Before the executive roles: infrastructure and support at NYS DOT, an HSBC core-systems migration, and years of hands-on engineering. That stack-level fluency never left.
At the onset of COVID-19, the entire college moved to remote operations in two weeks. A 2,000-seat Citrix virtual desktop environment kept specialized software in students' hands through every campus shutdown. Instruction never stopped, and the work earned formal recognition.
The college reached 99.99 percent uptime after a multi-datacenter refit and a new cloud recovery model. At the same time, 260 classrooms and conference rooms moved to one supportable standard. Classroom support requests fell 40 percent.
I directed the technology merger of two regulated agencies under one parent while clinical and business operations continued. Domains, identity, electronic medical records, and security operations came together without one unplanned service disruption.
At SUNY Delhi, I moved several campuses into shared services, cutting the technology cost base 55 percent while expanding capability. Retiring 92 percent of physical servers, standardizing platforms, and moving toward open source shifted hundreds of thousands in recurring expense away from infrastructure overhead and back toward instruction and institutional priorities. At Sage, the same operating principle consolidated 60 servers to five and replaced a legacy phone system.
At SUNY Delhi, I turned an underused institutional asset into the campus's first commercial revenue agreement. The telecommunications partnership created recurring income while extending regional coverage. I also led the technology and operating work inside more than $10 million in capital infrastructure, including complete new construction for an advanced manufacturing center.