Technology & Business Leadership
About Me
In today’s highly competitive marketplace, business and technology silos are a luxury that no enterprise can afford.
That’s why I use my superior communication skills to translate among executive leadership, business users, and engineering teams. I think of myself—in the words of Douglas Adams’ Hitchhiker Trilogy—as a business technology “babelfish.” This unique ability enables me to break down business-impacting silos and translate complex engineering language to demonstrate the ROI of technology investment.
As a technology leader, I realize that too often executive leadership, business stakeholders, and engineering teams may not be speaking the same language. That’s why I leverage my technical breadth and depth—and my superior communication and interpersonal skills—to break down business-impacting silos and ensure clear communication. I’m able to translate complex engineering concepts into clear business language and “sell” the real value of investment in forward-thinking technology solutions.
Chief Information Officer
Direct all internal and client-facing technology operations for this boutique CIO management consulting firm. Direct all CIO Services consulting operations. Serve as CIO coach, review project plans, build 3-year plans, and define budgets. Work confidentially to resolve CEO / CIO issues. Overcome CEO / CIO silos, increase communication, and ensure alignment of client technology and business strategies. Coach non-technical C-level leadership to “ask the right questions” to clarify technology strategy and operations.
Protocol Networks | 2011 – Today
Vice President / Head of Service Protection
Promoted to build RBS Americas Service Protection organization encompassing Change Management, Problem Management, Implementation Planning, Service Integration, Operational / Production Readiness, and Enterprise Monitoring / Reporting. Created 5-year service management roadmap.
Leveraged ITIL frameworks to expand / standardize Change Management / Problem Management scope.
- Transformed enterprise perception from “Dr. No”—with mandate to diagnose problems but no authority to resolve issues—into a trusted partner driving greater business efficiency.
Royal Bank of Scotland | 2010 – 2011
Vice President, Enterprise Monitoring and Reporting
Recruited—following major reorg—to direct and align NA Monitoring and Reporting operations with global standards. Partnered with VPs of Change Management, Problem Management, and Incident Management to build alignment, grow efficiency, and improve uptime / availability. Communicated with business-line leaders to improve decision making. Built and led 3 teams—Enterprise Monitoring Support, Enterprise Reporting, and Enterprise Reporting / Monitoring Architecture—with 20-40 total resources. Served as internal SME advising multiple business units on monitoring tools purchasing. Managed $10M budget and influenced $77M in total technology spend.
Royal Bank of Scotland | 2006 – 2010
SME Telecommunications for 4G Development / OSSO Business Support
Led matrixed team of 120. Managed $50M OpEx budget.
- Slashed OSSO budget by 29%—from $72M to $54M—by leveraging post-Nextel / Sprint technology redundancies.
- Served as Network Operations lead team member for new technologies—including VOIP, EVDO, and 4G.
- Built proactive processes to address incident response, maintenance, and ticketing.
Sprint/Nextel | 2004 – 2006
Send A Message
Contact Me
philip@progers.me
(401) 484-3390