Ron Williams

Current

COO at Infonaligy, Inc.

Past

SVP - Sr. Technical Advisor at Citigroup
Manager, Pre-Production at Essilor of America
Sr. Manager at Sprint

Sr. Manager at Sabre
Operations Manager at Texas Instruments/Raytheon TI Systems

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Education

University of Alaska Fairbanks
University of Alaska Fairbanks

Recommended

3 people have recommended Ron

Connections

48 connections

Industry

Information Technology and Services

Ron Williams’s Summary

IT Executive with C-Level accomplishments in technical infrastructure, project management and software development; People oriented, problem-solver, with a strong combination of technical and interpersonal skills including, communications, customer service and team leadership; Backed by a strong understanding of technology and its applications to lead innovation and reduce costs.

Ron Williams’s Specialties:

Process management, vendor management, team leadership, budget management, software development and infrastructure management

Ron Williams’s Experience

COO

Infonaligy, Inc.

(Privately Held; 51-200 employees; Information Technology and Services industry)

March 2005 — Present (4 years 5 months)

• Manager of software development and infrastructure delivery
• Responsible for all US employees and Chinese development team
• Accountable for all requirements gathering, analysis and solution delivery
• Created development and delivery methodologies
• Managed the selection and implementation of ERP system
• Added new warehouse management system for opening of new warehouse
• Developed custom software using development team in China using LAMP (LINUX, APACHE, MYSQL, PHP + PERL)
• Developed new commercial software products
• Updated the entire technology platform and product presentation
• Implement new data products, including development of functional specifications, technical requirements, use cases, and project/product schedule
SVP - Sr. Technical Advisor

Citigroup

(Public Company; 10,001 or more employees; Financial Services industry)

May 2006 — October 2006 (6 months)

* Data center migration team implementing Board Level strategy of datacenter construction and disbursement
* Moved/migrated 45 WAN circuits (9.6KB thru OC3) in 45 days
* Planned, lead, organized, and controlled projects nationwide, including distributed systems, mainframes, and networks, with enhancements, consolidations, and implementations. Technologies included applications, messaging, security, authentication, terminal services, firewalls, UNIX infrastructure, file servers, Tivoli, VPNs, Netbackup and more
  * Accountable for large and mid-size projects with as many as 500 UNIX systems, 3,000 Wintel servers and close to a peta-byte of SAN to ensure the quality and timely completion of system projects undertaken to support business functions.   * Lead large project teams (40+) in defining the deliverables, milestones, resources, and schedule in the project work plan.  
Manager, Pre-Production

Essilor of America

(Public Company; 5001-10,000 employees; Plastics industry)

April 2004 — November 2004 (8 months)

* Solved severe performance problems in Mexico manufacturing plant saving
thousand of dollars and increasing production throughput
* Re-implemented Unicenter to re-coup $3,000,000 investment. Prevented
acquisition of a new job, monitor and performance package saving
additional millions of dollars
* Developed storage strategy to resolve performance and capacity issues
caused by orphaned terabytes of data
* Implemented EMC DatabaseXtender to improve performance of Oracle 11i
applications while saving $250,000 on initial price proposal
* Implemented process improvements using ITIL framework and self-
directed teams
Sr. Manager

Sprint

(Public Company; 10,001 or more employees; Telecommunications industry)

1998 — 2001 (3 years)

* $2.5 million saved by accurately forecasting headcount through
statistical analysis. Increased department headcount fifty percent
* Teamed with specialists in evaluating 5 enterprise-wide applications;
improved usability projecting $1 million in savings-per-application
* Managed professional service contracts and 75 contractors; reduced
cost overruns by $2 million
* Utilized RAD/JAD processes to validate requirements, select feasible
technology, design project plan and estimate time line/budget
Sr. Manager

Sabre

(Public Company; 10,001 or more employees; Airlines/Aviation industry)

1996 — 1998 (2 years)

* Completed and managed Y2K rollover complete with process improvements
and zero failures resulting in $5+ million savings
* Created processes and procedures for 471 applications 5000+ hardware
items, certifying SABRE and American Airlines were Y2K compliant.
Operations Manager

Texas Instruments/Raytheon TI Systems

(Public Company; 10,001 or more employees; Semiconductors industry)

March 1996 — September 1997 (1 year 7 months)

* Eliminated staff hurdles and rebuilt team through team-building
exercises and more defined job responsibilities. Afforded staff
accountability and active voice in the decision-marking process.
Experienced no turnover during tenure
* Improved network performance 75%, supercomputer utilization 70% and
customer satisfaction 100%. Created electronic help desk