Position	CIO, VP, Director of IT
Location Confidential	No
Location	No preference
Willing to Relocate	Yes
Industry	Consumer-Packaged-Goods
Function	TECHNOLOGY(IT/EDP/MIS/Communications)
Compensation	$100,000 to $200,000
Resume Summary
IT Executive with 15+ years of building and leading technology teams that deliver value. National and multinational manufacturing/distribution experience. M.S. in Information Systems with particular expertise in Business/IT alignment, organizational change, large system implementations (e.g. ERP), and building high-performance teams.
Resume Body      CIO, VP, DIRECTOR OF IT
IT Executive with over 15 years of building, managing, and leading technology teams that deliver value. Experience in national and multinational manufacturing companies, including consumer packaged goods, food & beverage, medical devices and building products. M.S. in Information Systems with particular expertise in: * Business/IT alignment and strategic planning * Organizational change and process redesign * Large system implementations (e.g. ERP) * Building high-performance teams CIO 2003 - Present Building Products Manufacture/Distributor Ohio $200 million building products manufacturer/distributor with 20 locations throughout the U.S. and 500 employees. Joined the organization to rebuild the IT team, align IT investments with business strategies, and lead the organizational transformation (people, processes and technologies) for enabling 18% per annum growth. * Leading an organizational transformation: Established the business case and project roadmap for appropriately managing and optimizing our business processes. Expected five year benefits: Enable revenue growth of 18% per annum Reduce working days capital by 60% Increase EBIT by 6% ROI of less than 24 months * Transitioning IT team to a business partner: Coordinated the first enterprise-wide business strategy and established the supporting IT strategy to double revenue in five years Aligned IT investments with business strategies by establishing an IT Project Portfolio governance process Increased gross margin by 3% in six months after implementing processes and tools (business intelligence) for sales analysis Improved on-time, on-budget project performance by establishing a PMO (program management office) * Reducing IT spend while increasing performance: Restructured the IT organization around processes and transformed the culture from command-and-control to collaborate-and-responsible Reduced the ‘lights on’ IT budget by 21% - cancelled the infrastructure upgrade project, redesigned the underlying architecture and externally sourced the implementation and on-going management Increased infrastructure availability (down-time less than 6 hours/year), capacity (increased 250%) and performance (doubled data throughput) Director Corporate Systems 1999 - 2003 CPG Company Dover, Delaware $800 million consumer goods manufacturer with leading brands in Infant Care, Feminine Care and Sun Care products. Recruited by both the CFO and the VP of MIS to improve the business value delivered by the IT department. * Focusing the IT department on value: Increased internal efficiencies and enabled a greater focus on ‘grow the business’ opportunities without additional costs Reduced the new product time-to-market cycle by 50% by proposing and leading a task force to design/implement the use of collaborative product development and manufacturing processes/tools. This was critical in maintaining our #1 and #2 category positions against competitors that were 15 – 30 times our size * Delivering the right systems the right way: Established IT policies and processes that comply with federal regulations (FDA) for pharmaceutical and medical device manufacturers Redeployed existing HR systems organization-wide while streamlining business processes, standardizing data, and eliminating a proposal for a new HR system (redeployment costs of $90,000 versus new system costs of $900,000) Eliminated 85% of the manual administrative overhead and doubled our capacity for new product trials by implementing several new systems * Evolving IT operational maturity: Reduced the effort for the annual Finance/HR systems upgrade by 80% while increasing quality Increased the delivery of on-time/on-budget projects by 65% – to over 95% Piloted an IT organizational structure that improved existing support and service levels while eliminating the need for additional headcount Regional CIO – Latin America 1994 – 1999 International Diary Company Fort Lauderdale, Florida $6.5 billion international dairy company with sales in 80 countries and 2,500 employees. Latin America was the company's largest region generating over $1.5 billion in revenue through industrial and consumer product sales channels – and operating 11 wholly owned companies in 9 countries. Reported to the Regional CEO and accountable for the entire region’s IT services – including all staff (75+), technologies, and budgets ($15+ million operating budget). * Enabling business growth through new capabilities: Eliminated $20 million per annum in inventory costs by establishing Global Board of Directors support for the first regional implementation (12 deployments) of the “World Wide ERP Solution” (Oracle). The $18 million project, the largest IT-related project in the organization’s history, required significant organizational change driven by process redesign Reduced cost of goods by 15% for two joint companies by directing their ERP implementations (SAP) Enabled the organization’s most reliable demand forecasts within 18 months after implementing a regional S&OP process/system Doubled revenue in five years, including four acquisitions and one merger * Establishing IT services to support the business: Developed and deployed the first regional IT infrastructure, which was subsequently rolled out globally. Global adoption was driven by the low cost / high performance achieved in the region, and was the result of other senior business leaders directly requesting our model and involvement Built regional IT team from scratch. All members filled lead roles on global teams, in addition to their regional responsibilities * Delivering business/IT alignment: Established IT strategic planning as an integral part of the regional strategic planning process Stabilized "islands" of IT in 11 companies within a 9-month time frame, controlling IT costs and focusing investments on business priorities Education M.S. Nova Southeastern University, Computer Information Systems B.S. Wake Forest University, Mathematics and Computer Science Fellowship Sanno Institute of Business Administration, Management – Japan Professional Organizations American Society for Quality: An organization dedicated to the development and advancement of quality concepts, principles, and techniques. Agile Project Leadership Network: A community of project leaders that utilize and promote agile and adaptive approaches for linking people, projects and value.
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