Alfredo Lozano, MSIT

Lead technology strategy, governance, and service delivery for the Division of Student Affairs within a complex institutional environment supporting critical student-facing operations, enterprise systems, and cross-campus partnerships. Provide executive leadership across infrastructure, enterprise applications, operational modernization, vendor strategy, and organizational technology priorities, with strong emphasis on alignment between institutional mission, service reliability, and long-term strategic direction. Focused on strengthening governance, improving accountability, advancing modernization efforts, and building a culture where technology enables both operational excellence and institutional trust.

Led enterprise-level initiatives within the Office of the CIO, serving as a strategic bridge between institutional priorities and technical execution across academic, financial, and administrative environments. Coordinated complex projects involving cross-functional and globally distributed teams, supporting cloud migration, enterprise data initiatives, and institutional governance efforts while helping leadership navigate decision points, risks, and implementation priorities. Known for translating complexity into actionable direction and helping diverse stakeholders move forward with clarity and alignment.

Responsible for implementing, managing and improving various enterprise-grade software and hardware solutions for the Division of Student Affairs. Completes and coordinates various tasks, and provides clear direction to ensure that the defined goals, plans and projects of the various Student Affairs Departments are successfully completed. Primarily responsible for application administration, database management, hardware management and maintenance (point of sale, credit card readers, receipt printers, vending card readers, IoT solutions, etc.). Assists in the enforcement of security and compliance standards such as PCI, FERPA, HIPPA among others. Provides End-user support services and works to continually improve processes and customer service. Also, provides technical documentation and trainings, as well as, implements IT-related industry standards. In addition, collaborates with the DevOps team by conducting systems analysis and QA testing for various webapps and manages software product projects for the different departments within the Division of Student affairs.

Support and manage various systems for Dining, Housing, Conference & Events, and the Cohon University Center. Perform analysis, design, debugging, and testing for: automation, software applications, and processes. Research and evaluate technology solutions and present recommendations for improved systems operations. Create data verification methods and comply with standard system procedures such as PCI. Perform as the main Systems Administrator for our Oracle MICROS retail system campus-wide and as an App administrator for our CS Gold card system.

Provided expertise to build and maintain reporting tools and support data integrity processes in the Banner Development/Alumni system including all baseline reporting needs within the Advancement department. Also, participated in the development and testing of programs, processes, version upgrades, supporting software, and back-up support for the Technology Manager. Performed as a systems and data analyst to resolve and improve departmental workflow issues, write software specifications, generate, publish, analyze, and disseminate reports.

Provided in-depth analysis, management, and creative solutions to data systems integration and procedures for current and in-development processes. Supported various tasks for the Banner ERP and the Argos ERS, as well as, software and equipment technical assistance. Performed analysis, design, development, and implementation for various solutions and applications to automate everyday tasks; create support documentation for in-house programs, general software, and other processes. - By developing various VBA scripts for MS Excel and Access, several processes have been considerably reduced in time. This has allowed people to be more productive in other tasks. - An HTML/CSS/JavaScript Index solution was created and deployed to rapidly and dynamically allow end-users to access the entire department’s documentation folder within the network without having to drill down every single folder. - A complete re-arrangement and clean-up of the entire department’s network folder, along with the implementation of new security groups has made the main folder easier, more secure, and more efficient to use and to maintain. - By analyzing and modifying the functionality and the SQL code in our reporting tools, many reports that did not work properly before, have now been fixed and perform faster. Currently, all of our various reporting tools work properly and have been successfully migrated from the 32-bit to the 64-bit system environment. - By closely studying the various Banner processes and forms, certain procedures have been improved over the time making them more efficient; and by researching and implementing new technologies, several processes have been improved giving a competitive advantage.

Provided executive leadership for a marketing and distribution consulting company. Responsible for aspects such as strategic planning, security, technology implementation, logistics, distribution, recruiting, training, and general support as an integral component of the organization. Managed and delivered multiple marketing and logistics projects on time and within budget. Oversaw the daily-cycle of activities within the organization. Identified cohesive teams and encouraged people’s development. - By administering and thoroughly analyzing the operating budget, reduced the operating expenses by about 20% the third year and kept the company running with all the resources needed. - By motivating and training various teams, productivity increased by 15% the second year. - By generating and analyzing sales reports, inventory reports, and consumer reports, the company was able to make better decisions towards product positioning, branding, and other marketing strategies. - By developing a well-developed logistics plan, the organization increased sales by 25% the fifth year. - By implementing technology and distribution networks, delivery and transportation costs decreased considerably in the fifth year by 20% - Established employee training and incentive plans, and performed employee evaluation to deliver excellent quality and productivity. - Met and exceeded customers and clients expectations by delivering on time, within quality standards, and by providing post-sale service. - Managed relationships and negotiations with outside advertising and PR agencies, as well as, with other suppliers.

Managed a sales and promotions team of twenty people for the western region of the city. Planned the distribution and logistics for merchandising material and other branding resources to improve results. Kept a strict product inventory control and developed a thorough sales, customer, and competition analysis per region and per team member to improve product positioning. Handled successful in-store negotiations with store managers to obtain better benefits. In charge of training and motivating team members to deliver excellent results. - By accurately coordinating the team, we covered the entire region providing customer satisfaction and obtaining accurate updated information of the brand and its products against competitors. - Because the logistics for events were properly planned, both the products and the personnel were on time and ready to present the brand’s new line for big events such as the EGS and the Sony Experience in Mexico City. As a result, we increased the amount of purchase orders with big retailers for that year. - By providing in-store product training for store employees, the returns rate decreased by 20% that year. - By understanding the consumer behavior in the region, and by planning and developing a brand and marketing experience instead of a solely strategy, we attracted new players. - By effectively managing the team, the delivery of products, and the merchandising material, increased sales by 25% towards the third quarter of that year. - Due to customer satisfaction along with other efforts, the sales objective for the division was met and surpassed by 11% by the end of that fiscal year.