management and lifecycle discipline.
• Keep an audit-ready posture with documented controls, grounded in years taking finance teams through external audit cycles.
• Accountable for resilience and availability across 8 countries, including major incident response and continuity.
• Extended the same posture to AI: prompt anonymization, per-project keys, a deny-first policy for coding agents, and a tracked secrets inventory.

06

Investment and value governance

What the work demands

• Govern technology investment with real financial rigour
• Hold vendors and integrators to committed outcomes
• Defend the technology agenda at the executive table
• Prove value delivered, not activity completed

What I bring

P&L discipline applied to technology

• Own a $16M+ annual budget supporting 4,000+ users across $1.2B+ of manufacturing.
• Governed $10M+ program budgets including integrator performance, scope control and delivery accountability.
• Negotiate enterprise agreements with major software and cloud vendors directly.
• Career built in finance first: plant controller, then divisional controller with 14 direct reports and statements for five facilities.
• Business cases written in margin, working capital, risk and payback.

07

Building the organization

What the work demands

• Raise the capability of the team you inherited
• Build succession depth instead of single points of failure
• Lead distributed, multi-country teams
• Keep people through the disruption of change

What I bring

Teams and capability

• Lead 66 people across infrastructure, cloud, security, service delivery and applications, including managers and team leads.
• Replaced generalist coverage with structured functional leadership and defined career paths, with promotion from within where possible.
• Built an onboarding path that gets a new engineer productive on shared conventions in five working days.
• Led distributed teams across 8 countries in North, Central and South America, with the regulatory range that implies.

08

Still building

What the work demands

• Find, test and scale emerging technology
• Run experiments safely and move the useful ones into production
• Influence across a complex, matrixed business
• Partner with business leaders as a peer

What I bring

Hands-on by choice

• Still write and deploy code: Python, TypeScript, C#, SQL, ERP view entities and service bindings, single sign-on flows, infrastructure as code and container deployments.
• Prototype before committing capital, proving value at small scale with integration and automation pilots first.
• Partner across finance, operations, supply chain and commercial with credibility built on having sat on the business side of the table.
• Co-founded and operate a 501(c)(3) nonprofit supporting families in the southern Philippines.