Technical Leadership & Delivery

IT standardization and acquisition integration

IT Director · National food brokerage

I set shared technology standards for a national business with more than 1,000 employees across 80+ locations. I worked with regional teams to adopt them, building on the same approach I had used at a smaller business. Some programs were complete when I left; others were still underway.

Shared platforms and operating practices

• Identity: cloud-only Entra ID, a separate local Active Directory domain, Microsoft 365, shared naming standards, and consistent licensing.
• Infrastructure: Windows Server and Hyper-V, shared application access, office networking, VPNs, monitoring, and recovery.
• Devices: business-class hardware, standard procurement, Intune deployment, patching, and lifecycle management.
• Communications: Teams Phone consolidation, number ports, call queues, and cloud fax where needed.
• Operations: Freshservice, runbooks, vendor relationships, and domain and DNS administration.

I coordinated adoption with regional teams around business workflows, contracts, and dependencies. The network refresh, Remote Desktop Services platform, and phone consolidation show the infrastructure work behind the wider program.

Reusable acquisition tooling and playbooks

I built PowerShell tools and a reusable playbook for five acquisitions. They covered discovery, mailbox and file migration, temporary access, and device-profile exports, with checklists for accounts, phones, websites, and networks. Leadership, the acquired business, and IT each had guidance for their part.

I also built a Node.js tool to generate the playbook from source, and used Astro and Cloudflare Pages for acquired-company marketing sites.

Roadmap and project sequencing

I built the IT roadmap from annual reviews of systems, licensing, support demand, costs, and staffing. Each initiative recorded the decision needed, dependencies, and effect on the business. Regular reviews kept completed work, delays, contract deadlines, and changing priorities visible.

Enterprise AI rollout, policy, and governance

IT Director · National food brokerage

I led the company's AI program from policy and developer setup through tool rollout and adoption. The policies applied across a business of roughly 1,000 employees; license adoption was still expanding when I left.

Company-wide usage policy

I authored the corporate AI Policy with Human Resources and Business Intelligence as co-owners. It defined approved tools, protected information, data-handling rules, and an incident-response path, and treated generated work as a draft to review before use.

Development standards and environment

A separate AI-Assisted Development Policy covered applications, scripts, automation, and integrations, including IT's own work. It required approved accounts, private source control, secrets outside code, access scoped to each application, isolated development environments, managed deployment, and a named owner and handover plan. I supported it with a developer handbook, onboarding guides, PowerShell and Python examples for Microsoft Graph, and a reusable repository template.

The platform included a non-production tenant without production data, secured developer workstations, a private GitHub organization, approved secret stores, and a least-privilege promotion process for production access.

Rollout and adoption

I rolled out Claude for Teams, Claude Code, GitHub Copilot, and Microsoft Copilot Studio agents under the shared policy, covering tenant administration, internal-system connections through MCP, power-user training, and adoption tracking. Copilot Studio agents were delivered through Teams, including an HR and benefits assistant that cited its source material.

Configuration and review

Organization instructions, managed settings, plugin marketplaces, and distributed skills were kept in version control, and changes went through pull requests before rollout.