Glenn Meacham

Integration Strategy & Planning

• Collaborate with Corporate Development, Legal, and Integration Management Office to develop and execute IT integration strategies aligned with business objectives and deal rationale.
• Participate in cross-functional due diligence to assess IT environments, risks, and integration complexity.
• Define integration scope, timelines, and resource needs.

Technical Leadership

• Lead the design and implementation of integration architectures across infrastructure, applications, data, and security.
• Ensure compatibility and interoperability between legacy and target systems.
• Drive decisions on system consolidation, migration, and decommissioning.

Program Management

• Manage multiple concurrent integration projects, ensuring delivery on time, within scope, and budget.
• Establish governance frameworks, reporting structures, and escalation paths.
• Coordinate with internal and external stakeholders including vendors, consultants, and acquired entities.

Risk Management & Compliance

• Identify and mitigate technical risks related to integration activities.
• Ensure compliance with regulatory requirements, data privacy laws, and cybersecurity standards.

Change Management & Communication

• Support organizational change through clear communication, training, and stakeholder engagement.
• Provide regular updates to executive leadership on integration progress and challenges.
  
  
  

• Selected to assist the Merger, Acquisition, and Divestiture Office to manage the technical IT integration of a newly acquired entity
• Collaborated with stakeholders representing business and technical functions to scope, plan, design, and execute the full IT integration
• Coordinated directory service activities across acquired company and HP resources as well as multiple third-party service providers around the world
• Facilitated discovery activities to identify users and the related content/data in scope for migration
• Participated in the planning and design of a first of its kind at HP directory design to accommodate the preservation of the acquired companies brand identity
• Compiled content and data inventory for users identified as in scope for migration
• Managed the successful migration of e-mail, SharePoint, Teams, OneDrive and other data
• Conducted formal, inter-company, cross-functional status meetings
• Developed formal status updates leveraging existing templates and standards

• Selected by executive management teams to facilitate application migrations from shared data center environment to Private Cloud
• Coordinate and drive execution of multiple System Integration teams across multiple scheduled waves
• Own and facilitate a central RAID log and lead resolution efforts across all internal and external functions
• Develop a plan for non-disruptive transition of applications and adjacent application services to hosted infrastructure in new Private Cloud environment
• Prioritize and coordinate end to end activities from SI onboarding, application and infra discovery, solution design, testing, user acceptance, transition to support and operation acceptance
• Ensure compliance standards are maintained by identifying and fulfilling requirements for architecture and security reviews

• Selected by executive management teams to introduce formal program management rigor to accelerate progress toward the goal of complete network separation
• Design, Plan and Execute physical and logical network separation activities between Hewlett Packard, Hewlett Packard Enterprises and multiple smaller subsidiaries
• Identify common interconnects from physical network through application and data layers
• Develop a plan for non-disruptive separation and build consensus towards ultimate approval from multiple impacted organizations
• Prioritize and coordinate data center level activities through a jointly owned provider subsidiary (DXC) while adhering to standard but conflicting change management policies and processes
• Ensure compliance standards are maintained by identifying and fulfilling requirements for architecture and security reviews
• Account for Disaster Recovery by adhering to RTO and RPO SLAs with the business
• Work autonomously as the only dedicated member of multiple, large virtual technical teams
• Required to work locally and execute globally by coordinating activities across worldwide time zones

• Selected by executive management teams to introduce formal program management rigor to multiple, international mergers and acquisitions
• Capture current state details of the organization targeted for acquisition through on-site interviews and technical solutions audit of the environment
• Design, Plan and Execute a seamless integration of acquired personnel, systems and solution into the acquiring company's operating environment

• Develop a program for transforming the IT Program Management Office
• Integrate VALIC (Variable Annuity and Life Insurance Company) with the parent AIG
• Review past and present methodology, processes and collateral and implement a shared methodology that will maximize the performance potential of organization

• Resurrected a failing large scale Data Center Migration project by introducing organization, clarity, direction, energy and leadership with an emphasis on identifying and continuing best practices where they exist and introducing them where they do not
• Collected, combined and compiled known business requirements and aligned them with the current state of the project
• Requested existing project data from multiple disconnected teams
• Identified known systems of record to establish an authoritative source data set
• Designed a centralized project database and compiled the collected data to mirror existing standards in known systems of record
• Deployed a Microsoft SharePoint portal with full search capabilities to enable self-service status updates

• Take full management accountability for the $4.5M department budget
• Designed hybrid methodology for Program Management from the ground up
• Led multiple program and feature teams and facilitated the communication and interaction among the functional representatives
• Tracked programs against schedule, budget and against phase review objectives, reporting status to stakeholders on a regular basis and executive staff on an as needed basis
• Developed and implemented recovery plans for off-schedule and unanticipated eventualities
• Ensured proper governance and metrics are in place and audited regularly
• Ensured on-time delivery of projects while continuously balancing business goals with IT strategy
• Responsible for all aspects of software release cycle
• Effectively identified opportunities for process improvement through continuous team collaboration
• Demonstrated extreme focus on technology trends and continually assess business value proposition
• Embodied team-oriented skills and dedication in developing and maintaining an open and collaborative culture
• Consistently develop ROI and TCO analyses as an essential step in the IT strategic planning and implementation process
• Extremely process driven utilizing Waterfall, Agile, and ITIL principles
• Consolidated project database led to overhaul of the asset inventory process in the Data Center
• Feedback compiled through project channels led to revised business requirements that accelerated the re-write of the software application inventory tool
• Project approach merged with IT strategic plan for implementing SAFE Agile

• Managed multiple divestiture and integration projects during multi-billion-dollar Baker-Hughes acquisition
• Responsible for all aspects of project delivery: schedule, budget, and scope
• Adhered to strict Waterfall, phased gate program delivery methodology
• Responsible for adhering to extremely structured and tightly regulated operating environment
• Utilized multiple tools – SAP, SharePoint, Visio, Microsoft Office – in the process of project delivery
• Exhibited expert communication and collaboration skills in coordinating regular cross-site, cross functional, cross business program updates
• Led acquisition and successful integration efforts for company purchased in 2016
• Built formal Technical Documentation group and designed processes and policies to govern its operation
• Used JIRA to build formal process flows in the areas of software bug reporting, supply chain ordering, IT infrastructure service and issue management, and support escalation

• Assumed full management accountability for the $9M department budget
• Apply excellent leadership skills in supervising more than 20 outsource and FTE associates and actively mentoring peers and team member
• Provide expert strategic oversight for all aspects of IT infrastructure, which include servers, storage, network (voice and data), and client workstations
• Assume full responsibility in patching and distributing software for more than 1500 client workstations worldwide for the mortgage insurance business unit
• Systematically develop and implement rigorous change management program to correspond with monthly application release schedule
• Serve as subject matter expert in overseeing overall facets of IT infrastructure in Canada, Mexico, and United States for the mortgage insurance business unit of Genworth Financial
• Ensure on-time delivery of project while continuously balancing business goals with IT strategy
• Oversee overall key vendor relationships both internal and external
• Develop disaster recovery (DR) plan and coordinate business continuity strategy
• Design and execute DR tests twice a year. Continually improve year over year
• Effectively identify opportunities for process improvement through continuous team collaboration
• Demonstrate extreme focus on technology trends and continually assess business value proposition
• Embody team-oriented skills and dedication in developing and maintaining an open and collaborative culture
• Consistently develop ROI and TCO analyses as an essential step in the IT strategic planning and implementation process
• Extremely process driven utilizing ITIL principles
• Successfully drove progress toward project and company milestones through successful migration of the data center for the Mortgage Insurance business unit of Genworth Financial.
• Played a leadership role in restructuring the North American IT Team into three functional groups.
• Recognized for outstanding performance in 2012 as a Chairman’s Compass Award winner (Highest award possible at Genworth)

• Made substantial contributions to the launch and implementation of virtualization for server and workstation environments.
• Developed strategic vision among project management group to ensure proper execution of all activities in alignment with specifications.
• Earned the Genworth Financial Chairman’s Compass Award (an award given to selected group of Genworth Financial associates yearly) as well as the Team Genworth Award.