1. Mark A Moore
4812 Washburn Ave South, Minneapolis, MN 55410
Phone: 612-695-6573
E-mail: moore614@gmail.com
Professional Profile
A motivated professional with over 25 years’ experience in corporate and entrepreneurial IT. Extensive practical
knowledge of complex systems in addition to strong technical skills and a broad range of hands-on and theoretical
experience. A demonstrated ability to offer complex solutions and ensure the smooth running of information and
communication technology systems (ICT), providing services to improve the efficiency and performance of a
company. An effective management style with an innate ability to lead teams to produce the highest standards in
every instance.
Key Competencies
 IT management
 Managing crisis situations
 Resource vendor management
 Business analysis
 Financial control
 Project Delivery
 Integration
 Application development
Professional Experience
Principal Consultant
MAM Consulting Services, Inc. (January 2015 – Present)
Executive level consultant with expertise in information technology disciplines including strategic planning, data
center operations, infrastructure, program management, organizational development, full life cycle software
development, data integration services, budgeting and cost analysis. I am seeking consulting engagements utilizing
my expertise in enterprise program management.
Chief Information Officer
Minnesota Judicial Branch (January 2012 – January 2015)
Responsible for the Information Technology Division of the State Court Administrator’s Office serving all divisions of
the Minnesota courts, including over 87 county trial court facilities and court administrative offices. I also served as
the Program Manager for the branch’s eCourtMN Program which is transforming the state’s court system by
replacing paper-based court files with an electronic information environment. Responsible for an annual budget in
excess of $17 million including information technology base budget, eCourtMN and discretionary items.
Infrastructure Services:
- Implemented a statewide wireless area network providing wireless access to all Minnesota court facilities and
administrative offices.
- Expanded the branch’s wide area network capacity 10 fold.
- Launched a project to improve the stability and resiliency of the branch’s wide area network by identifying and
eliminating single points of failure throughout the network.
- Completed a full scale renovation of the branch’s primary data center including the facility’s power, cooling,
server, storage area network, and operating systems.
- Established a secondary data center connected to the primary data center by a high speed data line supporting
near real-time data replication.
Application Support Services:
- Reorganized the application support department to support in-house application development allowing the
branch to create innovative solutions around our core commercial systems.
Enterprise Program Manage Office:
- Established an enterprise portfolio management program to promote the effective prioritization and management
of the branch’s various projects.
eCourtMN Program:
- Completed eCourtMN pilot in 11 counties, including e-filing of case documents, imaging of case documents
submitted in paper form, and justice partner access to electronic court records.
- Expanded the imaging of all incoming paper documents statewide.

2. - Statewide access to all publically viewable electronic documents at kiosks in every courthouse throughout the
state.
- Expanded data integration catalogue to include exchange of electronic documents between the court and its
justice partners.
- Developed BenchWorks, a custom web-based application that enhances a judicial officer’s ability to work with a
fully electronic court record.
- Initiated the 3rd phase of the eCourtMN program which includes the statewide implementation of a government
access portal, a new automated electronic workflow system, and BenchWorks.
- 2014 State Government Innovation Award – presented by the University of Minnesota’s Humphrey School of
Public Affairs Public and Nonprofit Leadership Center to recognize innovative work of state government
agencies and encourage an environment of experimentation and innovation in Minnesota.
Board and Committee Assignments
- Board Member, Technology Fee Appropriation – Evaluate applications and appropriate funds from the statewide
technology fund.
- Task Force Member – Minnesota Criminal and Juvenile Information Task Force – established to improve the
quality, timeliness and volume of justice system data shared across the various departments, agencies and
branches of Minnesota government.
Executive Director
California Judicial Branch - CCMS Program Management Office (November 2010 – December 2011)
Responsible for all aspects of the day-to-day management of the California Case Management System (CCMS)
program and e-business portfolio including application development, testing, trial court deployment, budget
forecasts, project management reporting, ongoing application maintenance and hosting. The CCMS Program
Management Office served as staff to the CCMS governance committees.
 Created and published the CCMS Governance Model – in collaboration with the Administrative Director,
established an executive committee and three advisory committees.
 Led the effort to appoint committee members, draft charters, initiate meetings and draft annual work plans.
 Completed product acceptance of the core CCMS application on time and under budget.
 Restructured strategic plans for trial court deployments resulting in significant budget reductions.
 Initiated efforts to improve communication and collaboration with the trial courts, the legislature, state agencies,
as well as state and local justice partners.
 Annual CCMS program budget exceeded $90 million dollars.
Assistant Division Director
CA Administrative Office of the Courts - Information Services Division (December 2007 – October 2010)
Responsible for the division’s Applications Development, Shared Services, Infrastructure, Data Integration and
Administrative Support departments.
 Established the first five year zero based budget model for the Information Services Division.
 Established a standard project management methodology based on a “community of practice” approach.
 Completed a full review of all professional service contracts and negotiated across the board reductions
averaging 10 percent, successfully maintained these savings over a 2 year period.
 Deployed the Appellate Court Case Management System (ACCMS) in the California Supreme Court. The effort
involved data conversion, software customization/configuration, training, and business process engineering.
 Transitioned application support for the CCMS interim traffic and criminal case type system (V2) from Deloitte to
our division, realizing several million dollars in savings. Initiated a similar project for the CCMS interim civil,
small claims and probate case type system (V3) which will result in several million dollars of incremental
savings.
 Provided technical consulting and support to the Southern Regional Office as they managed the California Case
Management System (CCMS V4) development project.
 Directed the design, development and implementation of the California Courts Protective Order Registry
(CCPOR). This application won a statewide technology innovation award.
Assistant Division Director
CA Administrative Office of the Courts, Information Services Division (April 2006 – November 2007)
Responsible for the Shared Services (CCTC) and Infrastructure departments.
 Established the Shared Services department with staff responsible for local court relationship management,
CCTC contract administration, and disaster recovery, and data center service level management, network and
security administration.

3.  Managed the department through a period of exponential growth as the judicial branch applications were
brought online, 58 trial courts were networked into the CCTC and statewide connectivity was established with
the Department of Justice and the Department of Motor Vehicles.
 Successfully rebid CCTC hosting services and transitioned all data center services. The judicial branch was able
to reduce year on year hosting expenses while moving from a single data center to a dual data center concept.
The dual data center concept allowed the branch to spread its resources over two locations and use the Omaha
location as the disaster recovery location saving the branch hundreds of thousands of dollars per month in
disaster recovery vendor charges.
 Managed the final 2 years of the five year LAN/WAN project. This project modernized the network infrastructure
within 53 of the 58 trial courts.
President and CEO
MAM Consulting Services, Inc. (February 2003 – March 2006)
Established an independent consulting business providing a broad range of management consulting services to
financial services, software development and government agencies. In August, 2003 secured a subcontract through
Partners in Business Systems, Inc. with the Administrative Office of the Courts, Information Services Division.
Administrative Office of the Courts, California, Information Services Division (July 2003 – March 2006)
Directed the efforts of AOC technical consultants, staff, California Courts Technology Center (CCTC) vendor in
establishing a new statewide datacenter for the judicial branch offering the following services:
 ERP Application Services – SAP Financial and Human Resource Modules (PHOENIX) and TRIRIGA Facilities
Management System (CAFM)
 Case Management Systems – Sustain Justice Edition, Vision 2 (V2), Vision 3 (V3) and ACCMS
 Integration Services Backbone – TIBCO
 Shared Infrastructure Services – Network connectivity, monitoring, and security, email, help desk, disaster
recovery, local information technology support and management
November 2003 – June 2004
Directed the efforts of 5 AOC project managers, CCTC data center resources and Sustain resources in the
successful deployment of the Sustain Justice Edition application in the Superior Courts of Monterey, Humboldt,
Imperial, Trinity, Tuolumne and Tulare. The project involved legacy data conversion, software
customization/configuration, data interface development, training, and business process reengineering. Established
the framework for a Sustain Users Group which governs the management of the Sustain product in the branch and
sets the priorities for enhancements and other application improvements.
Managing Director
Charles Schwab – Stock Plan Services Technology Group (January 2000 – January 2003)
Responsible for Schwab’s Employee Stock Purchase Plan, Strategic Trading, Corporate Portal, Infrastructure and
BRS/ECP application groups.
 Implemented a new 3-tier highly available (HA) architecture platform. The platform utilized Sun/Solaris, Web
Logic and Oracle products to support the newly constructed Stock Option Purchase Plan, Employee Stock
Purchase Plan, and Corporate Portal applications.
 Directed a cross enterprise technology team responsible for moving the Strategic Trading line of business from
US Trust to Schwab. The transfer included facilities, application and file conversion, system integration, desktop
imaging, security profiles, network infrastructure and the transfer of 2+ billion dollars in securities.
 Directed the team responsible for migrating over 60 corporate accounts from Schwab’s legacy Employee Stock
Purchase Plan system to the new 3-tier application.
 Constructed a prototype 3-tier web based application to replace the existing Strategic Trading application
migrating the application from a 4D platform to a Java/Oracle platform using BEA frameworks.
Education
B.S. Business Administration
Concentration: Management Information Systems
University of Massachusetts
Additional Skills
 Project operations, strategic planning development, forecasting and program implementation
 Strengthening IT infrastructures through implementing new technologies.
 Participate and contribute equally while working in a group for projects at work.

4.  Able to build effective personal relationships and networks within teams, which contributed towards achieving
organizational and team successes.
 Effectively communicate with a wide range of individuals, including senior management, senior engineers,
technicians, executives and clients.
 Employ appropriate, innovative solutions to increase communication while using time efficiently to track progress
and meet goals.
 Proficient in MS office,
 Superb communication skills and able to articulate technical jargon to a non-technical audience.
 Able to continuously meet targets and surpass expectations.