Dr. Eric Woodell

• Founded and built a mission-critical resilience assurance business focused on the physical infrastructure layer supporting high-availability environments • Designed and commercialized AR-01, a field-verified resilience audit framework that converts maintenance records, BMS/EPMS/CMMS data, and operating evidence into executive-level visibility on uptime discipline and physical-layer risk • Positioned AR-01 as a differentiated assurance and governance solution for defense contractors, MSPs/MSSPs, colocation operators, and critical-infrastructure environments by aligning the methodology to CMMC, FedRAMP, FISMA, and related control frameworks • Developed the commercial model, pricing structure, service architecture, and go-to-market strategy for a scalable resilience-validation practice with projected multi-million-dollar recurring revenue potential • Created investor, partner, and customer-facing materials and briefed executives, insurers, and strategic stakeholders on physical-layer assurance gaps not addressed by conventional SOC/ISO-style frameworks • Established early pipeline and partnership discussions with data center operators and service organizations to integrate AR-01 into maintenance, IMAC, and managed-services offerings • Built the methodology as both an operational tool and a leadership instrument, enabling organizations to identify hidden resilience risk, evidence gaps, maintenance-execution weaknesses, and exposure not visible through summary-level reporting alone

• Led global portfolio responsibility for mission-critical facilities infrastructure supporting enterprise technology operations, including data centers, IDFs, MDFs, and PoP environments • Directed engineering operations, vendor performance, capital planning, operating budgets, and infrastructure execution activities to support both current operational demands and long-range business objectives • Managed multiple teams and cross-functional workstreams responsible for critical infrastructure expansion, maintenance, repair, operational readiness, and project execution • Oversaw major strategic initiatives involving infrastructure upgrades, operational coordination, and resource planning in active production environments where continuity of service was mandatory • Managed relationships with vendors, service providers, and data center partners, including contract oversight, performance management, budgeting, and executive reporting • Worked across infrastructure engineering, site operations, and hardware engineering groups to align project execution, maintenance windows, growth planning, and operational priorities • Developed and managed KPI frameworks, goals, and performance expectations to improve execution discipline, reporting cadence, and organizational accountability • Supported governance and compliance expectations across the global portfolio, including SOX- and SOC-related facility obligations • Served as a senior operational leader translating engineering realities into business-facing decisions, resource prioritization, and portfolio-level execution strategy

Manage all critical facilities engineering aspects of 500,00 square feet of data centers at Cheyenne, WY. • Led engineering, operational, financial, and personnel oversight for approximately 700,000 square feet of mission-critical data center space in Cheyenne, Wyoming • Directed day-to-day critical infrastructure operations while supporting broader construction, staffing, training, and operational-improvement initiatives across the campus environment • Established scope, priorities, and execution plans for programs and projects involving business requirements, performance objectives, cost, safety, interdependencies, and resources • Developed and deployed Critical Environments Technician training program, now the Microsoft standard training program across their entire portfolio. • Provided leadership and operational direction to the Critical Environments team responsible for continuous support of the site’s critical infrastructure

• Led critical facilities portfolio strategy for mission-critical data, telecommunications, and grid-control environments across ten locations • Directed capital upgrades, modernization efforts, and long-range infrastructure planning to align facility capability with projected customer growth and operational needs • Developed and implemented portfolio-wide management plans covering staffing, training, standardization, budgeting, and infrastructure strategy • Reduced maintenance expense by 20% and helped avoid $7 million in capital costs through detailed technical and financial analysis, contributing to approximately $14 million in total savings • Oversaw four major engineering upgrades in live operational environments, achieving Tier-IV electrical and Tier-III mechanical performance outcomes across facilities with approximately $145 million in capital scope • Supported delivery of a Tier-III ultra-efficient data center with a PUE of 1.2 and total project cost of approximately $200 million operations, achieving Tier-IV electrical/Tier-III mechanical in each facility (~$200 million of capital).

Invited to manage the sole data center for Bayer North America, including maintenance, support and monitoring of data center electrical and mechanical support systems, and the planning of upgrades and new installations. Completed 12 engineering projects to upgrade reliability and redundancy of the data center, in a 13-month period, while data center was fully operational and maintaining a global presence. Result was a Tier-IV electric plant, with Tier-III mechanical systems. Won the 2009 Uptime Institute award as a member of the “100 Global Green IT Companies,” due to an engineering project that reduced utility usage by 30% while maintaining overall data center reliability. Payback period was only three weeks, with an ROI of 3,650%.

Managed and maintained company’s properties and facilities. Supervised operational team, and vendor maintenance of critical data center support systems, including UPS systems, power distribution and emergency diesel generators. Vendor management of all contractors and suppliers used by Corporate Real Estate. Discovered backup power system weaknesses, and assisted in replacement of faulty UPS batteries, precluding a potential power outage, which would have cost in excess of $1M per minute (outages cause computer failures for several hours in duration).

Started with the family business, working with my father, and learned B2B sales, including all aspects of the national sales accounts including all account negotiations, collections, customer-service issues, buy-offs and customer-requested equipment modifications, testing and certifications. Supervised vendor support of customers, to ensure that all customer needs were fulfilled in a timely and complete manner. Organized and managed installations and/or troubleshooting of robotic systems by technical teams in both domestic and overseas locations. Trained production crews and senior technicians on operations and troubleshooting, both domestically and in overseas facilities. Increased sales of Epson Robotics automated test handlers by 400%, by developing new methodologies to control next-generation robotic systems, resulting in 50% higher speeds, with an increase of 30% in production yields. Developed integration of ICOS Vision systems into Epson automated test handlers (at the time, this was thought impossible to accomplish). Designed and wrote all associated technical documentation, allowing rapid ISO-9000 certification. Sold business at the height of the dot-com boom, recognizing the inherent instability of the market; my father retired and I moved out of Silicon Valley to be closer to my family.

Senior supervisory watch over shutdown reactor plant on USS Archerfish (SSN-678), supervising an engineering team of 13 nuclear-certified technicians, mechanics and radiological workers. Supervised junior enlisted personnel in all work-related issues. Managed daily shop operations (while on USS Dixon), overseeing a “tiger-team” of eighteen people. Developed new fabrication method for ECM fairings (while on temporary duty on USS Dixon), reducing production time by 60%. Analyzed production of submarine repair facility, and discovered errors in manufacturing of submarine components (also while on USS Dixon). Implemented updated production processes, saving the US Navy $800,000 in one year. While on USS Archerfish, I resolved a spare-parts issue (substandard parts sold to the US Navy by outside contractors), saving the U.S. Navy $1.7 Million. Underway watch-station was Electrical Operator or Throttle man; collateral duties included electric plant maintenance, battery maintenance.