CIO for Private Equity and Turnarounds

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Position
CIO for Private Equity and Turnarounds
Location Confidential
No
Location
No preference
Willing to Relocate
Yes
Industry
Industrial-Products-Equipment-Components-Supplies
Function
TECHNOLOGY(IT/EDP/MIS/Communications)
Compensation
$150,000 to $300,000

Resume Summary
IT executive with deep experience driving profit improvement for private equity and private held companies or Fortune 200 companies:
- pragmatic IT strategy formulation and implementation
- aggressive, reliable mergers, acquisitions and divestitures projects
- governance and organization transformation.

Resume Body      CIO FOR PRIVATE EQUITY AND TURNAROUNDS

Profit-generating CIO / CTO formulating pragmatic IT strategies and
implementing business transformation projects for Fortune 500, privately-held and private equity portfolio manufacturing and distribution companies.
" Business Strategic Partner: collaborates closely with the executive team to develop a vision and to enable and achieve business objectives via IT strategic investment and governance.
" Strategic Initiatives Champion: Identifies, defines and implements initiatives that increase profitability and cash flow from improved business processes that reduce cash outflow for labor and inventory and increase revenue and gross margins.
" IT Transformation Leader: designs and implements an IT team that supports the short and long term business objectives; creates high performing teams from combinations of internal employees and external providers; teaches and mentors IT leaders and staff to increase their contributions and advance their careers; ensures that the trains on time and new track is laid reliably and efficiently.

EXPERTISE THAT DELIVERS RESULTS
" Private equity and publicly traded companies
" IT strategy formulation and implementation
" Divestitures, mergers & acquisitions (M&A)
" IT Organization Transformation / Re-engineering
" Manufacturing, distribution, supply chain, logistics and information services
" Applications: ERP, CRM, SCM, PLM, MES, e-commerce, VMI, BI / DW, WMS
" On-Time / On Budget Program delivery / PMO
" ERP migrations and integrations
" Cloud & SaaS solution evaluation and delivery
" Compliance: SOX, DoD / ITAR, FDA, PCI
" Vendor & Product Management: SAP, Oracle, IFS, salesforce.com, Infor BPCS-Baan-ERP-LN, PRMS, Cognos, IBM, WebSphere, etc.
" Credentials: MBA / CPA / CPIM

A SAMPLING OF PROFIT GENERATING INITIATIVES
" Formulated the strategy, plans, and budget and then migrated 7 companies from 6 different ERP and supply chain management systems to one ERP/CRM, document management and data warehouse in less than 17 months. The systems support FDA, PCI and ISO process standards.
" Evaluated, selected and implemented a warehouse control system in four months, reducing labor costs by 25% labor and returning the capital investment in 18 months.
" Developed the global PLM direction for the Truck and Engine Product Development organization, consisting of 1,500+ engineers located in the US, Brazil, India and China. Key projects included BOM data roll-up and standardization, CAD system migration and automated engineering releases.
Reduced discretionary IT spending by 20% in one year by modifying the approach and scope of misdirected projects, changing sourcing approach and realigning priorities to long-term objectives.
" Implemented a vendor managed inventory (VMI) solution with a national distributor resulting in improved distributor inventory turns of at least 25% and sales of 15% to 30% within three months.
" Evaluated, purchased, developed and implemented an enterprise-wide BI/ data warehouse system for $300,000 in six months, achieving a three-month payback from improved sales margin.
" Reduced base-line IT spending approximately 25% by (1) rebuilding the technical services team, (2) negotiating new leases for the WAN and infrastructure, (3) developing a business governance process setting strategic and tactical priorities, and (4) developing a charge-back methodology.
" Gained executive consensus across business units for a new MES direction and implementation plans for a Fortune 200 global automotive industry manufacturer.
" Led the development and implementation of a new business-to-consumer and dealer collaboration e-commerce initiative of $1 million with an expected payback of less than two years.
" Implemented extranets and an eLearning system for employees, dealers, and suppliers, providing new efficient online sales tools. Completed the project in four months.
" Developed business process automation systems including a digital asset and content management system, and an engineering change workflow system to reduce time to market for new products.

CAREER EXPERIENCE
YOUNG INNOVATIONS, INC. VP of Information Technology 2013 to 2015
A mid-size private equity owned company that manufactures and distributes dental tools and equipment.
Prior to the private equity firms acquisition, Young operated the various companies independently on different IT business systems and made minimal IT spending and had an inadequate IT department for the growth plans. Hired develop an IT strategy and quickly migrate all entities to a single set of application systems and create a stable platform for international growth.
" Formulated the strategy, plans, and budget and then migrated 7 companies from 6 different ERP systems to one ERP/CRM, document management and data warehouse in less than 17 months. These systems were FDA and PCI compliant and configured to support ISO process standards.
" Evaluated, selected and implemented a warehouse control system in four months, reducing labor costs by 25% labor and returning the capital investment in 18 months.
" Built the project teams and the IT department staff and vendor agreements to support the planned global and domestic acquisition and organic growth.
" Implemented cloud solutions for ecommerce, EDI, sales tax, and backup/disaster recovery (DRaaS, BaaS).
" Managed annual IT spending to levels significantly less than industry averages while supporting a set of complex and diverse business operations, locations and markets.

APEX3, LLC Client Engagement Principal 2013
A boutique management consulting firm focused on private equity and turnaround clients.
Provided IT advisory and executive leadership services to CEOs and CIOs to improve business profitability through improved business processes and IT capabilities.

For a major private equity firm, developed an integration program and IT strategy for the planned acquisition of two chemical manufacturing companies with operations in the USA and Canada. Evaluated current IT capabilities, designed the business process and IT future state, and developed the initiatives to overhaul of the financial and management reporting, operations improvement and supply chain management capabilities.

NAVISTAR INTERNATIONAL CORP. IT Business Partner / Division CIO 2008 to 2012
A publicly traded (NYSE: NAV) Fortune 200 manufacturer of engines, trucks, buses and military vehicles.
Developed and directed the IT strategy, budgets and systems development initiatives for the $4 billion Engine Division. The Engine business encompassed more than 100 IT individuals globally, approximately 5,000 employees, and 10 plants in the USA, Brazil and with joint ventures in China and India. Key systems included SAP, Baan/ERP-LN, and Siemens Teamcenter PLM. Annual budget responsibility exceeded $40 million.
" Developed the global PLM direction for the Truck and Engine Product Development organization, consisting of 1,500+ engineers located in the US, Brazil, India and China. Key projects included BOM data roll-up and standardization system, CAD system migration and automated engineering change releases. This solution solved ITAR and DoD security issues.
" Reduced discretionary IT spending by 20% in one year by modifying the approach and scope of misdirected projects, changing sourcing approach and realigning priorities to long-term objectives.
" Developed Engine executive consensus on a global ERP strategy with business case and implementation plan.
" Gained executive consensus across business units for a new MES direction for the truck, engine, foundry and fuel-injection component businesses with implementation plans.
" Initiated a new IT governance committee and PMO for the Engine and Product Development organization.
" Evaluated cloud CRM solutions and implemented Salesforce.com for the NA Engine division.
" Reduced estimated software fees by more than $2 million over two years by negotiating a new Teamcenter license agreement with Siemens to lock-in higher discounts for all global purchases.
" Migrated an acquired strategic business unit to SAP in four months for less than $1 million.
" Developed and initiated a project to migrate two foundries to SAP in 6 months for $1.2 million.

KLEIN TOOLS, INC. CIO / VP of Information Technology 2002 to 2007
A family-owned and managed midsize hand tools manufacturer for the construction, electrical, and telecommunications industries, with five factories, approximately 1,000 employees, and 5,000 distributors and retailers, including The Home Depot, Lowes and W.W. Grainger.
Recruited by the Klein family to upgrade the IT capabilities and modernize key business processes with new IT solutions. Reported to Klein family executives in the Chairman, CEO and President roles. Responsible for all IT strategy formulation, budgeting, development, implementation and operations.
" Led the development of a new business-to-consumer and dealer collaboration e-commerce initiative of $1 million with an expected payback of less than two years.
" Implemented a vendor managed inventory (VMI) solution with a national distributor in five months resulting in improved distributor inventory turns of at least 25% and sales of 15% to 30% within three months.
" Evaluated, purchased, developed and implemented an enterprise-wide data warehouse system (Cognos) for $300,000 in six months, achieving a three-month payback from improved sales margin.
" Reduced base-line IT spending approximately 25% by (1) rebuilding the technical services team, (2) negotiating new leases for the WAN and infrastructure, (3) developing an IT planning process to set priorities based on business objectives, and (4) developing a charge-back methodology.
" Implemented extranets and an eLearning system for employees, dealers, and suppliers. Completed each project in four months.
" Developed multiple business process automation systems including a digital asset and content management system, and an engineering change system to reduce time to market for new products.

IDEAL INDUSTRIES, INC. VP of Information Technology 2000 to 2002
A family-owned electrical supplies and tools manufacturer, distributing products to an international customer base through a manufacturing supply chain of three factories and five distribution centers, 600 employees, and 5,000 distributors and retailers, including The Home Depot, Lowes, Graybar, and W.W. Grainger.
Responsible for IT strategy formulation, development, and implementation. The technical environment included a broad-set of ERP, warehouse management and EDI applications.
" Developed the ERP software strategy and obtained executive team buy-in to implement a tier-1 ERP product.
" Reduced annual expenditures by more than 8% while increasing capabilities by renegotiating key IT provider contracts and rationalizing staff and software maintenance costs.
" Directed the implementation of Manhattans warehouse management system for the central distribution center.
" Developed and implemented a project request and IT governance committee to set tactical priorities.

CCC INFORMATION SERVICES, INC. SENIOR VP OF MIS 2000
A $200 million automotive insurance information services and software solutions provider.
Responsible for the IT organization for the product delivery and the internal business information systems. Directed an annual budget exceeding $20 million and a department of 80 IT professionals, developing and delivering ASP/cloud based products and technical operations on a 24x7 basis.
" Developed an IT turnaround plan in 60 days to improve product delivery by via application re-engineering and infrastructure investments to improve product reliability and availability.
" Reorganized support processes and responsibilities to improve system reliability and availability.
" Negotiated a new cellular telecommunications contract to reduce operating costs by more than 33%.

METROMAIL CORPORATION VP of Technology and Operations 1997 to 1999
Metromail was a $300 million direct marketing and database marketing business; On-Line Services was a $40 million business unit providing high-availability and performance information solutions. Experian purchased Metromail and closed down the On-Line Services division.
Responsible for development of required business and IT strategies. Implemented process improvements and enhanced the organizations technical skills, structure and staffing. Managed a $23 million annual budget, 5 direct reports and associated staff of 70 IT professionals.
" Developed and delivered cloud-based and on premise real-time / high-availability and high-quality information applications and database solutions to clients such as Visa, MasterCard and Sprint.
" Developed and implemented a new credit management application to replace a legacy IBM mainframe with high-availability UNIX and Microsoft Internet technologies. Defined business case and project approach for replacing the existing credit risk cycle management products.
" Transformed the IT organization and improved service levels in less than 18 months by hiring a progressive management team and new development staff while culling ineffective personnel.

ANDERSEN CONSULTING, LLP Strategy Engagement Manager 1996 to 1997
A $7 billion international consulting firm; the Strategic Services practice provided business and IT strategy formulation and implementation management services.
Conducted formal IT strategic consulting for major companies completing these key engagements:
" Developed an IT strategy for a $2.5 billion international building products manufacturer, including the vision, strategies and resulting implementation initiatives. These initiatives included re-engineering the supply chain, a manufacturing cost reduction program, implementing shared services for the financial and administrative functions, re-engineering the delivery capabilities of the IT organization, establishing the CIO position, and changing the IT governance processes. Developed the business case and four year plan for replacement of the various applications and infrastructure and IBM mainframe to deliver increased annual profits of $90 million.
" Developed new IT governance and projects portfolio management processes for a $2 billion international pharmaceutical firm; developed procedures for conducting the IT Steering Committee.
" Assessed IT organization capabilities for a $2 billion financial services firm, recommending the necessary changes to the strategies, processes, organization structure, staff skills and technologies.
" Developed a new IT project prioritization process for a $16 billion international heavy equipment manufacturer, enabling executive management to determine a priority schedule based on objective criteria for determining strategic value, business case, and relative risks of numerous business and project opportunities.

ASSOCIATED STATIONERS, INC. Director of Information Technology 1992 to 1996
A $500 million wholesaler of office products with 17 distribution centers nationwide; created in 1992 from the leveraged buyout of the wholesale business from Boise Cascade Office Products. In 1995, Associated Stationers purchased United Stationers, Inc., resulting in an ROI of 36x to the Associated investors.
In this private equity scenario, was a member of the MBO / LBO team that grew the business from $380 to $500 million in three years. Managed a $14 million IT budget and outsourcing agreements for applications infrastructure.
" Negotiated a long-term IT services outsourcing contract, which raised more than $7 million of start-up capital. Managed the outsourcing relationship and enforced contractual and resolved business issues.
" Successfully implemented in six months a demand-forecasting, inventory planning and purchasing system that improved line fill by 10% and reduced purchasing payroll by 50%.
" Integrated an acquired competitors west coast operations and systems in less than four months.

BOISE CASCADE OFFICE PRODUCTS Applications Manager
BRICKER & ASSOCIATES, INC. Client Engagement Manager
ARTHUR ANDERSEN & CO. / MIC DIVISION Senior Consultant

EDUCATION AND PROFESSIONAL CERTIFICATIONS
" Master in Business Administration with concentrations in MIS and Production & Operations Management; Indiana University in Bloomington; Associate Instructor of Accounting for Indiana U. School of Business
" Bachelor of Science in Accountancy, University of Illinois in Champaign-Urbana; Significant course work in computer science: COBOL, FORTRAN and database design
Certified Production and Inventory Manager, American Production & Inventory Control Society
Certified Public Accountant, Illinois and American Institute of CPAs

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CIO for Private Equity and Turnarounds

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