Ted Niederecker

469-***-****

acrv2m@r.postjobfree.com

https://www.linkedin.com/in/tedniederecker

Performance Improvement Consultant

Business Transformation / Finance / IT / Supply Chain / Strategy

Complex problem solver. Outstanding analytical skills. Creative. Thinks out of the box. Demonstrated success delivering complex, cross-functional projects and programs, including numerous ERP implementations to improve business performance. Solid track record of leveraging extensive business and technology expertise to identify opportunities for improvement and to create effective solutions to complex challenges and problems.

Performance Improvement

Strategic & Operational Planning

Financial & Operations Analysis

Project & Program Management (PMO)

Inventory & Materials Management

Supply Chain Management

M&A Integration & Shared Services Business & Market Development

Budget, Cost & Internal Controls

Business Turnaround

Product Development & Launch

Financial & Management Reporting

QFD, VOC, SPC, Lean Six Sigma

Business Systems Planning – ERP/SAP

Policies, Processes & Procedures

Client Relations & Retention

Contract & Agreement Negotiations

Organization Change Management

Proven ability to understand enterprises from all perspectives and perform top-notch business process transformation to improve efficiencies and drive enterprise profitability. Recognized for building productive teams, developing positive relationships and cultivating valuable strategic alliances. Successful in turnaround situations. Excellent client service, communication, negotiation, organizational and analytical attributes.

Career Highlights & Selected Achievements

Created global business transformation & IT strategy for multinational industrial enterprise. Recommendations included management reporting, master data, software, and business process transformation. Also identified critical vulnerabilities which led corporate management to embark on a program to radically improve its data center / disaster recovery situation. Recommendations were approved by CEO, CFO, & CIO which led to multi-year business transformation program.

Directed several programs and projects related to integrating the enterprise’s numerous business acquisitions. Enabled implementation of shared services for Finance, Human Resources and IT. The results were improved management reporting, streamlined operations, and significant cost reductions.

Restructured manufacturing operations and budget process to improve standard cost accuracy. In first year under new cost center structure and standards, standard cost accuracy improved from 50% to 99% and division was only one to be profitable in spite of an economic downturn in the industry.

Led corporate and auditor sponsored, cross-functional pilot project to implement closed loop management techniques. Division reduced inventory 61%, improved inventory turnover.

Implemented internal controls system where none previously existed. Used Transaction Flow Analysis methodology by external auditor, to define division’s process flows and control points. Where deficient, created new controls to enable division to pass audit.

Successfully valuated proposed acquisition of approximately $100M. Prepared detailed model of economic value of assets to Chairman, Vice Chairman, CFO and external audit partner. The external audit partner wrote a letter of commendation for the quality of analysis.

Participated in cross-functional team to improve product development process. Group GM selected his top 40 managers to collaborate on integrated product development process involving Finance, Purchasing, Quality, Engineering, Manufacturing, Service, etc. New process assured new product design would meet holistic needs of business, suppliers and customers.

Revamped web and branding strategies for multinational enterprise. Designed global website template, guidelines and governance to harmonize and eventually consolidate various websites. Led to the renaming of business segments to improve corporate brand globally.

Led 6 functional teams during successful implementation of ERP for computer peripheral firm. Selected new ERP software to replace systems. Successfully replaced all antiquated back office systems with ERP packaged software enabling better operations and decision support, improved business processes, and lower IT costs.

Led diversified teams for full life cycle ERP implementation for multibillion dollar electronics industry client. Directed Materials Management, Production Planning, Security and Final-cutover teams and participated on Integration team. Project successfully went live on time and on budget, replacing all their back office systems and processes.

Member of the team that proved that SAP could successfully integrate with i2 Technologies` theory of constraints advanced planning software as a superior supply chain management alternative to traditional MRP alone.

At Price Waterhouse LLP, selected to SAP Supply Center of Expertise Steering Committee. Held this position in addition to normal project management duties for two years. During that tour of service, managed SAP consulting practice including hiring and assignment of consultants to client engagements

Integration Lead on very large system implementation for multibillion dollar Technology Company. Project had 217 full time project staff. Successfully went live across USA, France and Puerto Rico. Project had a very large change management component.

Led large business development efforts as member of IBM’s elite Tiger Team. Formulated winning deployment strategy for $120M implementation of SAP ERP for major financial advisory client in 147 countries with 130,000 staff. Other wins included food & beverage enterprise ($13M) and an Aerospace and Defense Contractor ($8M).

After a rigorous selection process, managed a program to implement a new VoIP phone system across enterprise’s operations in North America, improving customer service, interoffice communication and lowering costs.

Professional Experience

William W. Rutherford & Associates, Dallas, TX, 2015 to present

Senior Consultant

Leading an Oil & Gas client to define its data architecture, governance and reporting strategy for all of its operations in Southeast Asia and Australia as part of a larger multiple work stream business improvement project.

Computer Sciences Corporation, Dallas, TX, 2014-2014

Associate Partner / Program Manager

Led and supported business development pursuits, designing innovative solutions to meet client business needs. Activities included responding to RFPs, developing win themes, drafting thoughtful business solutions & implementation strategies, preparing staffing plans and cost estimates, bid approval, client presentations, and drafting statements of work. Also did practice development.

IBM Global Business Services, Dallas, TX, 2011–2013

Associate Partner / Senior Project Manager

As member of Tiger Team, led and supported business development pursuits, designing innovative solutions to meet client business needs. Activities included responding to RFPs, developing win themes, drafting thoughtful project implementation strategies, preparing staffing plans and cost estimates, bid approval, client presentations, and drafting statements of work.

Wins included A & D client ($8M), CPG client ($13M), and FS client (>$120M).

HORIBA International Corporation, Irvine, CA, 2001–2011

Vice President, Information Technology

Directed complete IT function, including IT strategy, program/project management, ERP, network administration, communications, security, and budgeting. Led IT staff and contractors to provide world-class support for businesses in North America. Prepared detailed annual budgets, capital spending plans, and strategic plans.

Architect of HORIBAs global enterprise IT strategy to unify its 43 companies in 22 countries, enabling shared services, improving supply chain performance, customer service, management reporting, and achieving record sales and profit.

Reduced IT costs to <2% of sales by successfully transforming business processes, implementing VoIP, etc.

Collaborated with colleagues in Japan to radically revamp HORIBA’s websites globally to improve branding.

Produced significant annual savings of by upgrading SAP ERP system, implementing global MPLS network, and revamping IT vendor strategy.

Secured higher IT department expertise per dollar spent by selectively utilizing IT contractors and outsourcing.

PwC Consulting, Irvine, CA, 1995–2001

Principal Consultant / Project Manager

Delivered projects as large as 217 project staff as project manager, integration manager, and team leader. Provided comprehensive consulting services to IBM, Hyundai Electronics, StorageTek, PetSmart, Universal Studios, General Motors, and other leading corporations. Led detailed business development initiatives. Served on steering committee for Supply Chain Center of Expertise and Integration Center of Expertise.

Developed Strategic Enterprise Architecture methodology that successfully aligns business and IT.

Recipient of “Walk the Talk” Award for leadership.

Lockheed Martin Corporation, Anaheim, CA, 1987-1995

SAP Team Leader (1994–1995)

Led 26 project staff on 6 teams to successfully complete full life cycle SAP ERP implementation. Re-engineered all business processes to maximize utilization of SAP best practices and to radically improve efficiencies and lower operating costs.

Successfully replaced back office legacy systems and processes with SAP ERP via big bang for all U.S. operations.

Operations Manager - Supply Chain (1989–1994)

Directed materials management (i.e., planning, purchasing & distribution) functions for $76M computer peripheral consumables products division. Led staff of 21 employees to achieve peak performance. Managed operations at distribution centers and an annual expense budget of ~$4M. Transformed departments using analytical and accounting skills to increase productivity and profitability. Prepared strategic new product forecasts, and when necessary managed product allocations among customers.

Created worldwide supply chain and vendor strategy balancing requirements of cost, product design, quality, lead-time, ease of communications, and flexibility.

Negotiated vendor purchase agreements worth as much as $105M individually. Achieved annual cost reductions from vendors (U.S., Japanese, and European) valued at $1M+ each.

Improved inventory turnover by 100%, advanced order fulfillment to 99%, and reduced overhead by 35%.

Selected and implemented computer-based demand forecasting software for inventory management.

Trained in Quality Function Deployment (QFD), Statistical Process Control (SPC), Six Sigma.

Recipient of President’s Award 4 times for best senior manager.

Division Controller - Finance (1987–1989)

Managed operations using a balance of operations and financial key performance indicators and continuous improvement methodologies. Provided top-notch financial control for two of company’s fastest growing business units. Prepared numerous new product strategic business plans, annual operating plans, forecasts, financial and operational analyses, and reporting.

Cut cycle time to market and improved product quality by developing and implementing a cross-functional design methodology.

Developed supplier certification program patterned after Malcolm Baldrige National Quality Award criteria.

Education & Certifications

MBA, Finance and Business Economics University of Southern California – Los Angeles, California

Bachelor of Science, Biological Sciences University of California – Irvine, California

Certified Project Management Professional (PMP) Project Management Institute (PMI)

Certified Supply Chain Professional (CSCP) APICS

Certified in Integrated Resource Management (CIRM) APICS

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