Chief Information Officer, Indiana Department of Child Services
Kevin is a results-oriented professional with a documented record of accomplishment of providing innovative and transformative solutions to for all business process needs, by applying project management and complex systems engineering methodologies. Kevin leveraged a holistic perspective of complete Socio-Technical Enterprise in organizational solution development. The focus is to create enterprise wide alignment across business operations, fiscal operations and IT operational structure, this alignment allows an organization to make evidence base decisions from business intelligent information about the enterprise performance.
Since 2014, as the CTO of Indiana’s Family and Social Services Division and CIO of Indiana’s Department of Child Services:
Kevin Applied Project and Systems Engineering methodologies to manage multiple multi-years software and system development spanning from three to six years in length, and budgets from 30 million dollars to 400 million dollars. Kevin executed IT and Organizational Transformation activities enterprise wide and re-organized structure to support four main product management teams, while taking a hands on approach to developing the IT and Technical processes roadmaps that would implement an Invest (child support system), CCWIS (child welfare system), Agile approach to the system design, development, and implementation to support over 5000 users, 92 Counties and 1.5 million direct clients. The areas of focus being IT infrastructure, software infrastructure, business intelligence and data and analytics, payment and claims transactions, operations in case management, IT governance, enterprise performance management, and implementing a systems engineering approach to the system and software development.
Prior to 2014, my time was spent in the private sector as CIO and IT thought leader:
Kevin was responsible for providing innovative, and transformative solutions to all business process needs, divisional leadership and managing both CAPEX AND OPEX for the divisions of Production, PMO, IT, Development, Operations, Engineering, Engineering Sales and Customers support. Development and implemented the organization’s IT and Business process road maps, mission, strategies, and scope, for the next 5 years. Develop and implement the organization’s IT Governance process and procedures via SDLC. Delivery and management of new technologies; oversee the actions of a team encompassing Production, PMO, IT, Development, Operations, Engineering, Engineering Sales and Customers support.
Kevin develop and implement the organization’s IT mission, strategies, and scope, for the next 5 years for one of the largest most transactional intensive systems in the world, with over 25billion API calls per month, in a 100% uptime environment. Develop and implement the organization’s IT Governance process and procedures via SDLC. Manage IT department staff, project schedule and project budgets and develop plans to maximize employee’s output. Kevin managed the agile SDLC transformation, as well as delivery and management of new technologies; oversee the actions of a team encompassing web design, help desk technical support, and software development. Kevin coordinated all technology issues with all divisions of the organization. Traditional department management functions including IT governance, fiscal responsibility, resource management, project management, and administrative detail. Kevin designed, implemented, provided project support, provided project leadership on projects.