SUMMARY:

• High energy IT executive with a proven history of completing complex projects on time and on budget. Successful Confidential building teams comprised of top talent into a unified IT organization highly focused on achieving strategy and business goals. Delivering revenue and customer satisfaction gains across industries, with a track record of managing large international projects, budgets, focused on bottom line, and driven to produce increased profits. In my last two roles as an executive, I have often been called on to assist Operations management Confidential our U.S., Canadian, Japan, and Mexican manufacturing facilities to resolve issues with scrap, improvement in manufacturing, labor efficiency, and reporting.
• Extensive experience working with private equity, buying companies, due diligence, and merging operations, master data, and ERP systems, participated in six company acquisitions in the past four years. Experience includes consolidating staff, migrating ERP and other tier one systems, optimizing departments, consolidation of data center operations, and building successful teams worldwide.
• Fluent technology professional capable of designing and developing state - of-the-art solutions, comprised of cost effective, innovative, and high-performance technologies both in the application and infrastructure space. Well versed in Agile/Scrum and ITIL methodologies, extensive experience designing and supporting SaaS, ERP, and CRM solutions: Oracle eBusienss suite, SAP - early versions and S/4 HANA, Epicor, Progress MFG/Pro, Job Boss, and Dynamic AX. Web projects including E-commerce, EDI, B2B, portals, and social collaboration sites.
• Excellent problem-solving skills, ability to see big picture, break down details, analyze integration points, and identify root cause(s).
• Latest projects have yielded substantial improvements in current operations, reliability, and savings to the business:
• Launched Epicor ERP system in 14-months, migrated data and processes from legacy Macola.
• Launched QAD EQMS Quality system in 10-months to replace legacy MQ1
• Provided data cleansing and process preparations to SAP S4 Hana from SAP ECC 6.0
• Managed SAP development Confidential globally.
• Launched several applications and ERP systems using Microsoft Azure and AWS.
• Upgraded Epicor ERP from 9.x to 10.x, retired numerous customizations improving reliability.
• Developed Nesting for manufacturing and Quality modules in HDPlus (HDPlus is a system I developed using Microsoft Dot NET with SQL backend as a helpdesk, change control, and disaster recovery / business continuity management solution in 2009)
• Completed network upgrade to SD-WAN, completed ahead of schedule, with zero post launch issues, and saved the company $225,000 per year by eliminating legacy error prone hub-spoke network.
• Numerous, extensive big data projects and daily reports to executives, manufacturing, sales and supply chain using Tableau and Microsoft Power BI.
• Several deployments with Sales Force, mobile and reporting customizations.
• Launched and supported Host Analytics and Vena GL roll-up reporting

PROFESSIONAL EXPERIENCE:

CIO & VP Information Systems

Confidential

Responsibilities:

• Recruited by CEO to join the organization as CIO, duties included rebranding and organizing IT department. Eliminate non-performers and staff the organization to support expanded organic growth including acquisitions. Resolve critical infrastructure and systems issues that were paralyzing the organization. Evaluate, select, and deploy ERP system capable of meeting company objectives and growth.
• Staff - after careful evaluation optimized staff and brought in more experienced, proven performers to lead key areas of the IT department.
• Budget - no established process in place, budgeting was hit and miss, too many surprises, and only one person managed the budget - the previous IT Director. I established a proven process used for years Confidential other automotive organizations and assigned ownership of key budget areas to my direct reports. Today the budget is reviewed monthly in the IT staff meeting. We are on-budget and plan with all projects.
• Infrastructure - major issues with infrastructure, from devastating security holes, reliability and performance issues, to outdated and end-of-life software running critical systems.
• Companywide re-design of network, WI-FI, and security posture. To my dismay discovered that the internal domain name being advertised was not owned by the company. This is now resolved.
• Key server upgrades were required to restore stable working environment and solve significant business risk. Ex.: daily backup of ERP took 36-hours, it now completes in 2-hours.
• Legacy ERP System - built on a legacy accounting system called Macola, almost 20-years old. Does not support multi-site, currency, or languages. The system experiences issues such a single sided GL transaction, crashes, slow, performance issues caused by questionable design of Macola. Ex. GBKMUT is a single file in Macola, a bottleneck that records a copy of every transaction in the entire system, performance issues, and record locks. Requires routine downtime to purge and re-index the database far more than normal. It is not uncommon to see this file grow as large as 400 million rows in just a few days. System time-outs, record-locking, data corruption an almost daily occurrence. The system was riddled with customizations and add-ons to add needed functionality, performance was horrible (Vena uploads took almost 3-hours, daily backs 36-hours, etc.), SQL grossly misconfigured and not properly sized, no redundancy, no disaster recovery plan. This situation deteriorated to the point that new projects such as standard value-added cost roll, binning, and traceability were put on hold because the Macola system could not sustain the added workload and SQL transactions.
• Revived failed ERP analysis project from 5-years ago. Reevaluated list of potential ERP systems and boiled that down to three: Plex, QAD, and Epicor. After careful analysis and assessment of what Confidential needed (…and could afford) decision was to purchase Epicor. We desired a cloud hosted ERP without the restrictions of a cloud managed solution. Decided to purchase on-premises version of Epicor software and host it on Microsoft Axure under my teams’ control. This gives us the flexibility of a cloud-based solution without the limitations of a 3rd. party management environment, limited access to SQL, etc.
• Epicor 10.x - Epicor to replace Macola, project 70% complete. Due to crippling limitations and reliability issues with Macola this has become an emergency. Epicor deployed by customer and within 14-months of software purchase. Utilized AIM Autocor for EDI, barcoding, and shipping processes. The move to Epicor is already improving performance and functionality. Epicor is an enterprise class ERP, and very similar to SAP in structure and functionality. With Epicor the company now enjoys an enterprise class ERP, supporting multi-site, multi-currency, multi-language, with country specific modules that handle tax and export requirements for Mexico and Vietnam. Epicor is deployed on Microsoft Azure using on-premise licensing. This approach provides Confidential the best of both worlds, hosted by Microsoft for infrastructure reliability and dynamic sizing, and the flexibility to manage the ERP system directly, extract data for Power BI, etc. My team manages the Azure environment as well.
• Upgraded use of Microsoft Office 365, transferred users from Skype to Teams. Have expanded the use of Teams for collaboration, meeting management, project management, etc.
• Rewrote BPM on-ramp process using Microsoft Power Apps and Flow.
• Upgrade company Quality system. Confidential currently used MQ1 and has not been upgraded for nearly 10-years. Evaluated IQS and ETQ, decided to upgrade MQ1 to EQMS by QAD which is also a cloud hosted solution.
• Redesigned company internal and external websites.
• During ERP implementation entire finance team resigned. CFO, Director of Finance, Finance Manager, and a A/R administrator. During this period, I have assisted finalizing GL Mapping, data extracts from old ERP to new version, interfacing and working with Vena to complete new data map for financials and designed new interface between ERP for daily Power BI dashboards.
• During launch in Mexico, I have also played integral role managing operations staff,, and assisting with customization to meet Mexican Carta Porta and Customs reporting requirements.

CIO & VP Information Systems

Confidential

Responsibilities:

• Acquired and merged IT Operations of six companies purchased over the past two years into a unified, collaborative organization.
• Tasked with completing due diligence of German based manufacturing organization with sites in Hungary, Romania, France, and Malaysia. The company is currently running SAP ECC configured with a runtime version of HANA.
• Rebuilt current ERP system after a “struggling” launch of Epicor 9.05. Best decision for the company Confidential that point in time was to upgrade to Epicor 10.1 and remove poor performing customizations. Started project in January 2016, and seven months later completed launch of Epicor 10.1 on August 1, 2016. During this process consolidated and eliminated numerous poor performing ERP customizations.
• Created a business warehouse for BI reporting. Chose Tableau as the reporting mechanism, used MS SQL as data warehouse to consolidate various ERP master data from purchased companies until ERP conversion could be accomplished. This provided the ability to gain vision into acquired company’s financials immediately after close and during transition.
• Rolled out companywide Intranet internal portal for communications, data repository, and daily dashboard reporting. When user’s login each morning they are automatically logged into the portal and their department’s dashboard. Extensive use of BI reporting provides current reporting such as: CEO dashboard, sales trending, daily order intake, backlog, manufacturing status, RMA, and many more. Sales representatives also receive daily key sales reporting pushed to their mobile devices via email, using this tool they can view daily sales, sales trend, monthly status, year-to-date, commission status, etc.
• Launched Sales Force, focused on mobile sales and service management, linked to ERP system. Live data is pushed to each sales representative with the ability to pull up customer data, open orders, late orders, quotes, and a customer aged receivable reporting.
• Assumed leadership of Intooligence project. Intooligence is a mobile solution acquired from one of the companies purchased by Techniks. Intooligence is a web-based service management tool written in C# and hosted in the cloud. My job was to salvage a problematic, incomplete application and guide the solution to a production ready status. That was completed in June of 2018. The solution includes ERP interfaces such as: SAP, Epicor, Job Boss, and QuickBooks. Real-time, bi-direction data flows between Intooligence and ERP systems allowing service representatives to update service tickets, provide quotes to customers, gain customer sign-off via mobile device (supports iPad and Android tablets), and advanced notification of incoming orders, all of this using an easy to use graphical interface. The tool is also offered to our larger customers as a sales incentive to retain their business, in this version we developed and supported a barcode driven tool bin management solution. Provided laser-etching of 2D and 3D barcodes and serialization of products. Intooligence is also used internally to manage shop floor service work of customer products until delivery. Intooligence is currently live and in full production.
• Launched Host Analytics, linked to ERP system, and developed custom reports.
• Expanded use of Microsoft Office 365, Business Skype, and Enterprise SharePoint
• Replaced outdated, antiquated and incompatible phone systems with companywide VoIP Ring Central system.
• Reduced long distance and international calling costs, 4-digit extension to any site world-wide over our network.
• Consolidated conferencing calling systems to Ring Central adding additional savings
• The system links user email to desk phone voice mail and fax.
• Calls can be “hot” transferred to mobile device and/or calls can be automatically routed to mobile device when out of office.
• Re-architect and deploy wide-area network and security, plan was to replace a 5-year contracted solution with a local vendor that had become essentially unworkable and was not meeting the growth or service requirements of the company. The new system was based SD-WAN technology, the initiative also improved WAN reliability, reduced cost, and improved security.
• Launched Memorial Day weekend 2018.
• The network was scheduled to be down for 24-hours. Thanks to detail planning and other preparation work initiatives the network migration was completed 12-hours earlier than planned outage window.
• Minimal post-launch issues.
• Infrastructure health checks, tuning, and optimization
• Launched new Helpdesk system using HDPlus (developed by Horlander)
• Improved system monitoring using advanced monitoring tools
• Established formal change and purchase control policies and tools

Chief IT Architect & Data Officer (CADO)

Confidential

Responsibilities:

• SAP Master Data Clean-up. Established data control standards and clean-up processes.
• Global Web Portal: Project included B2B eCommerce and service portal, web marketing, social collaboration (blogs, communities, and forums), and eLearning. Consolidate multiple inconsistent and poorly performing legacy websites into a single state-of-the-art system using Hybris platform with linkage to SAP and Sitecore. Storefront, marketing campaign management, self-service, and worldwide collaboration.
• Aligned document repository for complaisance, achieved FDA section 920 regulatory requirement.

Director, Global Infrastructure & Operations, Acting CTO

Confidential

Responsibilities:

• Global staff of 131, seven (7) direct reports
• 15 cost centers and international budget of 40M€ ($55M)
• Supported Enterprise Systems, mainframe, and AS400 environments.
• Consolidated 13 data centers globally; $8.2M reduction in cost
• Designed and implemented SAP Multi-instance strategy, to solve global reliability issues, for example with SAP hosted in France, bar code scanners would time out in China. Building out the multi-instance strategy solved issues like this plus provided an internal DR capability.
• Launched global upgrade of Active Directory and Exchange, over 100,000 global user accounts.
• Launched SAP HANA to improve response time of SAP Supply Chain, MRP, and Finance Apps
• Analyzed and developed global Microsoft Office strategy in support of 38,000 users
• Merge of Confidential WAN network to Confidential, including AD and Exchange environments

Sr. Director, Technology, Infrastructure, and Operations

Confidential

Responsibilities:

• Global staff of 75, three (3) direct reports
• Four cost centers and budget of $25M, overall achieved global IT cost model of 1.2% of GP
• Uptime of 99.5%
• Departments managed included:
• SAP Development
• Architecture
• Telecommunications
• Data Center Operations

Confidential

Responsibilities:

• Assigned to lead carve-out of $3B division from Confidential to Confidential
• Designed, negotiated, and deployed global WAN, 33-countries (in only 9-months)
• Designed and deployed new and upgraded global data centers
• Transition active directory and exchange from parent company, all users, accounts, and data
• Transition production applications and data to support entire organization
• Completed TSA (Transition Services Agreement) ahead of schedule, under budget, and with zero (0) unscheduled downtime
• Successfully completed global Disaster Recovery and Business Continuity project

Director, Enterprise Architecture and Operations

Confidential

Responsibilities:

• Promoted from Oracle Program Manager to IT Director May 2003, managed staff of 43 through two direct reports, managed Infrastructure, Architecture, and Data Center Operations, supporting three data centers supporting 12,000 users