01 / CLARITY
Make complexity understandable.
Establish clear ownership, priorities, and decision paths so teams can focus on the work that matters.
Enterprise technology leader · Milwaukee, Wisconsin
MichaelPost.
01 / A living profile
I bring clarity to complex technology environments, build teams that deliver, and turn strategy into measurable business value.
Where my experience fits
01 / GLOBAL COLLABORATIONVP / Head of Digital WorkplaceMicrosoft 365 strategy, governance, security, and employee experience across more than 70 countries.
02 / COMPLEX OPERATIONSDirector / Senior Director, Enterprise InfrastructureInterconnected platforms, large operating budgets, resilient services, and disciplined investment.
03 / PRACTICAL ADOPTIONAI Transformation LeaderResponsible adoption tied to real workflows, platform health, clear ownership, and measurable value.
What drives the work
Technology should make the organization work better.
I move comfortably between executive conversations about investment and risk and technical conversations about how the architecture works. The through line is practical: reduce friction, manage risk, and make the results visible.
02 / PEOPLE
Build teams with room to lead.
Set clear expectations, develop capability, and give good people space to operate.
03 / VALUE
Measure what changes.
Modernization earns its place when it improves service, reduces risk, or creates tangible value.
70+countries reached by the digital workplace I lead at SC Johnson
8-figureoperating budget I managed at Harley-Davidson
Multiple teamsspanning dozens of employees, contractors, and offshore resources
The journey
Built across the stack.
From infrastructure and architecture to product direction and global workplace strategy.
2026 — PRESENT
Manager, Microsoft 365 Productivity & Collaboration
SC Johnson · Racine, Wisconsin
Leads strategy, governance, and development of the global Microsoft 365 portfolio, supporting employees in more than 70 countries. Current work spans platform health, secure collaboration, team development, and responsible adoption of AI-enabled tools. Identified initiatives projected to reduce annual operating expenses by about $90,000 and recommended platform and licensing changes projected to avoid about $120,000 in costs by the end of 2026.
2022 — 2026
Collaboration & Infrastructure Manager
Harley-Davidson Motor Company · Milwaukee, Wisconsin
Led a broad technology portfolio spanning network infrastructure, telecommunications, contact centers, hosting, cloud compute, and Microsoft 365. Managed an eight-figure operating budget and led multiple teams spanning dozens of employees, contractors, and offshore resources. Delivered annual cost reductions in the high six figures while strengthening change management, platform stability, and cross-functional delivery.
2015 — 2022
Solutions Integration Manager — Collaboration
Cisco · Plano, Texas
Led a product engineering organization in Cisco’s Customer Collaboration Business Unit. Shaped roadmaps, solution architecture, integrations, partner relationships, and field readiness across enterprise contact-center products.
2012 — 2015
UCCE Architect
CDW · Greater Bloomington, Illinois
Advanced from senior deployment engineering into practice architecture, evaluating and delivering enterprise collaboration, contact-center, and cloud-integrated solutions.
2009 — 2012
Systems & Network Administrator / Voice Engineer
Amcol Systems · Columbia, South Carolina
Managed network, server, disaster-recovery, and unified-communications platforms. Helped establish the processes and controls that enabled ISO 27001 certification on the initial audit.
Education · B.S. in Business/Managerial Economics, University of Wisconsin–Parkside
Selected decisions
The work behind the claims.
Three examples of how I connect technical choices, operating discipline, and business needs.
Harley-Davidson · Operating model
Reduce cost while strengthening service.
Situation
A broad portfolio of network, telecom, cloud, hosting, contact center, and collaboration services carried an eight-figure operating budget.
Decisions
Paired circuit optimization, licensing reviews, and chargeback audits with stronger change controls and clearer demand and capacity practices.
Result
Delivered annual cost reductions in the high six figures while reducing operational disruption and giving leaders clearer investment trade-offs.
Cisco · Product direction
Make integration a product decision.
Situation
Enterprise contact-center products had to meet customer needs across a changing ecosystem of platforms and partners.
Decisions
Balanced customer requests and market needs against engineering capacity, technical dependencies, partner commitments, and long-term architecture.
Result
Guided capabilities from requirements and integration design through validation, release readiness, and field adoption.
SC Johnson · Current work
Make the digital workplace governable.
Situation
The Microsoft 365 environment supports employees in more than 70 countries while collaboration and AI capabilities continue to evolve.
Priorities
Clarify platform strategy and ownership, improve security and tenant health, and coordinate adoption with Security, HR, IT, and business leaders.
Early signal
Identified initiatives projected to reduce annual operating expenses by about $90,000, plus recommendations projected to avoid about $120,000 in costs by the end of 2026. These remain projections.
A practical view of AI
Useful AI starts with real work.
I’m focused on responsible enterprise adoption of AI-enabled experiences, including Copilot and ChatGPT. The opportunity is to connect new capability to governance, security, adoption, and the daily work of people across the business.
Explore the fit
Bring the role. Find the evidence.
See which parts of my background may be relevant to a leadership challenge, and where we should ask better questions.
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