Chief Information Officer / VP IT / Senior IT Management
Strategy Development / Strategic Applications & ERP / Process Improvement & Organizational Change/ Vendor Negotiations / Infrastructure Management / Budgeting and Cost Management / Cross Functional Teams / Project Management / Growth Strategies / Consolidations / Staff Development / Business Integration
An Information Technology leader with demonstrated success aligning technology with global and domestic business objectives in the financial services, manufacturing, high tech and energy industries. A strong record of reducing costs through aggressive, creative vendor management and negotiations, and identifying and implementing efficiency yielding technologies. A history of improving IT effectiveness through organizational design, and attracting key leaders into critical IT leadership positions. Highly effective in optimizing relationships between technical resources and business leaders; and mentoring and developing staff into strong contributors that successfully blend people, process and technology considerations into the decision making process. An ROI focused approach to technology investments and a get-it-done attitude.
MBA, Management Information Systems, University of Dallas.
BS, Accounting/Finance, West Virginia University.
CAREER HISTORY/SELECTED ACCOMPLISHMENTS
Semi-Retired/Private Consulting, 2009 – Present
Offering IT consulting services to business executives in the areas of IT strategy development, IT organizational and structural strategies, IT process and control development, IT transformation strategy and improving IT and business connectivity.
Senior Vice President/CIO, GC SERVICES, LP, 2006-2009.
IT responsibility for a $400 Million financial services company with 34 locations which included corporate systems, call centers, customer service centers and support services for 10,000 employees. Responsibilities also included physical site security, information security, and customer contact centers. Technology platforms included IBM Mainframe, HP/UX, EMC, Dell, Avaya, Aspect, SER, Nortel, Verint, Nice, Microsoft SharePoint, Oracle, PeopleSoft, Kronos, Cisco, VM Ware, MPLS and more.
-Led the initiative for selection of a new enterprise software system and partnered with other executive team members to select a best of breed financial services system. This replaced a five year unsuccessful internal project to develop application systems. Annual savings approximated $10 million in corporate overhead.
-Reduced annual telecom costs by $2 Million+ by renegotiating all major telecom contracts. Lowered per minute costs, implemented contract term versus annual commitments and implemented cost effective MPLS technology.
-Reorganized the IT Organization and brought in experienced functional leaders to improve IT practices and processes. QA function was added to focus on quality improvement. Software defect rates were reduced to less than 5%.
-Developed an enterprise business continuity/DR plan to satisfy business requirements and client contractual commitments.
-Improved IT Service delivery across the enterprise by employing standard technology platforms and processes. As an example, implementation of VM Ware provided much needed application redundancy and reduced the number of physical servers by 40%.
-Implemented a culture of accountability and responsiveness within the IT organization. Established a quarterly scorecard system for each IT functional area for departmental evaluation and improvement.
Executive Vice President/CIO, METRIS COMPANIES, (Sold to HSBC – 12/2005), 2001-2005.
IT responsibility for a $1Billion+ diversified financial services company ($10 Billion portfolio). Businesses included credit card marketing & operations, consumer clubs, collection centers, customer service call centers, and outbound telemarketing; as well as IT responsibility for Direct Merchants Credit Card Bank. Responsibilities also included information security and internal fraud.
Technology platforms included Oracle, Hyperion, SAP, Kronos, Java, Apache, Avaya, Windows XP, MS Active Directory, Business Objects, Informatica, Capstone, IBM Mainframe, AS/400, Linux, AIX, Falcon, Dell, EMC, ICM/CMS call routing and switching systems, Cisco, MPLS and more.
-Reduced IT costs by $20 Million through consolidation and restructuring of the IT organization and renegotiating major supplier contracts.
-Implemented voice and data redundancy across the enterprise by re-engineering the data network utilizing MPLS technology which provided scalability and reduced costs by approximately $2 Million annually.
-Reprioritized IT projects with a bottom line focus such that ROI became a mandatory key evaluation component.
-Re-engineered the company culture and operations as a member of the six person Executive Committee at a time when the company was not profitable, and needed to improve operating efficiencies, return to profitability, and retain key personnel. Stock price improved from $1.29 to $15 per share during this period.
-Deployed a data warehouse environment that eliminated thousands of queries of the mainframe and Access and Excel macros used for internal reporting. The data warehouse processed terabytes of data for the enterprise.
-Developed an IT strategy and technology roadmap tied to business objectives which prioritized projects, assigned accountability, and highlighted risk areas to senior management. This provided a planning horizon for IT capital needs.
-Implemented best in class call center technologies for IVR, dialer, recording and PBX platforms. IVR resolution rate achieved 74%.
-Outsourced the external web hosting environment to a co-location environment reducing costs; stabilizing controls, processes and redundancies.
-Established and chaired the IT Council to drive technology strategies and IT governance. The business was heavily represented on the council to help drive project prioritization and sponsorship of key initiatives.
-Served as Senior VP/CIO of Direct Merchants Credit Card Bank.
-Successfully dealt with OCC auditors on a regular basis.
Vice President/CIO, HB FULLER COMPANY, 1995-2001.
St. Paul, MN
Global IT responsibility for a $1.4 Billion specialty chemical industrial manufacturing company (sealants, adhesives, coatings, and paints) with 90 locations in 32 countries. Technology platforms included MARCAM/Prism, JDE financials, AS/400, HP/9000, UNIX, Sun Solaris, Commerce One, Citrix, Linux, and more.
-Led a successful global ERP implementation using a MARCAM/Prism and JDE suite of applications.
-Consolidated 25 worldwide data centers and helpdesk operations into a new domestic data center as part of the ERP implementation process.
-Developed and implemented a global IT organization, including re-organization of Corporate IT. This involved building a partnership among all global IT stakeholders and establishing clear accountability and responsibilities.
-Drove global cultural change for this 100 year old company with other members of the executive committee using the global ERP implementation as a catalyst.
-Implemented a Technical Knowledge System for global capture, distillation and transfer of proprietary chemical compound information; and developed web based environmental and regulatory reporting. This enabled collaboration and shared development efforts by chemists around the world in development of new products and compounds.
-Deployed internet E-Procurement capabilities partnering with Commerce One.
-Deployed data warehouse capabilities covering sales, materials, manufacturing and financial environments eliminating thousands of queries against terabytes of data on multiple platforms.
Vice President, Information Systems, ZENITH DATA SYSTEMS, (Sold to Packard Bell in 1995) 1992-1995.
IT responsibility for a $1.4 Billion global personal computer manufacturer. Businesses included manufacturing operations, direct marketing, and product distribution centers. Technology platforms included IBM RS/6000 AIX/Oracle, HP9000/UX/Oracle for direct marketing, outbound telesales and order management, HP/UX/Oracle for shop floor data collection, and IBM mainframe for financial systems, international order processing and MRP, MPS, inventory and purchasing systems.
-Re-engineered systems and added new strategic systems functionality that improved profitability by $100 Million annually.
-Selected and implemented a direct marketing system focused on prepackaged product bundling. This provided on line order placement capability for customers and provided up-sell and cross-sell capabilities for the business.
-Drove development of build to order systems which was required to be competitive in the industry.
-Reduced losses and increased upside potential with improved internal cost controls, systemic sales and order management systems. Implemented rigorous sales and marketing systems that maintained channel integrity and pricing.
-Led implementation of a global electronic bulletin board system to support the largest military personal computer contract ever awarded at the time.
Manager, Information Systems & Technology, APPLE COMPUTER, 1988-1992.
IT responsibility for Apple’s Central and Eastern US Sales Operations, Product Distribution Centers, Customer Service Operations and Product Support Operations (55 offices in 37 states). Supported 2000 internal users across all functional areas representing combined sales revenue of $2 Billion with a staff of 30. Technology platforms included multiple IBM AS/400 systems.
-Consolidated a $1 Billion customer support/distribution/service operation into Charlotte in five weeks with only one day of scheduled downtime.
-Reduced product delivery cycle time by 2+ days through EDI connectivity with common carriers.
-Expanded the reach of IT with sales force, distribution teams and customers through active partnering in developing technology solutions to support business requirements. IT received an Apple Distribution Division Partnership Award.
-Developed new shipment tracking system to enhance customer satisfaction and reduce customer service call volume. Customer Service inbound call volume was reduced by 30%. Customers were able to track product orders on line.
-Supported Sales initiatives by working with prospective customers and the Sales Organization showcasing the use of Apple technology in the business workplace. Connecting with IT management peers was essential to close the sale.
-Managed the consolidation of all of Apple’s US Customer Support Operations into a new operations center in Austin, Texas. Requirements included setting up voice, data and network architectures, DR planning, and developing the IS support organization.
Previous positions include: Director of Information Systems at Equitable Resources Energy Company, Inc.; Director MIS, Business Systems Consultant, and Assistant Group Director of Finance at American Standard, Inc.