SUMMARY:

• Confidential has had extensive C - level P&L responsibility and general management experience spanning diverse industries: insurance, financial services, banking, healthcare, transportation, manufacturing, aerospace, collections, corrections, and information systems.
• Since these engagements involved process reengineering, he has developed a mental model of each of these industries.
• This broad set of disciplines and cross-cultural experiences has shaped his problem solving approach and leadership skills.

AREAS OF EXPERTISE:

• General Management and P&L Responsibility
• Business Development and Relationship Management
• Product Development/Management and Usability Engineering
• Strategic Planning with Balanced Scorecard Governance
• Budgeting, Conformance Reporting, Financial Analysis, and Management Control
• Six Sigma and Earned Value Program and Project Management
• Change Management, Process Reengineering, and Quality Management
• Organizational Development and Enterprise Modeling
• Technology R&D, and Business and Commercial Software Development
• System Integration and Management Consulting

PROFESSIONAL EXPERIENCE:

Confidential

Chief Executive Officer

Responsibilities:

• Turned around Confidential by forging a pragmatic vision and strategy to improve the company's image and corporate culture, aligning human resources policies and procedures with ACA policies and industry norms, terminating "dead wood" and restructuring the organization to match responsibility with control and focus resources on critical success factors, reengineering and automating mission critical processes based on "best of breed" norms, and diversifying the customer base..
• Significantly increased ex-offender job placement and reduced recidivism by creating a management and operational control structure that mirrored living and working in the community, and developing a state-of-the-art ex-offender educational curriculum that not only contained traditional GED, K12, and college courses, but also cognitive-based courses that forced ex-offenders to confront their real world short-falls and need to learn pro-social skills.
• Modernized and streamlined computer operations, and designed and implemented a Community Corrections enterprise model that embodied ACA policies and procedures and DOC reporting, and automated Confidential 's reengineered processes (relational database and point-of-service support). Also, developed the Confidential Handbook, which combined people and machines in a format suitable for training and reference.

Confidential

Senior Marketing and Database Consultant

Responsibilities:

• Leveraged corporate senior management and enterprise modeling experience to position Confidential ’s product line for sale to large corporate accounts.
• Served as a featured speaker at international conferences, and worked closely with Confidential firm to define the enterprise modeling schema for CASE tools.

Confidential

Vice President

Responsibilities:

• Awarded Confidential 's first MIT Sloan Fellowship, a reward for distinguished service, and a significant financial commitment to his career. Performed pioneering work with the MIT team that developed "Critical Success Factors" and "Centralization versus Decentralization" methodologies.
• During a period of predatory price cutting, played a leadership role in creating a new organization that combined global back office operations (6,000 people and $200 million budget); Developed a strategic plan and budget that reduced cost by 25%, and increased productivity by eliminating redundancy, identifying and reengineering cross-functional customer facing processes, aligning processes with strategy, introducing “earned value” and six sigma program management and continuous process improvement, and development of point-of-service decision support technology (e.g., Special Risk underwriting and statistical recording).
• Structured Finance and Administrative Services to improve the quality of Confidential support by reorganizing middle management, downsizing the organization from over employees (75%), and development of performance-based, self directed teams; Managing resources and growth and renewal projects dominated activities.
• Served as Program Director for both IS and end-user organizations; Used “Earned Value” to control a portfolio of hundreds of large scale, multi-million dollar, cross-functional projects. To close the gap between IS services and user community needs, Confidential organized a cadre of customer relationship account managers with end-user business experience. Their efforts increased end-user project ownership and teaming, and improved project prioritization, budget programming, and risk management (e.g., “Earned Value” early overrun assessment, model office usability testing to increase product quality).

Confidential

Chief Executive Officer

Responsibilities:

• Designed, implemented, and patented the Private Multimedia Network (PMN).
• Assembled a team and led the Chicago Homeland Security project that demonstrated the viability of PMN’s cost/effective architecture; First vendor to show a working model; Featured by Mayor Daley in a press conference (described as “like looking out the window”); Out performed industry leading security and communications firms.

Confidential

Chief Operating Officer

Responsibilities:

• Teamed with a prominent absorbent materials consultant to redesign the product for manufacturing, and publish an in-depth competitive analysis of Confidential versus preeminent market share personal care products.
• Forged an institutional marketing agreement with Confidential, creator of the Integrated Delivery Network (IDN) concept for large healthcare providers and the leading provider of top/down healthcare marketing services, and retail distribution agreement with Cardinal (leading worldwide healthcare distributor).
• Developed phased regional, national, and international product launch strategies with corresponding financials that employed the 80/20 rule (geographic concentration) to significantly improve the probability of sales, while reducing marketing costs by simplifying logistics. The Internet was used to access national and international markets.

Confidential

Chief Executive Officer

Responsibilities:

• Leveraged sought after Strategic Planning services to understand client structure, processes, and support needs, build rapport, and position Confidential for follow-on large scale reengineering and development contracts; Transformed small contracts into multimillion dollar, long-term programs (e.g., FBI laboratory's Evidence Decision Support System); Contracts that ranged from strategic planning and process reengineering to decision and point-of-sale and support systems, to database modeling and Mainframe and LAN/WAN connectivity.
• Developed a management consulting practice that melded the strengths of various process movements (e.g., TQM, learning and team-based organizations, reengineering) with mainstream practice in corporate strategy, finance, organizational behavior, and technology; One of the first to adapt Deming’s Quality Management to administrative operations, and offer Kaplan's Activity Based Costing and Balanced Scorecard services.