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Portfolio Planning & Commercial

A $48M–$62M annual budget built, allocated and defended in public — plus TCO, ROI, build-versus-buy and vendor management.

Also known as TCO, ROI, Build vs Buy, Vendor Management

Left to right is time. Each row is one of the 15 disciplines this one worked alongside, ordered so kindred disciplines sit next to each other rather than alphabetically — a landscape only means anything if neighboring rows belong together. Height is the work running in that domain in that year, weighted by what failure would have cost — life-safety ×3, a statutory obligation ×2.2, the estate itself ×1.5, an evaluation ×1. Every project declares which of those it was, so each ridge traces to an entry you can open and disagree with. Only the work that used this technology is counted, so what shows here is the company it kept rather than the record around it. Height and color are on the record-wide scale rather than this page’s own, so a modest estate draws a modest landscape and any two of these pages can be read against each other.

Owned portfolio planning and investment prioritization against a $48M to $62M annual technology budget, building the TCO and ROI models that measured business value. Recommendations were presented as options and trade-offs with measurable success criteria, and defended in public.

Served as subject-matter expert for the creation and analysis of technology RFPs — Florida LambdaRail gigabit internet, the Fire and Rescue circuit upgrade, and the automatic vehicle location replacement. Writing the requirement well is most of getting a usable answer back; evaluating the responses honestly is the rest.

The St. James Building wireless deployment went further than subject-matter expertise: specification, bid, vendor selection and delivery oversight, with a measurable coverage floor and the remediation cost for any gap carried by the vendor who promised the number.

Managed carriers, vendors, consultants and contractors across the portfolio, including procurement policy and standards for infrastructure hardware, software and services. At NRI North America, the same commercial fluency ran the other way: advising senior stakeholders on technology investment and build-versus-buy, and translating architectural trade-offs into commercial terms.

Subtopics

  • IT Cost Modeling & ChargebackA full technology budget allocated across every agency by measured consumption rather than negotiation — designed in 2012, first implemented in 2013, owned for eleven budget cycles.

Applied in

  • Client Architecture Portfolio2024–202688 numbered engagements across two years, twenty-plus live at any moment, across healthcare, manufacturing, financial services and the public sector — the inverse of nineteen years inside one estate, and a different problem.
  • Diversified Industrial Manufacturer2025–2026Business-unit and data center assessments, automated discovery and network assurance, an enterprise architecture review, and integration across two acquisitions.
  • Vendor and Partner Program2024–2026Seven technology and service partners brought in across two years for capability the practice did not have or could not scale, with a formal manufacturer specialization track behind it.
  • Municipal Infrastructure Assessment to RFP2024–2025An infrastructure assessment for a town government, scoped from the start to become the foundation of its own procurement rather than a proposal for follow-on work.
  • Architecture by Influence2010–2024A CIO's instruction — manage by influence rather than by headcount — and the fourteen years of practice built on it, in an estate where nothing could be mandated anyway.
  • Architecture Review BoardFrom November 2021The successor governance body, and the first with a budget attached — a five-to-ten year capital plan rather than a rolling list of purchases.
  • CBM Cost Model and Customer Billing System2012–2024A full technology budget allocated across every agency by measured consumption rather than negotiation — designed in 2012, first implemented in 2013, owned for eleven budget cycles.
  • Citywide Network Total Cost of Ownership Study2023–2024A weighted scoring instrument for a manufacturer standard ahead of a refresh — which earned itself within three weeks, when a reseller's savings claim turned out to be priced against the wrong baseline.
  • Enterprise AI Readiness Assessment2022–2024Two years of technology review and systems analysis on where AI could fit a consolidated city-county government — and, as often, where it could not yet be defended.
  • Data Center Estate and Colocation Program2015–2024Six tiered sites for the city and five external agencies — and a municipal IT department selling colocation against commercial carriers, and winning on engineering.
  • Enterprise Architecture Program2009–2024The EA practice itself — business, information, technical and solution viewpoints, with strategy, assessments and multi-year capability roadmaps for a platform shared by agencies that answered to different elected officers.
  • Enterprise Technology Budget Program2011–2024A $48M to $62M annual technology budget, built and defended in public across thirteen cycles for a consolidated city-county government.
  • Holographic Display EvaluationClosed November 2023Emerging display technology assessed on a borrow-before-buy basis, closed as a zero-dollar equipment evaluation award.
  • The Capital Project Evaluation MatrixMethod authored March 2008 · the quadrant workbook created 18 March 2009 · last recorded use 17 May 2023The weighted scoring instrument behind the City's technology capital funding — and the single workbook built in March 2009 that was still deciding a security product purchase fourteen years later.
  • FLGISA Cost Model Program2012–2021Taking the City of Jacksonville's IT cost modeling, chargeback and allocation approach to peer jurisdictions across multiple conference years.
  • St. James Building Wireless2014–2015Building-wide wireless for City Hall, specified as a measurable coverage floor with heat maps as acceptance and the remediation cost carried by whoever promised the number.
  • Rosen Hotels BBSM Custom DevelopmentSep–Dec 2003Guest transaction, port hopping and cross-property rates built in the Cisco BBSM SDK — and closed by telling the customer to wait for the next release.

Through subtopics

6 further projects reference a subtopic of this entry rather than the entry itself.

  • Enterprise Asset and Work Management Platform2009–2024Fifteen years and two titles on a platform carrying several lines of business and two outside agencies — stood up as a governed project, fed from the systems that knew the truth, and split in the chargeback model.
  • Citrix Published Application Estate2005–2023Eighteen years, five platform generations and roughly 4,000 billed seats — with a per-seat price an agency could argue with.
  • Oracle ERP Program — RFP to Cloud Go-Live2011–2023Twelve years from the 2011 request for proposal to a 2020 cloud go-live — the cost model that had to exist first, and a cutover instrumented so neither side could blame the other.
  • The Virtual Desktop Position2011–2023A decade of evaluation whose deliverable was a refusal — two platforms piloted and closed by change order, and an objection that held for eight years.
  • Enterprise Business Intelligence Platform and Capability2012–2016Architecture authority over the City's analytics platform, held deliberately apart from the group that built the reports — with the capability hired and taught to a published standard.
  • Automated Asset Tracking Program2007–2016Nine years carrying the asset tracking agenda across two titles, argued on billing accuracy rather than loss prevention — and ending in a position and a scoped proof of concept rather than a deployment.

Career

Documents

See also

Also searched as

  • FinOps
  • technology business management
  • TBM
  • showback
  • unit economics
  • cloud cost management
  • vendor risk
  • third-party risk
  • procurement governance
  • RFP
  • solicitation
  • sole source

A full technology budget allocated by measured consumption at published unit rates — the discipline before the framework and the acronym.