Over 30 years.
Both sides of the table.
I combine operator experience, vendor-side ERP visibility, and hands-on recovery discipline to help leadership teams fix ERP environments that are live but not delivering.
Where I've been. What I do now.
I started as an operator, with executive accountability for business performance, supply chains, operations, and enterprise systems. Over more than three decades as a CIO, COO, and senior operating executive, I learned that successful ERP programs are never just technology projects. They are business transformation initiatives.
From 2021 to 2024, I worked on the vendor side at Infor, advising mid-market and enterprise clients on ERP adoption, optimization, and value realization. That experience sharpened my understanding of why programs lose momentum, where implementation shortcuts create downstream problems, and why go-live so often falls short of the business outcome.
Today, I work independently through Interactive Dimensions, LLC. I don't view an ERP as a software project. I look at whether the business can actually run through the system—whether the data is trusted, processes are owned, governance is clear, and leadership has confidence in the answers the system provides.
What I know to be True
Go-live does not equal success.
An ERP can be technically live and still fail operationally.
ERP failure is rarely only a software issue; it is usually a data, process, governance, ownership, and operating model issue.
If planning moves back to Excel, the ERP has lost authority.
If leadership does not trust inventory, the system of record is not yet reliable.
Applying AI or advanced analytics to unreliable ERP data only amplifies the problem. Stabilize first. Optimize second.
Executive and Advisory Roles
Beyond active engagements, I also work with organizations that need experienced executive guidance without a full-time hire.
That may include serving as a fractional CIO, PE operating partner advisor, or board advisor during ERP-driven business transformation, operational improvement, technology modernization, or periods of organizational change.
If your organization needs senior-level perspective and practical guidance without adding a permanent executive role, I'd welcome the conversation.
Credentials
Career Highlights
Olympus Corporation — VP & CIO, $1.5B manufacturer. Led a $15M enterprise transformation and ERP program across five operating divisions.
Diageo — SVP & CIO, $2.8B division. Delivered 35% improvement in order accuracy. IT due diligence for the Seagram acquisition.
Affinion Group — SVP & CIO, $800M direct marketing company. $17M in annual operational savings.
Charkit Chemical Corporation — SVP Operations, COO & CIO. $2.5M inventory reduction.
Berkshire Blanket — SVP Operations & CIO. 95% reduction in customer chargebacks.
Infor — Customer Success Executive (2021–2024). ERP adoption and optimization for mid-market and enterprise clients.
Although the industries have varied, the challenge has remained remarkably consistent: helping organizations translate technology investments into measurable business results.
Education
MBA, Marketing & Finance — D'Amore-McKim School of Business, Northeastern University.
B.S., Finance and Marketing — Syracuse University
MicroMasters, Supply Chain Management — Massachusetts Institute of Technology.
Executive Forum Member — by-nomination community of 400+ C-suite executives. Member since 2001. Served on the Board of Directors for six years.