Jim Lee

Leading a growing distributed team of software engineers, database engineers, DevSecOps and system architects to develop and support enhancements to enterprise solutions that underpin Antech's reference lab, in-house diagnostics, and imaging products and services. Manage relationships with C-level leadership and other functional leaders to maintain strategic alignment in technology standards, discipline methodologies, and infrastructure support for customer-facing digital assets.

Area of expertise Strategic Roadmap development and business alignment – Citizen Data Scientist - Project MGMT (Waterfall and Agile) – On/Off-Shore variable resource MGMT – Cost center based budget MGMT – M & A IT infrastructure and business systems integration – Business Process Re-engineering – Service / Hardware / Software vendor contract MGMT – IaaS / SaaS / Cloud Service MGMT – Effective communication skills – Highly technical and approachable leader – Relationship building with focus on strategic team development to align with functional goals – Data driven decision making Overall Duties and Responsibilities Manage and oversee a globally dispersed team supporting Quality Management Systems / applications ranging from customized CAPA (8Ds process) & Audit management system (based on Pilgrim SmartSolve), MasterControl document management system, PEGA platform based custom developed manufacturing Advanced Quality Planning and NPI Process Change Management System and customized Salesforce CRM platform to capture customer NPS scores. As the primary liaison between business leaders, coordinate and manage resourcing and execution of enhancement requests to above mentioned applications. Conduct roadmap and strategic discussions with VP of global quality and divisional quality directors. Monitor and drive support performance and supporting application health by leveraging custom reporting on incidents and service requests on ServiceNow management platform. Lead a Salesforce org support team for CRM development. Coordinate and manage data analytics customization resourcing and project execution, ensuring business requirements alignment.

+ Infrastructure support of SAP ERP landscape from a hybrid physical co-lo hosted infrastructure/managed services model to a fully hosted and managed on private cloud infrastructure with SunGard AS, providing full DR capability with 2 Hr RPO and 4 Hr RTO SLA. + Global MPLS network strategy re-design from Verizon to AT&T while reducing annual cost by $650K. + Key investments in global network upgrades (MDF/IDF on Cisco stack) implementation at key corporate sites from 100 MB to 10 GB with full coordination of outage windows to minimize production impact, resulting in user efficiency gains. + Implement infrastructure integration delivery of new M&A sites to the corporate IT standards and deliver network connectivity. + Migrated to Cisco/WebEx SaaS model from on-prem WebEx model, improving global collaboration experience and reducing overall cost by 20%. + Conversion from a 50% to 90% virtual server environment using VMware vSphere suite over a 1 year span, while decommissioning or redeploying physical servers and reducing related support maintenance cost. + MSFT SQL server footprint consolidation of existing scattered SQL landscape to focused regional SQL instances, per renewed core licensing model, resulting in license liability reduction. + Primary fileserver (20+ years of data, globally accessed) migration to main co-location facility from corporate office, providing high availability and DR solution, with minimal production impact. + Architected new back up, content management, DR and business continuity strategies with CommVault/Simpana, Azure Cloud storage and Nasuni. + Oversee corporate Active Directory Forest operations with over 250 production servers and 2,000+ endpoint devices, used by office, factory and remote users. + On-Prem MSFT Exchange (over 1,500 accounts) migration to Office365, strategically eliminating costly infrastructure upgrade investments, while delivering coordinated user upgrades to latest Office application suite.

+ Reduced a 3.5 days cycle, new material master creation process down to 1.4 days cycle, as an internal IT project by improving the existing interface between an internally developed, front-end system with SAP. + As part of a post-acquisition systems and process integration, in 3 months, transitioned the acquired, German engineering staff to corporate processes and tools by developing a training document and delivering the training. This developed document is to be used for all future training on new acquisition transitions. + As part of a post-acquisition integration, migrated 700+ new acquired engineering and product content to corporate systems. + Negotiated with Microsoft to bring the corporation up to licensing compliance, while transitioning to Office365 to support operating IT cost model. + Globally deployed the EPDM upgrade to the latest version to all engineering design centers, while pushing out self-served client side upgrade with minimal outage and production impact.

+ Promoted to management role, reporting to the CIO, while providing continued support of a globally dispersed engineering teams (400+ engineers) with design applications support and license management. + Transform headquarter centric engineering function to a globally distributed engineering design centers model with deployment of SolidWorks Enterprise PDM – deployed with replicated archive server architecture. + While developing valuable resource and project management experience, I continued my technical, hands-on contribution by undertaking the deployment of SAP-PLM to one of the BU’s. + As AE grew inorganically via M&A, to increase market share and revenue diversification, I supported newly acquired engineering teams by re-engineering business processes and training new employees on AE standard business applications and processes. The product development process is still used to date.

Minor in french.