While at L3 Communications, he independently developed a plan to optimize the engineering staff’s access to archival data.  They had data stored on micro-fiche in non-fireproof cabinets.  He planned that all of the images be transferred to digital files, saving time transit to the room, finding the needed fiche (and then re-filing later), and then converting the data to a paper copy.  This would save facilities costs since this entire room would be freed up for other uses and most importantly provide risk reduction since those files were irreplaceable in case of a fire.  This project was recognized by senior management as one of the best ideas of the entire year.  It will reduce costs by $78,000 per annum plus the associated risk reductions and cost reductions related to facilities reallocations.

He became the IT Asset Manager at the Getty Museum.  While there, he won NUMEROUS awards for service and accomplishments.  Managing a staff of four, he was able to reduce annual expenditures by over $100,000 and at the same time provided 27% faster turn around on both hardware and software deployments.  One project involved finding and tracking all the computer equipment on the campus.  This involved research, analysis, manpower scheduling, and documentation.  It resulted in a 99.7% discovery rate and $97,000 in savings on the support contract.  The project was completed on time and under budget.  A second project involved reducing printer deployment from the existing 4:1 (person to device) ratio to the industry standard of over 10:1.  This necessitated collaborating with the facilities department for their blueprints; research; financial and risk analysis; documentation; and negotiation skills (since it was necessary to remove units from sensitive locations such as senior management).  This project was completed successfully, resulting in a savings to the company of over $75,000 with reduced service calls, standardized equipment, fewer toner and ink cartridges for the warehouse to stock, as well as using more efficient printers, lessening costs per page of print.  Another project involved the expansion of the company to the new Malibu venue.  This required cost analysis, purchasing, scheduling (manpower and deliveries), and documentation for a major deployment.  He was the lead on this effort and it was accomplished both on time and under budget.