In a time of crisis Mr. Lopata was called upon by the CFO of this Fortune 500 company to address a complex range of problems in their information technology organization. He led a multi-disciplinary team that conducted a thorough diagnosis of the organization’s strengths and weaknesses. The team stabilized the situation and prepared a thorough five year remediation plan to improve the company’s IT capabilities."Big 3” Automotive Manufacturer
The project scope included the re-engineering of the business processes for the entire Finance organization. The project included the implementation of a packaged client-server financial suite and its supporting infrastructure and operations architecture. These applications were delivered to 750 users at more than 40 locations in North America.County Government
The strategy enabled the county departments to share data and provide data access to the public and the county employees. The work also established a strategy for creating and deploying a CIO organization and put in place a new model for assessing the value of IT investment and development activities.Canadian Federal Government
This bi-lingual system was designed to support the administration of pay, pension and insurance for 650,000 employees and pensioners across the country. The user population for the system was targeted to be three thousand users at four hundred locations rising to an estimated twenty thousand users over time. Mr. Lopata was responsible for the definition of the overall development, execution and operations architectures for the system and for setting the technical direction for the design of the application. He was responsible for establishing design standards and for the technical review of all aspects of the design. Mr. Lopata was actively involved in the design of the reporting architecture, the security implementation, the workflow sub-system, as well as definition of the testing approach, performance analysis, configuration management and development environment procurement.