Joan R. Glynn...
Strategic I/T Executive presenting a breadth of global experience and successes for internationally renowned, blue chip organizations, including Dell, GE Capital, and QuebecorWorld Printing. An application development leader regarded as a creative change agent who embraces teamwork, prudent risk taking and humor within a strong ethical context. Proven ability to create strategic and cost effective solutions that produce significant return on investment. Recognized for ability to maintain customer focus and drive quality in the development and execution of I/T applications. A facilitator known for problem solving across diverse, global communities.
Implemented strategy to transform ViaTech Publishing from a printing company to a dynamic force in the electronic media distribution industry by defining a software offering for the order entry of digital and printed information.
Developed Dell’s new global, ecommerce website for digital downloads, a news sales channel for Dell. The site was targeted to attain annual revenue of $10M, year one.
Facilitated collection of comprehensive business requirements by coordinating cross-functional teams in defining a global end-to-end supply chain I/T solution (from order entry through customer fulfillment) enabling outsourced manufacturing, a first for Dell. This project increased box margin by 10%.
Developed and implemented the enterprise wide systems integration strategy for the growth of World Color (from 16 to 50 sites) and the merger of World Color and Quebecor Printing (from 50 to 99 sites) to became the largest printing company in the world.
Developed a self-directed work team concept and 360 degree feedback process for team of 25 developers at GE Capital. Recognized by the company’s leadership as innovative and progressive in the GECS workplace.
Seeking to serve as a trusted partner to the leadership team to move an organization to new levels of revenue and profitability through strategic Information Technology adoption and process excellence.
Delivering Bottom-Line Results through I/T and Business Mastery
Application Development Management
Business and Process Analysis
Structured Application Development
System Development Life Cycle
Collaborative Customer Relationships
Package and Custom Implementation
Waterfall and Agile Development
Cross-functional Team Building and Leadership
Global Manufacturing and Distribution, Supply Chain, Financial Services
Orchestrating Change to Positively Impact Efficiencies,
the Top-line and Customer Experience
PROGRAM DIRECTOR, CONTENT SERVICES (contractor) 2010-2011
VIATECH PUBLISHING, INC., Austin, TX – Printing and Digital Media Distribution
ViaTech is in the process of transforming from a traditional ink on paper printing company to a leading innovator of publishing services for digital media, print and content management. This change has an enormous impact on the Company’s organization, processes and procedures, selling methodologies, customer service, training and financial accounting practices.
Strategic leadership role developing and deploying content services, a new line of business for the Company.
Defined strategy and developed tools to transform the order processing methodologies from traditional print to electronic media solutions and services.
Coordinated implementation of digital media solutions between ViaTech, partners and customers.
Optimized business processes for integration into ViaTech’s broader Electronic Service Portfolio.
Utilizing an SDLC methodology, responsible for overseeing application implementation including planning, due diligence, resource definition and alignment, functional and cross-functional integration, business readiness, service assumption, service level management and process improvement.
Drove resolution of all issues, escalations and change management requests affecting customer satisfaction, the scope of the statement of work, release dates and overall budget.
Assisted account executives with developing selling strategies that aligned with the customer’s needs with the features of the applications.
SENIOR MANAGER/DIRECTOR 2002 – 2010
DELL, INC., Austin, TX One of the largest technology corporations in the world, 38th in the U.S. and 5th in Texas by total revenue.
Dell had been realizing declining gross margins due to discount pricing strategies, sales compensation based on top-line rather than gross margin, inefficient scaling with increased revenue and customer dissatisfaction with support issues.
Held broad array of leadership roles, including application development, product management, and world-wide trade compliance practices. The teams ranged in size from 10 to 30 members with budgets as large as $15M.
Joined LTG, a Dell subsidiary, as an I/T leader tasked to improve the effectiveness of the application development team. Utilizing the RASIC methodology, defined roles and responsibilities for all functions in the development process, from project definition through to deployment.
Managed the development of an order management application for SAP/Business Objects allowing them to reduce headcount by 30 FTEs. This solution utilized a combination of custom developed software integrated with a Microsoft Dynamics core.
Managed team of 10 project managers and scrum masters that implemented customized ecommerce sites which delivered digital download solutions for software suppliers (i. e. Norton and Microsoft).
Developed Dell’s new global, ecommerce website for digital downloads, a news sales channel for Dell. These projects employed global development teams utilizing Microsoft’s development technologies. These solutions followed an SDLC methodology and were developed for both internal and external customers utilizing both agile and waterfall methodologies.
Facilitated collection of comprehensive business requirements by coordinating cross-functional teams in defining a global end-to-end supply chain I/T solution enabling outsourced manufacturing, a first for Dell. This project increased box margin by 10%.
Restructured the global Trade Compliance organization by improving controls within the order entry processes which allowed for improved customer screening, increased team productivity, and reduced costs by 20% while unit sales volumes increased 25%. This role was responsible for avoiding $10 million in compliance penalties, managing $1.2 million in duties/taxes on imports, screening 5.7 million customer records and performed regulatory classifications of 75,000 parts per year.
FAMILY SABBATICAL 2000 – 2002
SENIOR DIRECTOR, CORPORATE AND ADMINISTRATIVE SYSTEMS 1995 – 2000
QUEBECORWORLD PRINTING, INC., NYC and Greenwich, CT – The world's largest printing company
World Color, the third largest U.S printer grew from 16 to 50 printing locations between 1995 and 1999. World Color and Quebecor Printing merged in 1999 to become the largest global diversified printer in the world with 99 printing facilities.
Directed a team of 25 geographically dispersed management and technical resources in the development and deployment of corporate applications.
Team responsibilities included development and support for all Finance, Human Resource and Payroll, Tax, and Treasury applications, which included custom and packaged software. Team structure was aligned functionally with the business and was comprised of managers, project managers, business analysts, developers and quality assurance testers.
Developed I/T integration strategy for the merger of World Color and Quebecor Printing which became the largest printing company in the world. This strategy spanned the enterprise portfolio including order entry, supply chain, corporate back office applications, and customer applications.
Implemented and supported Lawson’s Financial and Human Resource application suites for 99 printing plants. Multiple projects required replacing outdated legacy code with both packaged and custom applications. Integrated 16 legacy payroll processes into a single solution saving $1.5 million annually in expenses.
Managed the implementation of Hyperion Data marts, technology that transforms transactional data into management information. Reduced paper inventory by 10M pounds and increased rebate revenue by $15M.
Guided the Company through a standardization of their development processes by adopting SDLC methodologies and roles and responsibilities matrix for the division.
Responsible for desktop support and telephone PBX.
MANAGER, CORPORATE SYSTEMS 1989 – 1995
GENERAL ELECTRIC CAPITAL SERVICES, Stamford, CT and London, UK – The largest and most profitable arm of the General Electric conglomerate.
General Electric Capital Services was in its heyday, acquiring companies globally in many financial areas including equipment leases, consumer and commercial lending, residential and commercial mortgages, as well as traditional leasing products to support G.E.’s line of businesses.
Led a team of 25 technologists in the development and support of financial applications.
During a two year assignment in the U.K., designed an object oriented retail claims system. The project included implementation of a workflow management application and document imaging.
Partnered with IBM Credit Corp. to orchestrate major enhancements to IBM’s proprietary property tax software, creating a state-of-the-art tax calculation and filing system for leases saving $5M annually.
Developed a self-directed work team concept and 360 degree feedback process for team of 25 developers. Recognized by the company’s leadership as innovative and progressive in the GECS workplace.
Implemented both the DBS Payroll system and the PeopleSoft H/R system which resulted in $1.5 million savings annually and provided an improved employee experience.
Trained by internal GE educators in six sigma principles and supplier negotiation. Orchestrated reengineering programs for the accounting, planning, and tax organizations which streamlined processes, removed redundant tasks and empowered individuals.
Success through Quality Education and Professional Commitment
MBA, General Business, University of Connecticut Storrs, CT
BA, Communications, University of Connecticut Storrs, CT
Selected and trained as an emerging leader at Dell
Mentor and Diversity Site Leader at Dell
Negotiator and Six Sigma education at GECS and Dell
Project Manager Management
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