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. Not a consultant, not a project manager — an executive with P&L accountability and supply chains to run. Over three decades I've held CIO, COO, and SVP-level roles at Olympus, Diageo, PepsiCo, Citigroup, PwC, Charkit Chemical Corporation, Berkshire Blanket, and Affinion Group. I led ERP programs, ran distribution networks, restructured operations, and carried the numbers.
Throughout my career, I learned that successful ERP programs are never just technology projects—they are business transformation initiatives.
From 2021 to 2024, I moved to the other side of the table. As a Customer Success Executive at Infor, I advised mid-market and enterprise clients navigating ERP implementation, adoption, and optimization. That experience gave me a unique perspective on why ERP programs lose momentum, where implementation shortcuts are taken, and why the gap between go-live and business value continues to emerge.
Today I work independently through Interactive Dimensions, LLC, based in Fairfield County, Connecticut. When I enter a client environment, I don't see an ERP as a software project. I see whether the business can actually run through the system — whether the data is trusted, the processes are owned, the 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 serve as fractional CIO, PE operating partner advisor, and board advisor for organizations navigating ERP-driven business performance issues. If that fits your situation, 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.