I have had a relatively diverse series of jobs during my working career. I began working when I was 13 years old. I started working in my father's business stocking shelves for the janitorial supply store he worked at. It was a good job since I could work around my baseball and track schedules and it gave me enough money that I could do a few things during the school year without asking my parents for money. 
As I got a little older, I continued to work for Decker's refinishing gymnasium floors. This was an incredible experience as our crew would come in and paint the lines on the gym floor and then add the glossy finish making the floor look like new. I did this job throughout my teen-age years until I went to college.
My career growth made substantial strides when we moved to Arizona where I worked for the Space and Systems Technology of Motorola. I began working as technical support for the Novell network and soon I was designing a centralized computing model for their NetWare servers. This led to a server consolidation from 150 servers to 48. At that time I also implemented Novell Directory Services (NDS) throughout all of SSTG to allow a team of 8 to maintain all servers for the organization which was a reduction in force from 62. After successfully completing this assignment, I went to work in the networking department where I led a team responsible for managing the data network for SSTG. As my skill set grew, I moved into the role of Network Architect where I was responsible for designing and implementing new networking technologies in the sector.
I transferred to Motorola Semiconductor Products Sector to lead a project team responsible for implementing Netscape Messaging and Calendar throughout the world to support 40,000 users. The project was very successful due in part to the methodology I put into place to ensure project management rules were followed precisely. Upon completion of this project, I was named manager for the Sector Collaborative Technologies Development team. As technical and team leader, I facilitated several new technologies being incorporated into Motorola to meet the business needs.
As Motorola began to downsize, I had the opportunity to move to Wells Fargo where I became a technology manager for their Wholesale Banking division. In this capacity I led a team of 45 developers as we built bill payment and e-commerce services that are used worldwide by Wells Fargo customers and partners. It was during this assignment that I began developing web services based applications using Java technology. This led to an opportunity to re-architect several key systems for Wells Fargo. Upon completion of this effort I moved into the application architecture group for wholesale systems. Within this group I became a solutions architect responsible for the bank's payment systems.
I continued to work at Wells Fargo advancing from application architect to solutions architect to portfolio architect and became a Senior Vice President in Wells Fargo's Enterprise Architecture group. In this capacity I developed a comprehensive architectural framework which will allow the enterprise to enhance it's technology presence and meet customer's needs. This included establishing architectural direction both from a technology and a business perspective. Artifacts include Living Target Architectures, strategic documents, and technology roadmaps for domestic and international business units.
After my work at Wells Fargo, I changed jobs joining Bank of the West in their Enterprise Architecture group. In this capacity I worked with the Technology Lifecycle Management (TLM) team to establish a comprehensive application asset management program. This included evaluating all applications within their portfolio to identify technology debt of the applications themselves and also the underlying components that make up the technology stack.
Part of my responsibility for Bank of the West was to establish the beginnings of a Technology Business Management (TBM) program that would allow the bank to treat IT as a business and begin to establish criteria for defining business value from technology investments. This also provided the mechanism for the bank to rationalize their application portfolio to identify which applications and portfolios were providing the most value.
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