CHIEF OPERATING OFFICER/ INFORMATION TECHNOLOGY EXECUTIVE

Seasoned, results-oriented business leader with strong ethics and integrity a trusted risk management and technology advisor with expertise in global enterprise operations acquired over 25 plus years Experience driving enterprise resource planning implementations on three continents, facilitating startup operations, and innovatively applying global resources to reduce costs and leverage company expertise Equally focused on operational strategy and execution with a proven ability for establishing efficient and adaptable IT operations Comprehensive understanding of complex business operating models Proven track record for improving operational consistency and quality Successful at applying programs and lessons learned from one business area or geographic region to another Strong leadership skills that have been formally recognized by Ford AREAS OF EXPERTISE

PROFESSIONAL EXPERIENCE

Confidential

Senior Vice President, Head of Regulatory Reform Chief Operating Officer for Risk Management

Senior Vice President, IT Strategy and Governance

• Responsible for overall executive leadership for corporate risk initiatives, including: Global Regulatory Reform, Resolution Plan, Basel II/III, Anti-Money Laundering, IT Risk Information Security and other Corporate Risk Management programs, which requires:
• Providing regular updates to executive leadership on regulatory changes, business and technology impacts and funding recommendations
• Actively engaging with senior managers in business units, compliance, legal, product management, operations and technology globally, to help ensure the corporation is preparing appropriately to implement regulatory changes
• Directly interface with Chairperson of the Business Risk Committee, subcommittee of the Board of Directors, on quarterly agenda, content/materials
• Leading the program management office for regulatory change and providing guidance on identifying and prioritizing items for management attention, mitigating risk, ensuring compliance with regulatory requirements and business model impact
• Managing relationships with regulatory agencies, including the FDIC, FRB, CFPB, OCFI and others enterprise program management, complex business and technology transformation
• Developing business process re-engineering, data warehouses, modeling, and measurement of various risks for major business units combined with financial projections for regulatory and economic capital adequacy levels.
• Additional responsibilities include IT Risk Information Security, Business Continuity Disaster Recovery, Global Physical Security, Corporate Risk Communications

Confidential

Vice President IT, Vice President IT, Global Financial Systems

Vice President IT, Global Contact Centers,

Recruited to direct global solutions across Dell's complex technology environment Managed capital expenditures over 300M, 50 facilities, and over 300 employees across 10 countries Oversaw the delivery of all systems and storage network engineering solutions to support Dell's robust IT application environment worldwide Direct report to CFO and CIO while serving as Vice President, IT, Global Financial Systems and Dell Financial Services

Key Projects and Achievements:

• Led package implementation of Oracle 11i Financials - Global Single Instance, resulting in a consolidation of company books from 64 separate instances to one
• Developed technology strategy to migrate Dell Financial Services back to Dell infrastructure from third-party hosted provider
• Developed a global strategy for Contact Centers to standardize one common architectural solution Partnered with business to present to Global Executive Board for approval
• Implemented model for rapid deployment of Dell Managed Services technology across our external enterprise customers
• Implemented virtualization of Dell infrastructure, reducing annual capital expenditure on servers and storage by 30 , which also led to reductions in facilities/energy use
• Created and implemented aggressive plan to leverage existing Dell applications and environment to drive efficiencies and architecture standardization across Dell Canada, Mexico, and Latin America Reduced IT expenditures annually by 5M

Confidential

Executive Director, Global IT Enterprise Program Office

As a direct report to the CIO, managed an overall IT portfolio totaling 800M, containing over 300 global and regional programs Established cadence and overall program management discipline for Ford Motor Company IT Conducted quarterly IT Executive reviews with the CEO and his staff

Key Projects and Achievements:

• Reviewed programs with Ford Executive VPs and recommended initiatives for improving overall ability and TCO Improved on-time project delivery by 18 to an average on-time delivery of 94
• Enterprise Program Management Office: Executed and delivered all IT enterprise programs and provided program management Served as a consultant to large-scale CBG programs and built Ford's internal Program/Project Management Consultancy over time
• Created global governance model for managing IT portfolio Streamlined budget management by implementing a process for ranking all projects by cost and ROI, which allowed for a pragmatic approach to any cost reduction initiatives when actions were required

Director, Global Consumer Systems

As a direct report to the CIO, was responsible for a global Marketing and Sales Information Technology staff of 630 professionals and a budget of over 300M for IT strategy development, implementation, and support in the United States, as well as Toronto, Canada Mexico City, Mexico Warley, United Kingdom and Cologne, Germany Supported the Global Group VP for Marketing and Group VP for North America in a matrix reporting relationship, with duties that included governance, prioritization, fiscal management of 600M Marketing IT and 1.3B NA IT spending, creation of an IT cycle plan, and effective management of returning IT-like processing outside of the IT arena back into IT

Key Projects and Achievements:

• Led largest CRM implementation of an in-house developed application, supporting a single repository for seven brands globally Allowed reuse of segmentation models and regression analysis across brands
• Reengineered the Service Parts Logistics application portfolio done in partnership with SAP and CAT to develop a service parts module to compliment SAP's current suite. When implemented, this allowed Ford to get parts to our 15K dealers worldwide, across 120 countries with same-day delivery. This system consisted of 6,000 suppliers and over 600K parts.
• Reduced overall delivery time of Real Time Order Management, an application that provided pipeline order management to Ford manufacturing line to insert customer special orders designed/ordered on-line

Confidential

Senior Systems Director, Sears Direct Systems

Directly reported to the CIO and was responsible for supporting three executive board members Supervised performance of several major IT divisions, Internet/e-commerce, clubs and services insurance, catalogs, Intranet, content hosting systems, and remote call center/customer service center

Key Projects and Achievements:

• Developed IT strategy to implement next generation e-commerce and CRM
• Launched Sears.com, Wishbook.com, and SearsPartsDirect.com.
• Implemented CASS Clubs and Services Systems , which allowed expansion of current business and opportunity for entrance into third-party administration services
• Negotiated service agreements with outside vendors for outsourcing information services
• Installed new switch in Call Center to increase capacity and improve workflow efficiency
• Implemented Intranet in April 1998, resulting in first year savings of 10M
• Oversaw 42M budget in 1999

Confidential

Served as a single point-of-contact for Marketing Direct Response, Interned, and Administrative systems Reported to the Vice President of IT with dotted line to three business Vice Presidents

Key Projects and Achievements:

• Managed 33.7M budget
• Developed 5-year strategic plans
• Supervised support for remote telemarketing and customer service center
• Turned around poor performing departments into value added resources
• Led three strategic information projects, each in excess of 5M

Confidential

Responsibilities included all aspects of direct response systems such as project management, staffing, development, processing, and budget

Key Projects and Achievements:

• Oversaw operating budget of 13M
• Established Catalog Processing Systems to increase revenue
• Converted systems processing of 10 million member club to outside vendor improved efficiency and revenues