2008 Present Food Service Provider Company
Chicago area, Illinois
Recruited to this privately held multi billion distributor of food products to recover a failed Enterprise Resource Planning implementation in the Minneapolis division. After implementing this system, I saw the need to improve project delivery results within the Supply Chain area, and set up a project management office which managed annual project spend of $30 million. When a new leadership team arrived to prepare the firm to go public, I was asked to establish an enterprise wide project management discipline to rapidly deploy technology initiatives and support the firm in becoming the leader in the food service industry. Annual technology spend is over $120 million.
11 Present Director of Enterprise Program Management Office
" Focused CIO and IT leadership team on most critical technology initiatives by organizing them as eight major programs. This resulted in on-time launch of an industry leading analytical pricing program, re-architecting of the eCommerce and mobility platform, termination of programs that showed marginal return, launch of a web-based customer service platform, and introduction of the firms first retail stores.
" Addressed the challenge of responding to changing business priorities by transitioning to an agile software development approach. Half of the firms 120 projects are now agile, with 5-10% productivity improvement, 15% more defects caught in testing, and a gain of 40% in design productivity.
" Sponsored Center of Excellence (COE) for project management professionals. The COE locks in best practices, is a sounding board for policy decisions, and generates commitment to the profession.
08 11 Director, Supply Chain Information Technology
" Built and ran Supply Chain project management office, accountable for $25 million in annual spending. Established role definitions, implemented formal waterfall system development life cycle, and coached IT project teams and their leadership.
" Managed firms first major offshore development initiative, converting an order management system to a service based java platform. The success of this project sparked an initiative that reduced the number of terminals a customer service representative uses from three to one and provided a single interface to our order, inventory, and delivery systems.
2005 2007 COGNIZANT TECHNOLOGY SOLUTIONS
Teaneck, New Jersey
Major Accounts Director
" Rescued 200 person offshore/60 person onshore program to build a master customer data platform for the wholesale banking division of a $1.3 trillion banking client. Signed over $8 million in new contracts and reduced uncollected receivables by $4 million in six months. Delivered 25% improvement in account profitability. Part of team that earned the clients prestigious Supplier of the Year Award in 2005.
2003 2005 AHOLD USA
Greenville, South Carolina
Director of Business Transformation
" Led effort to separate operations of the 500+ store BI-LO and Brunos grocery chain ($6.1 billion in sales) from parent company Royal Ahold. Managed 14 work streams, including decoupling $60 million of corporate services, outsourcing of supply chain, transition of Brunos Stores to BI-LO financial and people systems, separation of the IT organizations, and consolidation of marketing and merchandising organizations. Concluded initiative two months ahead of plan.
1996 2002 ACCENTURE CONSULTING
98 02 Senior Manager
" Led 40-member team to upgrade the security infrastructure for one of the largest insurance firms in North America. Program showed a 2:1 payback by standardizing administration of security across applications.
" Managed an initiative reducing time to issue new business by 50% for provider of sophisticated insurance products. Program implemented an image-based workflow solution, established a Knowledge Management program for an inbound call center, and re-organized the Information Technology department.
" Led assessment of the eCRM capabilities of the German and Italian Personal Lines divisions of a major U.S. insurance carrier. Developed blueprint for technical architecture, service center support, business processes, and marketing practices for sparking rapid growth and improving service.
96 98 Manager
" Transformed the training department of an eCommerce Internet banking provider from a $300,000 annual cost center to a $4 million annual profit center; repositioned the firm's training from a low quality 'give away' to a high quality and marketable product.
" Redesigned IT management processes and team roles for a large mutual insurance company, enabling the team to deliver in nine months a billing system that had floundered for nine years.
1987-1996 GEMINI CONSULTING
(Now Cap Gemini)
Morristown, New Jersey
94 96 Senior Consultant
" Implemented a supply chain initiative which saved $4 million annually for the largest polyolefin manufacturer in Western Europe. Broke down cultural barriers between firm's Norwegian and Finnish divisions by building teamwork among leaders of the sales and production scheduling areas.
" Spearheaded customer satisfaction initiative for a large insurance client that focused the sales organization to be more receptive to customer ideas; implemented problem solving tools educating and enabling sales agents to address service problems.
91 94 Manager of HR, North America
" Integrated and managed human resources function during merger of United Research and MAC Group to form Gemini Consulting; managed seven human resources professionals.
87 91 Consultant
" Analyzed and re-engineered rating and coding processes for British insurance firm, increasing productivity 20-30% by eliminating redundancy and implementing work standards.
1985 1987 PROCTER & GAMBLE
Cincinnati, Ohio; Green Bay, Wisconsin
Directed financial control and reporting for a $300 million annual production plant; managed five accountants.
1980 1983 NATIONAL STEEL
Managed seven electronics technicians responsible for control equipment on five cold roll steel production lines.
MBA Finance/Marketing, University of Chicago 1985
BS Electrical Engineering, University of Illinois 1980
Electrical Engineering, University of Illinois 1980
Project Management Professional (PMP) Certification