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Recruited to this privately held $12 billion real estate brokerage and financial services organization to identify and resolve operational deficiencies and turn technology into a “strategic weapon” in the company's markets. As a member of Senior Leadership Group I bridged the gap between business needs and technology strategy and IS investment decisions. In 2002, I was also appointed to Business Excellence Team as member of inaugural Steering Committee. Quick resolution of debilitating problems impacting mission critical systems contributed to Prudential Fox & Roach Realtors / The Trident Group ascending from 8^th to the nation’s 4^th largest combined real estate brokerage and financial services firm.

Scope of Responsibility:

Managed internal and outsourced applications development. Directed server operations, LAN / WAN / broadband / VPN / wireless networks, help desk, field technical support, security, capacity / contingency planning, IS purchasing, and contract negotiations / administration. Managed staff of 29 and $6.2 million budget.

Accomplishments:

• Eliminated mission critical systems failures, migrating from central servers to distributed processing architecture, increasing availability / reliability from 60% to 100% and improving response time over 150 fold. Architecture change stopped loss of revenue (exceeded $4 million in 2001) from agent turnover caused by persistent system failures. Agent MLS listing searches went from 20+ minutes to less than 8 seconds.
   

• Eliminated network Instability issues, re-architecting and directing implementation of LAN / WAN / broadband networks, boosting performance 350% and increasing reliability from 83% to better than 99.9%. Drove more than $1.8 million of costs related to lost productivity out of the bottom-line.
   

• Eliminated server downtime in mortgage, title insurance and relocation companies, implementing n-tier clustered server, SQL, and storage area technologies, improving availability / reliability from 60%-70% to better than 99.9%. Put an end to server related delays in processing / closing customer home purchases.
   

• Re-engineered e-business strategy and created .NET internet / intranet websites, organizing / leading multi-faceted team consolidating six disparate websites into a single highly integrated marketing and operations platform, providing content rich listing / community information through robust feature / functionality, seamless B2B-2C services, just-in-time cross-selling of financial services, plus agent personal websites and advanced listing management capabilities including customizable agent-to-customer, agent-to-agent, and company-to-agent communication. Gained additional operating efficiency, integrating legacy systems using SOAP / XML technology. Website currently provides 20% ($45 million in 2002) of buyer leads with 50%+ projected growth in 2003 and 2004. Website is cornerstone of 2003 Marketing Strategy.   Click Here for prufoxroach website
   

• Envisioned and managed development of industry leading wireless website, raising agent’s customer service level by virtually eliminating dreaded “I don’t have that information, I’ll get back to you” statement to customer. I formulated concept as a result of personal experience as Prudential Fox & Roach Realtors / The Trident Group customer. Worked with programmer to develop prototype and demonstrate capabilities at 2001 Masters Conference to enthusiastic agent reviews. Provides competitive advantage, giving wireless PDA access to proprietary web services when and where needed.
   

• Reduced total-cost-of-ownership 33% for servers, desktops, and laptops, negotiating Compaq Direct contract, saving $180,000 in acquisition costs and reducing 2002 maintenance expense $135,000. I inherited a portfolio of equipment that was essentially 4+ years old and woefully inadequate to meet current demands of the business. Implemented asset management program to replace and continually upgrade aged equipment with state-of-the-art systems. Three year cycle allocates newest equipment to mission critical functions.
   

• Reduced customer complaints while expanding customer base from 850 to 3,500, restructuring help desk and field technical support into teams, reducing complaints from 27% to less than ½ of one percent. Reduced geographic territory of teams, raised skill level of customer support staff, implemented remote support tools, created IS purchasing function / procedures, and improved call tracking / follow-up procedures. Our help desk problem resolution went from 35% to 62% and field tech problem resolution time decreased 40% to 3 days.
   

• Eliminated copyright infringements, negotiating enterprise license agreements for 35+ “shrink wrap” software titles while spreading capital requirement over 3 years and saving $400,000. Brought company into compliance updating licenses from 90% Windows 95 genre software to 2000/XP versions. Implemented enterprise wide software standards eliminating more than 100 software variants reducing support / maintenance costs.
   

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