INFORMATION TECHNOLOGY EXECUTIVE

Provide leadership for a company seeking strategic alignment between IT and the Business as well as world class operational efficiency from the cost effective implementation of technology.

EXECUTIVE PROFILE

• Accomplished and results oriented executive with more than 25 years experience in developing IT vision and strategy that is aligned with the commercial business strategy. Implemented enabling technologies that increased operational efficiency, improved customer service, increased margins, created competitive advantage and reduced both operational and IT costs.
• Proven track record of providing executive leadership to large and widely diverse IT and operational departments around the world, including the United States, Canada, South America, Latin America, Europe and Asia. Led large teams in all areas of Information Technology including Customer Relationship Management, Global IT Infrastructure, Software Design Development, Service Desk, Information Security, Business Continuity, Quality Assurance, Compliance, Web Development and Customer Facing Technologies.

AREAS OF EXPERTISE

PROFESSIONAL EXPERIENCE

Confidential

Management Consultant

• Managed the vendor and client resources to implement Accumatica CRM and Financial Management Suite. The client's objectives were to replace 9 instances of Great Plains and improve the quality and flow of information across the organization.
• Provided project management oversight for the implementation of Accumatica Financial Management Suite. Managed the integration points between the new finance system, CRM system and company-wide processes between Finance, Sales, Customer Service and Operations.
• Provided change management support to the sales team as they planned to replace a homegrown sales management system with Accumatica CRM. Worked with the sales managers to develop new processes to leverage the new technology. Provided change impact analysis and worked with the sales team to implement organizational changes. The new processes improved lead, opportunity, contact and account management. The new processes decreased the steps of managing lead generation through contract creation by 50 .
• Provided change management support to the Finance, Sales, Customer Service and Operations teams as they planned to replace a homegrown messaging system with automated workflow. The scope of the project included 35 processes related to managing new customer activation, deactivation and profile changes. The new processes resulted in decreasing tasks by 60 , decreasing resources needed to complete each process by 40 and reducing the number of systems to support each process by 40 .

Confidential

Management Consultant

• Managed the organization's Customer First program designed to improve the customer journey. The strategic objectives were to build better relationships with customers, prospective customers and improve brand attraction and loyalty. The key enabler of this strategy was the implementation of an SAP CRM system designed to maintain a single view of the customer, support effective and efficient processes related to all customer interactions and analytics.
• Established a governance structure to manage the projects related to the Customer First Program. Established a Program Management Office and created the processes and templates to manage the program and related projects.
• Provided oversight for major work streams Requirements, Development, Testing, Change Management, Delivery, Launch, Hyper-care and Business-as-Usual. Additionally, directed the transition from Hyper-care to an offshore support team for Business-as-Usual.
• Led process improvement and change management sessions for key functional areas including Campaign, Event, Response, Lead, Customer and Case Management.
• Worked with business owners and change managers to create a phased approach for Change Management to support the decommissioning of legacy systems and new processes designed to leverage the new CRM system. Additionally, worked with management to create new organizational structures to support the new business processes.
• Facilitated meetings and provided management support to executives, senior managers and change managers for the creation of change impact assessments, new business processes and organizational structures.

Confidential

Management Consultant

• Joined the agency to assist executives in delivering strategic initiatives after a four year development effort failed to deliver the desired value. Led a team in performing a requirements gap analysis and risk assessment. Created a plan to address defects and change requests and achieve the desired business process improvements, financial objectives and public service improvements.
• Performed a thorough evaluation of the system and results of the systems integration test. Compared system functionality with the Requirements Traceability Matrix and created a project plan to address missing requirements and defects.
• Provided leadership to the QA team in creating plans and managing tasks related to the creation of end-to-end scenarios for user acceptance testing. After an unsuccessful systems integration test the goal was to restore confidence within the user community and senior management.
• Performed risk assessment and created a plan to mitigate risks before go-live. Managed the execution of the plan through user acceptance testing and go-live.
• Developed a Change Management and Deployment Plan to prepare stakeholders for the transition to the new system and processes.

Confidential

Chief Technology Officer

• Recruited for the newly created position of Chief Information Officer as part of a broader strengthening of the executive management team. Assumed broader responsibilities for improving operational processes through the use of technology after being promoted to Chief Technology Officer. As CTO, functional responsibilities included Information Technology, CRM, Web Development, Customer Service, the Call Center and overall use of technology as the company grew and expanded globally.
• Initiated and directed the evaluation of the current SAP configuration and processes. Resulting projects greatly improved operations. Warehouse receiving and put-away processes were improved using RF technology. Inventory control was improved through SKU rationalization and selling based on unit of measure. Back orders and inventory carrying costs were reduced through the implementation of an A, B, C purchasing model. Order entry errors were reduced as a result of streamlining the order entry screens and adding business rules throughout the process.
• Directed the implementation of SAP across international locations beginning in Canada resulting in financial and operational visibility and the standardization of corporate processes globally. Significant cost savings were realized as a result of consolidating Procurement, Warehouse Management, Inventory Control, Sales Marketing and Customer Service.
• Implemented a new corporate web site and sales order management portal. The website featured sales order and product information including an on-line catalog with customer specific pricing and add to cart functionality. The website integrated with an order management portal that created sales orders in SAP in real time. The order management portal was a SaaS solution that dramatically simplified design and implementation. The new website and portal resulted in the full automation of over 10,000 orders a month and call volume to the call center was reduced by 7,000 calls a month. The success of the order management portal eliminated the need for a customer rationalization project by reducing the cost of servicing small customers. Rather than transitioning small customers to distributors thereby reducing margins, small customers were encouraged to place orders on-line.
• Implemented a VOIP phone system and call center from ShoreTel replacing an aging Toshiba system. New features allowed for a comprehensive business continuity plan, direct dialing, a more effective remote workforce and easy integration of international offices. The new call center had priority routing, skills based routing, queue overflowing and call back features that greatly improved the customer experience. Call handling was reduced from an average of 2.5 minutes to 45 seconds without adding additional personnel. Longest wait times were reduced from more than 10 minutes to less than 3 minutes.
• Directed the implementation of a business continuity plan that provided full redundancy of the phones, call center and SAP in the event of a power, hardware or communication outage. The plan required a shadow data center to be built at one of the company's distribution centers. The technical architecture was based on NetApp for VMware running on an IBM Blade Center.
• Implemented Oaisys Tracer to record phone calls and established a training and quality control program in all customer-facing departments including Customer Service, Returns, Tech Services, Credit and Accounts Receivable. This program dramatically improved the customer experience resulting in more frequent first call resolution, fewer complaints and returns, a reduction in average call time and time customers remained on hold.
• Designed a cross selling and up selling process and used SAP's Cross Selling functionality to fully leverage the depth and breadth of the product line and minimize the impact of stock outages. This program increased the sales of finished goods and accessories and provided a process to sell overstock and discontinued items.
• Implemented Contact and Case Management using Salesforce.com and integrated Salesforce.com with the ShoreTel Call Center and SAP. This automation allowed for the implementation of more efficient operational processes and improved internal communication between Customer Service, Returns, Tech Services, Purchasing, Sales and Marketing. Customer follow-up and overall customer experience was greatly improved as a result of automating the processes and integrating the different technologies.
• Implemented a process for stocking and shipping spare parts based on the criticality of the part to the finished good item. Used SAP material groups to separate critical and non critical parts. Created a customer service, purchasing and shipping process to ship critical parts within 24 hours and enabled it using Salesforce.com Case Management. Worked closely with Marketing and Sales to create a Total Confidence marketing campaign. The result was improved customer satisfaction and confidence in the company's ability to stand behind its products.
• Created and implemented a Peace of Mind marketing and sales program to provide a labor component to a warranty policy that included only parts. Created an additional White Glove delivery service that provided delivery and in-home setup of products. The program included the outsourcing of the repair service and a dedicated freight carrier for the in-home setup. This program allowed the company to compete in the electronic commerce space. The process was enabled with SAP Sell With functionality and Salesforce.com Case Management.

Confidential

Vice President of Information Technology

• Recruited as the company's first global leader of IT. To support the execution of the global business plan, created a global IT strategy and harmonized local policies, standards and processes. The scope of the transformation included the budget process, IT governance process, business continuity, vendor management, policy creation, IT audit process and restructuring a team of 200 decentralized IT professionals servicing 100 locations 37 of which are manufacturing plants and 11,000 employees around the world into a world class team capable of delivering global solutions.
• Developed an IT vision and strategy for the first time in the company's history the cornerstone being the consolidation of more than 40 ERP systems and seven data centers. ERP standardization was critical to enabling several strategic initiatives including centralized shared service centers, standardizing processes to manage newly reorganized vertical lines of business and improving the global Financial Close and Consolidation process.
• Improved the visibility of key performance indicators as a result of a global SAP ERP implementation, data warehouse and executive dashboard. The executive dashboard became the primary reporting tool for the leaders of the vertical and geographic lines of business.
• Led the IT activities of the company's growth strategy which included integrating several acquisitions taking Pall from 1.2 billion to more than 2 billion in 5 years.
• Improved IT governance by creating a steering committee and application center of excellence to oversee hundreds of IT projects, a 40 million general IT budget and 10 million IT capital budget. This resulted in the creation of key performance indicators and the strategic alignment and prioritization of IT projects.
• Created automated pricing disciplines within Pall's CRM application. Created reporting tools to benchmark sales history against contracts resulting in significant margin improvements.
• Enabled strategic initiatives for expanding into emerging markets such as India and China by creating a highly flexible and expandable global IT Infrastructure and support organization.
• Led the periodic renegotiation of global telecommunications contracts. The last contract negotiation saved 3.3 million over the three year contract term amounting to a 52 savings.
• Implemented a global service desk in multiple languages enabling a common ITIL based process. In addition to improving service levels the project reduced the global service desk staff from 90 to 65 with the majority of the reductions in the highest cost countries.
• Led the IT related activities for a European cost cutting project that resulted in 21 million in savings and a similar project in the US that yielded 40 million in savings. The project included server consolidation delivering 400,000 in savings by reducing global servers from 615 to 450.
• Created the company's first Information Security Program. The program included security awareness training, an incident response process, data classification initiatives, testing and compliance.
• Implemented IT general controls for Sarbanes-Oxley compliance resulting in 3 consecutive years with no material weaknesses or significant deficiencies. IT general controls were also designed to comply with FDA, HIPAA and other regulatory requirements.
• Managed costs and projects with extraordinary discipline allowing the company to grow significantly without increasing IT spending.

Confidential

Manager

• Manager in the Technology, Assessment Planning Practice. The practice specialized in Strategic Planning, Mergers and Acquisitions, IT Leadership Services, ERP Implementation, Custom Software Development, Data Warehousing and Business Continuity Planning. Led sales efforts and managed projects contributing to the growth and profitability of the practice.
• Led an IT assessment project that was part of a larger Supply Chain project at Pall Corporation. The results demonstrated the low value contribution of Information Technology as well as the inefficiencies due to the lack of IT leadership from the Corporate Office. This project resulted in the hiring of the client's first global IT leader and created an intense desire to gain competitive advantage from the IT function.
• Developed a partnership with Concur Technologies to make KPMG Consulting Concur's premiere integrator. New partnership resulted in 2 million in new business from the sale and implementation of Concur's Expense Management software at Harvard University, Credit Suisse/First Boston and SCC Communications.
• Relied on by the firm's partnership to build the practice by aggressively recruiting and mentoring new personnel. Skillful recruiting and tireless mentoring resulted in a 0 turnover rate within the practice over a five year period in comparison to the firm's overall turnover rate of more than 50 .
• Led a team in the full life cycle development of a custom laboratory information management system LIMS for IMPATH Inc., a cancer laboratory with offices in New York City, Los Angeles and Phoenix. The Microsoft Visual Basic application running on an Oracle database tracked specimens throughout the clinical process. The new system replaced a manual process resulting in reduced errors during specimen handling and automated final reports for doctors and hospitals.
• Introduced, mentored and trained Cablevision Systems in Nassau County, NY on Client Server design techniques. The engagement included training on PowerBuilder, the Oracle database management system and mentoring a team of developers that were responsible for introducing this new technology to the organization.
• Led a team in the development and implementation of a FileNet imaging system for the Pension Services department at Green Point Bank in NY. The project replaced a manual process resulting in improved customer service and efficiencies from the point of sale at each branch to the back end process in the Pension office.