ROLES

•CIO

•Big Four Partner

•Program Manager

•Project Manager

INDUSTRIES

•Logistics

•Government

•Manufacturing

•Pharmaceutical

•Insurance

•Distribution

FUNCTIONAL EXPERTISE

•Technology Planning

•Organizational Assessments

•Change Management

•Contract Negotiation and Administration

•ERP audits and implementations

•Personnel Management

•Strategic Planning

•Project Management

•Web Project Administration

•Relationship Building

•Team Development

•Training

TECHNOLOGY

•SAP, Oracle, DB2

•Java Frameworks, COBOL, HTML

•UNIX, AS/400, Windows, Mainframe

•Network Modeling and Monitoring

•MS Project, Jira, SharePoint, Bamboo, Google Docs, Excel

•Visio

EDUCATION

•BA - Economics – Ripon College

•MBA - University of Wisconsin-Milwaukee

E-MAIL: actgn8@r.postjobfree.com

SUMMARY

Al has had a long and diverse career in the Information Technology field. From computer programming to Chief Information Officer of several firms, there are few positions in a company’s IT organization he has not done. His extensive experience has allowed him to develop a good understanding of what individuals and organizations need to do to succeed when utilizing information technology. His specialty, both as CIO/Partner and Program/Project manager, was rapidly understanding an organization's strategic goals and objectives, and then developing practical and cost effective alternatives to help meet those goals and objectives. This frequently led to the design and successful delivery of custom and ERP (SAP, Oracle) software projects. This experience has also led him to understand that successful projects also greatly depend upon an organization's ability to plan for and absorb business process, job, organizational, and technological change. A number of these projects were very large and complex.

•Successfully delivered multiple custom large (+75,000 workday) and complex projects

•Implemented multiple ERP and software packages

•Conducted thorough review of before and after job classifications and processes in a before and after state of ERP implementations to help create training curriculum so employees could understand of how their jobs were going to change.

•Audited user organizations and made changes to processes to best utilize the capabilities of the ERP system.

•Performed audits of companies ERP system and prepared GAP analysis of the current state and desired end goal.

•Performed multiple Infrastructure assessments

PROFESSIONAL EXPERIENCE

Anixter International

Special Projects Director 2002 – Present

Worked on special projects as assigned by CIO on as needed basis

Backup CTO - Designated backup CTO for succession planning purposes while

employed as a contractor

•I/T Strategic Planning – Developed and maintained two types of Strategic Plans. One aligned the IT strategy with the business strategy. The purpose of the plan was to assist in making sure IT alignment and governance consistent with company goals. The second Strategic Plan was the development of alternatives for the elimination/reuse/reclamation of old code (over 6 million lines of active cobol code) and data bases which were still in use.

•Performed Quality Assurance Reviews - These reviews involved the interviewing of project personnel and review of project documentation and deliverables. Written report would comment on project planning adequacy, utilization of proper project management techniques, accounting for project risks, and whether the project was likely to convert when scheduled. For large projects (global warehousing and global order entry) these reviews occurred every 3-4 months with smaller projects reviewed less frequently. This helped keep these projects on track.

•Implemented PMO - Created PMO objectives, standards, creating job description, and interviewed potential candidates. Education of IT personnel on the purpose of this position was also included. Worked with change readiness of the IT staff preparing them for the changes and helping them understand the upcoming possibilities.

•Performed Project Management Training – Project Management requires both scientific and artistic skills. New managers are typically aware of the scientific side (work planning, tool usage, reporting, etc.) of project management by being developers, but less aware of the artistic side. The artistic side of project management is best described as how one delegates, manages, and handles unique situations. These sessions often involved personal interaction techniques and making them aware of mistakes they likely would initially make. Aspiring project managers were required to attend these sessions.

•Vendor Selection and Negotiation – Responsible to assemble teams to develop requirements, select candidates, schedule vendor presentations, and negotiate contract terms once a Vendor was selected. This was only done when the cost to Anixter would be significant. The selection of B2B software, Web Development software, and Global Help Desk software are the best examples. The Global Help Desk software selection was particularly interesting as a previous effort had resulted in unacceptable costs. Saved $400,000 while staying with the preferred vendor.

•Website Development – Worked with internal teams and two separate projects to update the Anixter online presence and help them maximize their asset.

•Developed initial strategy, obtaining outside technical resources, site design and implementation, and teaching Anixter personnel Java development techniques to allow customers to purchase items for which they had contracts and allow a number of customer self service functions.

•Led the cross organization company team in assessing current capabilities and needs, as well as selecting and negotiating the purchase of the Web development software. Improved the look and feel of the site and achieved goal of moving content management from IT to marketing.

•Development of Product Content management system- Anixter sells over 200,000 items of which DIMs information is critical. Helped develop requirements and select the vendor. During the development of the software by an outside firm, performed role of Contract administrator.

•Redirected Regulatory system. REACH are regulatory requirements issued by European and U.S. regulators to make sure manufacturers and distributors do not sell products that contain elements above established criteria (e.g. Lead). Project was floundering. User and I/T personnel were replaced and software vendor payments were greatly modified. New personnel did great job getting the project back on track.

•Career Mentoring - Part of formal mentoring effort to explain career options to new personnel and helped them acclimate to the Anixter culture.

Coleman International

CIO 2000-2001

•Initial objective was to standardize business processes and integrate computer systems to facilitate a timely monthly financial closing and to achieve cost synergies and employee flexibility by employing consistent business processes.

•Audited ERP functionality, performed gap analysis and outlines plans for upgrades. Selected hardware vendor and conducted sizing to meet business requirements.

•Developed and initiated plan which was highlighted by selecting Oracle’s ERP platform and centralized computer hardware at the corporate site. The pilot design (company in France) project was two months old when Coleman was purchased by a famous corporate raider and the project was deferred.

Medline Industries

CIO 1995-1999

•Implemented an SAP ERP(FI/CO, SD, PP, MM) system and totally upgrade their computing environment and I/T organization which was inhibiting the growth of this privately owned medical manufacturer/distributor. Performed organizational change (attitude, culture and behavior) assessments which resulted in major changes to business and I/T organizations.

•Conducted and performed gap analysis of ERP system functions and needs.

•Directly managed all aspects of the SAP implementation. Third party consultants were hired to assist with the design and implementation of SAP. Business process change was very difficult to accept for a number of business personnel. The conversion was difficult but the system was ultimately accepted by business personnel and Medline has now grown from $600 million in sales to approximately $6 billion.

•Built a professional I/T organization capable of supporting the SAP system. Several Medline users were trained on SAP configuration support. A large number of new personnel were also hired to operate the new computer infrastructure and support the SAP software.

Andersen Consulting (Now Accenture)

Partner 1978-1994

•Served as a partner in the firm’s Integration Division, which specialized in the design and implementation of very large and high risk projects. A number of those projects are listed below with the approximate project size (workdays) in parentheses.

•Eli Lilly – DEA controlled product inventory control/warehousing system (1000)

•Allstate Insurance – Consolidation of all policyholders into one Client file (15,000)

•State of California Unemployment Insurance and Disability Insurance systems (75,000)

•FMC Technologies – Bradley Fighting Vehicle program (10000)

•US Dept. of Agriculture – Managed Geospatial mapping project

•Functioned as independent Quality Assurance partner for large and complex projects. Provided guidance and risk assessments to client and Andersen project managers, thereby helping those projects avoid costly mistakes.

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