Executive Management Profile – CIO

Chief Information Officer – providing leadership in all aspects of system development from the data center to the desktop. Responsible for all strategic roadmaps company-wide and all key business decisions concerning information technology. Ability to quickly assess and inventory all IT assets and make all buy vs. build decisions. Strong negotiation skills and partnership building with vendors and business units. Effective communication with all levels including dashboard updates to all C-level leadership.
EXECUTIVE PROFILE
Innovative, results-driven, IT Executive with a track record of delivering a full range of business solutions. Exemplary leader and visionary, who can manage change, infuse new ideas, and gain the trust of C-level management and business leaders. Flexible and resourceful, using exceptional organizational, time-management, and planning skills to lead global cross-functional teams in completing projects on time/within budget. Recognized for creativity, excellent communications skills, mentoring and motivating teams, complex decision-making, and creating value. Key competencies include:

Ø Researches and presents all recommendations to board members

Ø Consolidation/reduction of redundant resources

Ø Recommend policy, procedures and guidelines for all IT operations

Ø Organizational Development

Ø Directs all IT personnel sets priorities and policies of all IT staff

Ø Vendor/Consultant Management

Ø Portfolio/Program Management

Ø Process Orientation

Ø Assures productive culture

Ø Strategic/Tactical Planning

Ø $MM Budget Administration

PROFESSIONAL EXPERIENCE
Confidential,
CEO - Chief Executive Officer and Chief Technologist
Sets strategy, vision, and direction for the company. Decides on which markets will the company will enter and completive analysis. Defines product lines and key differentiatators. Setting budgets, forms partnerships, and hires a team to steer the company accordingly. Raises funding and meets with investors. Creates all technology, architecture, and implementation roadmaps. Works with businesses and end user communities to ensure correct product placement and performance measures. Creates a great culture and a great place to work and fosters team work and a creative productive environment.

Confidential,
(2009 – 2011)
Nielsen is a global information and measurement company, which provides clients with an understanding of consumers and consumer behavior. The company delivers critical media and marketing information, analytics, and industry expertise to clients on what consumers watch and buy in over 100 countries.
Vice President, Emerging Applications & PMO (2009 – 2011) Sunnyvale, CA
Primary responsibility is to lead a global information technology team responsible for deploying business processes and systems that provide strategic and tactical competitive advantages.
Major Accomplishment:

• Realigned the Global IT Applications organization to a business process orientation, from a technology focused orientation
• Established an Applications Architecture team to drive delivery consistency and be the steward of the application technology portfolio
• Improved the overall effectiveness and capacity of the Global IT Applications organization by implementing operational policies/procedures that deliver predictable service levels and fully leverage captive offshore organizational capabilities
• Spearheaded the deployment of program management best practices across the Corporate IT organization; applied best practices to an in-flight emerging programs that were at risk and ultimately delivered the program on time/under budget with no business disruption, meeting/exceeding business process improvement expectations
• implemented a non-intrusive unique customer number enterprise data warehouse solution that provided $40M-$50M up-sell/cross-sell opportunity; this foundational capability will be further leveraged to improve other core business processes within Nielsen
• Protected $500m+ revenue stream with a rapid sixty-day migration of Nielsen’s consumer customer support business processes from financially troubled external vendor to an internally managed solution
• Created business efficiencies and strengthened internal controls through global standardization and implementation of the core enterprise application portfolio (SAP, Tibco, Oracle, Netezza)
• Supported the rapid integration of four acquisitions by successfully integrating applicable business applications/processes within ninety days, including Junto joint venture
• Delivered a governance framework, business process management best practices and project delivery best practices to ensure enterprise initiatives are aligned with the overall company strategy, implemented with excellence and deliver expected results

Confidential,
NetRatings, Inc. is a global leader in Internet media and market research, provides Internet audience measurement and analysis in the United States and internationally.
CIO - Chief Information Officer – 2009 Milpitas, CA
Primary responsibility was to assist the CEO and Global Senior Leadership Team (GSLT) in achieving Global Business Plan commitments by driving the execution of enterprise change initiatives. Day-to-day operations and management of entire IT division organization in alignment with tactical and strategic initiatives.

• Implemented the governance framework used to identify, prioritize, and govern enterprise change initiatives requiring CEO, GBS and Change Office involvement
• Established unifying program management practices–including strategies, processes and tools–that will enhance NetRatings change capacity and capability
• Developed and maintained an integrated master plan for the key change initiatives, providing senior leadership with an enterprise view of progress, resource demands, issues, and strategic decisions required to achieve the Global Business Plan commitments
• Provided hands-on program management support to the senior leaders of the Global Business Plan, Organizational Design and Integrated Value Chain change initiatives reporting directly to the CEO

1988 – Confidential,
Corporate Headquarters, Palo Alto, CA

HP is among the world’s largest IT companies, with revenue totaling $113.1 billion and employs over 300,000 people.

2006 – 2009 Vice President Confidential,

• Directed all IT aspects of merger and acquisitions for Hewlett Packard a Fortune 100, 113.1 Billion dollar company
• Led integration efforts for the $13.9 billion dollar acquisition of EDS, a play that will create one of the largest computer services organization in the world, intended to rival IBM in a market for serving business customers and double services revenue.
• Responsible for CRM in 170 countries, 600 million calls a year, shipping 500 million products, with 200 billion customer interactions per year.
• Responsible for integration of 107,000 employees, all infrastructures, servers, applications, and business processes.
• Chief architect for Voodoo Gaming, Exstream SW, LeftHand Networks, Indigo, EYP, Mercury Interactive, Scitex.
• Success of multibillion dollar integrations brought HP\'s EPS Growth Rate greater than 63% of its peers in the Computer Peripherals industry in 2008.
• Lowering IT operational cost through the implementation of virtualization ITIL and outsourcing non-strategic activities such as helpdesk, desk-side support, asset tracking and monitoring.
• Led all customer master data initiatives including applications and infrastructure of six acquisitions migrated all SalesForce.com to Siebel CRM.
• Evolved the applications organization from CMM (Capability Maturity Model) Level 1 to Level 3; only 20% of all software intensive organizations reach level 3 or higher. CMM coupled with an institutionalized project management methodology have contributed to a 100% on-time, on budget application project delivery record.
• Ensured team meets achievement of relevant IT metrics and commitments per IT business goals & objectives.
• Frequently represent IT plans and strategies to the investor community.
• Application sunset program – responsible for sun-setting over 600 applications without disruption to the business units. Moved the IT organization from 25% new IT business initiatives to a 60% new business innovation and 40% tactical focus.
• Create value through acquisitions and use for cash, chief technical advisor on converting cash from operations to high growth opportunities for non organic top end growth.

2003 – 2006 Chief Architect

• Designed and managed the integration, infrastructure and architecture for largest IT mergers in history, reporting to the CEO Carly Fiorina for large scale technology decisions and cost containment in 170 countries.
• Moved from pushing information mentality to unstructured data, collaborative data—social networks, blogs, creating meaningful dialogue with customers.
• Data center consolidation, orchestrated, planned, and executed on time 30,384 server moves to new datacenters.
• Support demand reduction – identified top 100 support demand reduction opportunities and reduced L1 – L4 support calls 47% and time to close the ticket by 75%.
• Direct steering committees with the business on Pricing, Catalog Management, SW delivery, CRM, configuration and quotation, PRM, sales and marketing activities.
• Evaluates ROI, ROA, CBA, break-even, and makes recommendations concerning funding decisions on what technology to invest in, who to partner with, and what technologies should be developed in-house.
• IT restructuring: Implemented business process and data models, IT architecture, system development methodology, career structure, moving 50%+ of personnel to an effective India model, picked up all R&D labs reducing costs by millions of dollars, global network, disaster recovery, and a business alignment system planning process using an “Ishikawa” approach.
• Manages the information infrastructure to ensure its security and reliability for ERP, CRM, Pricing, Product, Infrastructure, supply chain, sale force automation, e-commerce, development platforms, SAP, Oracle, and ensures revenue generation goals are met.
• Partners with the business on CRM dashboards, workflow, customer hubs, pre-sales, marketing campaigns, Siebel, SFA, closed loop analysis and reporting, back office integration, SharePoint,
• Opportunity management, marketing campaigns, sales cycles, and productivity tools.
• Architected a single reporting enterprise data warehouse to get revenue, sales, and all critical company reporting fast, reliable, and accurate from a single warehouse instance WW.
• SOX compliance managed all SOX initiative oversee all internal and external audits.

1998 – Confidential,
Sales Operations & Information Technology

• eCommerce (including HP’s online presence “hp.com”), Sales Tools, Customer & Partner Relationship Management, Order Management, Product Content and Data Management, and Knowledge & Intranet Management Organization.
• Managed and defined global systems and processes and to unify web activities; Responsible for management of all eBusiness and eMarketing process planning and approvals by the executive committee.
• IT restructuring: Built full IT shop including India. Consolidated and rebuilt almost all computing environments, including building first global data center, disaster recovery. Built first organizations and processes around architecture, engineering, operations, network, and security.
• Manage the IT investment with the CEO, CFO and Business Unit Leaders. Renegotiated contracts saving in excess of $10 million/year and improving discounts 30-40% in almost all cases.
• Maintained single digit voluntary turnover even though total headcount grew 171% mainly by consolidating various IT groups around the world. Raised productivity 80% in second year. Have effectively used off shoring since 1987.
• Restored business’s confidence in IT by turning around failed relationships, introducing information workers, improving employee productivity, providing professional IT engagement, and delivering results on time and budget.
• Chaired Committee to standardized look and feel across all HP Websites including content and navigation.
• Managed and implemented eMarketing programs to help HPs Sales Team to identify communities with high social and business networking potential.
• Hold full P & L responsibility for Americas, APAC and European countries.

1994 – 1998 Director, Information Technology & Application Development

• Responsible for mapping new technologies to business needs and working with all Global Marketing and IT teams to ensure smooth integration.
• Awarded Borland Application of the year for pricing applications showcasing technology to external customers.
• As a senior member of the Information Management Leadership Team, play a key role in leading, developing and executing an information management strategy which enhances business processes and capabilities, enabling increased top line and bottom line growth
• Successfully integrated five separate SAP project initiatives (Accounting to Reporting, Requisition to Pay, Forecast to Stock, Design to Retire, and Finished Goods Information business processes) into the North American SAP Program Management Office
• Instituted standard North American Program Management Office strategies and operating procedures including Program Methodology and Work Plan Management, Organizational Change Management, Scope and Change Control Management, Risk Management, Implementation Execution, and Technical Standards and Infrastructure Management
• Orchestrated all upgrades to Oracle, Siebel, SAP, Microsoft, across the organization.
• Built the organization from a team of 12 to over 200 employees in US and overseas.

1991 – 1994 Program Manager

• Work with the Senior VPs of all major business functions, finance, operations, sales, marketing, executive council, to understand business goals and deploy current relevant technology solutions.
• Proven ability to intelligently articulate strategies & complex technologies, excellent presentation skills.
• Managed team of 100+ developers responsible for worldwide e-commerce and workflow process development.
• Successfully managed a 20 million dollar development budget.
• Collaborated on numerous management committees including E-Business Strategy and Execution Committee, Sales Re-Deployment Strategic Team, Customer Pricing Management Committee, and Sales Incentive Redesign Team
• Champion of the e-business strategic plan for the key business units, delivering HP’s first transactional web site.

1988 – 1991 Software Applications Specialist

• Conceived, designed and led development of HPs first configuration quotation checker tool. Still in production today. 20 years without any critical runtime errors.

1986 – 1988 Confidential,
R+D Manager Tucson Arizona

• Managed Information Technology Research and Development
• Lead analyst and project management responsibilities for projects involving the analysis, design, construction and implementation activities for enhancements to the environmental chamber system

Education

• Bachelor of Science Degree, Management Information Systems
• Cumulative GPA 3.67 Cum Laude University of Arizona, Tucson, Arizona
• Academic scholarship reward, 3 years for GPA above 3.5
• Computer Science Pima College, Tucson, Arizona

Awards

• Received Engineering Emmy® Award from The National Academy of Television Arts and Sciences, recognized for Audience Measurement Technology system in which it has provided significant value and benefit to the Television industry.
• Awarded Borland Application of the year for pricing applications showcasing technology to external customers.