1. Professional Background
• I have over 15 progressive years of IT leadership in the public sector space.
I’ve had extensive IT training through the military and hold a BBA from
LeTourneau University. I’m currently pursuing my MPA at UT Arlington. I
recently obtained my Certified Public Manager credentials through Texas
State University. I also hold a variety of IT certs.
• I’m now exploring senior leadership/CIO opportunities in a city/municipal
environment where I can contribute to growth, safety and continued
customer satisfaction and development.

2. Professional Work Experience
My progressive career path has allowed me to
acquire a very diverse and robust skill-set
In addition to being a seasoned practitioner at all
levels of the technical stack, I’m also a strong
business acumen .
I have a holistic view of municipal government
operations which provides me with the depth and
breadth of knowledge needed to align technology
initiatives with the business
“Success is delivering technical solutions to
problems fast enough at the speed of business.”

3. Non-Technical Project Examples
Apart from serving on various technical committees, I’m also involved in several other nontechnical ventures:
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Developing City of Murphy Citizen University Program
Served on Customer Service Advisory Team- developed Code of Ideals
Selected to meet with employees on behalf of the City Manager to discuss employee
survey results
Selected to serve on the Sergeant Oral Interview Board
Facilitate regionalized project efforts with other agencies- NCTCOG, Collin County, DPS,
Plano ISD
Municipal Construction Projects
Serve as the technical liaison for Murphy Economic Development Committee- provide
example of medical facility that required high speed internet access
Serve on interview panels for neighboring agencies
Employee Giving Day- met with elderly citizens first hand to discuss light cosmetic work
to be done at their property
Served as United Way Chairman

4. Murphy’s IT History
• “Small” IT faced with big demands and
expectations
• Heavily underfunded- $125k budget initially
• Aging IT infrastructure
• Understaffed
• No strategic plan/direction or leadership
• More importantly- not in-line with the
business

5. Current Status of Murphy IT
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Transformed into an enterprise operation
Entered into several enterprise agreements
Maintenance contracts kept up to date
Centralized IT purchasing model
Lease agreements for desktop and servers
One of the best data and voice networks in the
DFW area
• Bi-directional communication with stakeholders
• IT Steering Committee – Murphy IT and Council

6. 5 Characteristics of a Top Employee
In Patrick Lencioni’s book, Five Dysfunctions of a Team he states
the five dysfunction consist of:
• Absence of Trust
• Fear of conflict
• Lack of commitment
• Avoidance of Accountability
• Inattention to Results

7. 5 Characteristics of a Top Employee
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Action-oriented – Hire employees who take action and take chances. While chances may
lead to failure, they will more often lead to success and mold confidence while generating
new ideas. Stagnant employees won’t make your company money; action-oriented
employees will.
Modest – The most sought after employees shout their value not through their words, but
rather through their work. They are humble, don’t need to pump themselves up in front of
others and quietly outproduce those who do.
Passionate – Employees who are passionate about their job never work a day in their
life. While money should be a motivator in all individuals whom you hire, make sure that
they enjoy the journey when pursuing that end-goal.
Honest – An employee can have all the talent in the world, but without integrity and
authenticity, nothing great will be accomplished. If nothing else, you want honest, forthright
employees at your organization, otherwise your company will turn off clients and, ultimately
won’t survive.
Cultural Fit – Are you going to enjoy working with this individual on a daily basis? Are your
employees going to enjoy working with this individual? When recruiting, personality can
mean the difference between an employee who doesn’t stay long and fails to produce vs. an
all-star who is going to significantly increase your competitive advantage.

8. Define and Measure a successful GIS
Program
Changes taking place in 911 over the next few years will require significant modification and
expansion of the GIS data structures currently maintained by government agencies. Once 911
migrates from its original land telephone based system to the IP based system, GIS will become
the backbone for routing calls. This will move GIS to the front end of the process, rather than
serving as a tool utilized after the call has already been routed to the PSAP.
In order to achieve optimal success with GIS, you need to perform the following:
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Have a well thought out master plan with measurable results
Ensure that you have appropriate staffing level
Employ highly competent GIS professionals
GIS Steering Committee
Revisit the Master Plan- Annually
Make GIS useful and easy to use
Make it easy to explain and quantify costs vs. benefits
GIS is fluid, introduce Agile Development Cycle- showcase work

9. Questions
• Please provide me with an overview of your IT operations, i.e. ERP
application, departmental applications, email environment, server and
desktop environment, storage.
• What are some of the immediate challenges/obstacles for the IT
department, if any?
• Annual training budget for the IT staff?
• Tenure and skill-set of current staff?
• Do you currently have an intern program for IT?
• How many remote facilities do you have and how are they connected?
• Do you currently have an IT strategic plan in place? If so, how do you
collect input from stakeholders to gather technical needs?
• To whom will this position report to?