Ron is a Program Manager in SAIC¡¦s Global Utilities Practice. He has over thirty years of experience in many areas of the energy industry, with strong credentials in program management and governance, IT outsourcing, commercial nuclear power operations and support. Ron has an exceptionally unique background that includes a combination of technology, business and industry experience ¡V with significant responsibilities in information technology design & operations, consulting including Mergers/Acquisitions, nuclear power design and operations, business support, service management, and outsourcing (including offshore delivery).
Ron is recognized for effective program management abilities, leading large staffs of diverse professionals to meet business goals and objectives in information technology, consulting, operations and engineering support, and account management. He is comfortable in technology, operations and support management at the C-level with responsibility for fiscal direction and allocation of multi-million dollar budgets. Ron has broad experience with strengths in the Utility and Telecommunications verticals with the ability to approach large challenges with an analytical view to reach a conceptual solution as well as the knowledge and leadership to implement solutions successfully.
EDUCATION/CERTIFICATIONS
Bachelor of Science in Electrical Engineering
University of Arkansas at Fayetteville -1978 with honors "cum laude"
Registered Professional Engineer, Arkansas - 1984
IEEE Member
CAREER EXPERIENCE
SAIC
Vice President Program Management for Designated Services; Performance Management; Technology Planning for the Major Utilities Accounts (2001 ¡V Present)
„« IT Operations & Support Services - Program lead of an SAIC team of 300+ people for the Fixed Price Contract (valued at $40 Million per year) to include IT Infrastructure and Applications Support.
„« Account Support ¡V Client relations, service level agreements/optimization, performance metrics, consulting, accommodating business growth, innovation and changing business climate.
„« Process Reengineering ¡V As-is /Future-state /Gap Analysis, benchmarking (cost and services), client satisfaction, best practices, cultural issues, and technology planning/alignment.
„« Consulting - Management, technology and outsourcing consulting, focusing on IT Infrastructure & Applications.
„« Change Management ¡V Communication planning, governance, transition planning, issue resolution, stakeholder alignment, resistance management and coaching, workforce transformation and restructuring.
„« Sales Support ¡V During the pre-sale process, provided business case development and value proposition, deal modeling, due diligence, client relations and proposal preparation.
„« Business Development ¡V Including market analysis, account planning, go-to market strategies, development of service offerings, competitive analysis, and industry trends.
Cabletron Systems, Inc./Enterasys Networks
Vice President, IT (1999 ¡V 2001)
„« Reporting to President/CEO at Enterasys, was the executive with global responsibility for a major networking solutions provider¡¦s IT organization. Annual budget was approximately $40 Million with 140 employees.
„« Scope included application development and data center operations for ERP systems utilizing SAP and Siebel, UNIX file servers for engineering development, global data Network Operations Center (NOC), web applications, telecommunications network, WINTEL operations, desktop support, IT asset management, and help desk.
„« Responsible for implementing major technology based project implementations (ebusiness, CRM, and enterprise global SAP HR ERP implementation).
„« As the corporate IT executive led the initiative to develop an RFI/RFP, evaluate the subsequent proposals, and to make the final recommendation for selection of the IT Outsourcing Services provider for Enterasys.
Entergy Services, Inc.
Director, Office of the Year 2000 (1997 - 1999)
„« Overall corporate responsibility for major electricity/gas utility¡¦s global Year 2000 program (estimated overall program cost in excess of$70 Million) dealing with date related issues associated with the century date changeover.
„« Established a Year 2000 Policy defining compliance, a certification process, and test criteria.
„« PMO oversight for approximately 1,000 projects for over 12,000 applications and embedded devices.
„« Established processes to evaluate approximately 200 critical service suppliers and to develop contingency plans for critical business processes.
„« Provided routine performance reporting to executives and to the utility board of directors on the overall program status.
„« Developed and delivered internal and external communications plans to include meetings with numerous large En...
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