Global Support Manager

ROBERT L. THEYS, JR. PMP

Home: 262-***-****

**** ***** ********* *****

Cellular: 414-***-****

New Berlin, Wisconsin 53151

E-mail:

ab6f96@r.postjobfree.com

EXECUTIVE CAREER SUMMARY

Executive management professional with a proven ability to successfully

integrate business processes and objectives with technology for complex

multi faceted organizations / projects on a global scale. A passion for

delivery excellence has created meaningful value for clients in terms of

cost reduction, improved technical infrastructure availability and

profitable revenue for the service provider, in several cases exceeding 50%

from base contract metrics including add-on opportunities and in two cases

the largest transactions in IBM history. Specific areas of expertise

include project management, process improvement, systems integration,

strategic planning, staffing and recruiting, capital and operational

budgeting, and a working knowledge of application systems including

warehouse management, advanced planning and scheduling, and enterprise

resource planning.

PROFESSIONAL BUSINESS EXPERIENCE

IBM Milwaukee, Wisconsin 2000 to Present

Associate Partner / Project Executive / Global Support Manager

Recognized by clients and IBM professionals for building strong client

relationships and a passion for delivery excellence. Engagement

assignments have provided exposure to a wide variety of industries,

applications and delivery models. Applications include SAP, PeopleSoft,

IFS, JDE, Siebel and various warehouse management/supply chain

applications. Delivery models ranging from small project teams to global

multi tower delivery models utilizing professionals in several

geographical locations. Client and IBM engagement reviews confirm a

strong commitment to delivery excellence and the integrity by which these

responsibilities were executed. A summary of engagements includes:

Global Support Manager (GSM) for a global financial institution focused on

enterprise storage, disk and tape. As the GSM functioned as the IBM focal

point for hardware installation, microcode deployment, change control,

support process improvement and problem management leading globally

integrated teams of client and IBM professionals in problem identification,

resolution and implementation. Continued focus on customer satisfaction

and building / maintaining strong working relationships contributed to a

the largest enterprise storage competitive takeout and largest z Series win

in dollar terms in IBM History with a deal signed in December 2012.

Overall value of the transaction was in excess of $120M .

Project Executive for a significant SAP engagement with a large medical

device manufacturer and distributor. The engagement was a strategic effort

to consolidate sixteen previously established instances of JD Edwards

(various releases) onto a common global design and technical platform. The

project utilized a broad cross section of IBM service offerings including

application management services, strategic outsourcing, and process

transformation. Initial contract valued was $135 million and grew to $250

million in two years. Application management services consistently

exceeded 95% SLA in terms of response time and problem resolution

Project Executive for an integrated design effort with a large provider of

replacement auto glass. Managed a Team composed of professionals from the

client, third party professionals and to design "best in class" business

processes and a robust technical infrastructure to support the

implementation of Siebel Version 7.0. The Team focused on Call Center and

Field Service/Logistics business process and utilized an asset based

approach that leveraged best in class operational level business models.

Business Process Team Leader for a legacy system assessment engagement with

a world leader in third party logistics. Led a team of professionals that

conducted a series of workshops to quickly document current business

processes and legacy system integration. The Team prepared a gap

assessment of the current business processes and the business processes

that would enable the preferred client technology platform. The Team

demonstrated thought leadership via recommendations for operational

improvements including facility consolidation, warehouse staff productivity

and deployment of pick to light integrated with print and apply

technology.

Project Manager for an enterprise resource planning package selection

effort to support the North American subsidiary of a global company that

designs, manufactures, and distributes precision measuring equipment.

Completed selection process in four months that included a business case

analysis for an estimated $10 million reduction in annual operating

expenses due to operational efficiencies and inventory reductions.

ROBERT L.THEYS, JR.

Page Two

LEESON ELECTRIC CORPORATION: Milwaukee, Wisconsin 1998 to 2000

$200 million manufacturer and distributor of a very diverse range of AC

motors, DC motors, gear motors, and drives. OEMs and distributors

represent LEESON's primary market segments. LEESON products are sold

through 33 sales offices and warehouses in the United States and Canada,

through agents and affiliates worldwide.

Director of Distribution

Responsible for all physical distribution of finished goods along with

inventory planning and control for the stock motor program. Focused on

improving overall distribution related technology, processes, and

operations, controlling the growth of finished goods inventory in the

stock motor program, providing reliable service levels, and increasing

inventory turns.

5. Developed a comprehensive strategic plan for distribution including

technology components.

Designed, implemented, and executed a weekly stock motor production

planning program. The effort involved the creation of forecasting and

reporting programs to provide accurate input into the master scheduling

process. The program resulted in an increase in inventory turns from 2.8

to 4.0, increased overall fill rate in field warehouses by 10%, and a

reduction in stock motor inventory by $4 million in fiscal 1999.

Accelerated the replenishment cycle for18 field warehouses from once to

twice per week without adding staff. This led to the closing of an outside

storage facility with an annual cost savings of $100,000.

Negotiated change in freight forwarders for imported stock motors from

China, which reduced lead-time by two weeks. Implemented an Internet based

tracking and tracing system to provide real time information to field

locations and corporate customer service.

ERNST & YOUNG LLP: Milwaukee, Wisconsin 1995 to 1998

Senior Manager, Management Consulting

Responsible for packaged enabled re-engineering projects in large consumer

products companies. Recognized throughout the Firm as a Subject Matter

Expert on warehouse management systems, processes, and implementation

methodologies.

Managed an enterprise resource planning package selection to support the

North American distribution network for a large fast food franchise

operation. Completed selection process in three months that included a

business case analysis for an estimated $7 million reduction in annual

operating expenses in the distribution centers and an $8 million reduction

in computer/network costs.

Directed seven week Portfolio Development Improvement initiative for a "big

three" auto company in the North American Parts Supply and Logistics

division. Established six-month target of a $45 million one-time inventory

reduction and $10 million reduction in annual operating expenses. Started

an implementation project for a "best in class" warehouse management system

with a projected operating expense reduction of an additional $8 million.

Selected as Service Team Leader for Warehouse Management on the National

Supply Chain Executive Leadership Team. Developed new practice area;

partnered with leading warehouse management software providers; recruited,

staffed and trained personnel; developed and executed a business plan with

sales and profitability objectives.

Managed the construction phase of a centralized procurement system for the

non-food divisions of a large food wholesale/distributor. Project

activities included the installation of a sophisticated forecasting

software package and modifications to the in-house developed procurement

system.

ROBERT L.THEYS, JR.

Page Three

ROUNDY'S, INCORPORATED: Milwaukee, Wisconsin

1987 to 1995

Corporate Director of Warehouse Management and Purchasing Systems (1990

to 1995)

Directed staff of information technology professionals. Project

responsibilities were focused on warehouse management, purchasing, billing

and sales analysis, and operating system migration.

. Led the design, development, and multi-site implementation of a

warehouse management system. The efforts entailed heavy

modifications to a leading third party software package to re-

platform the product to a client server environment and enhance it

for radio frequency, labor standards, and special processing for

perishables. The scope covered all warehoused products: grocery,

perishable, and nonfoods. Measurable benefits from the effort

included an increase of 50 percent in forklift driver productivity,

a decrease in warehouse markouts from 0.6 percent to 0.1 percent,

and a reduction in warehouse labor as a percent of sales from 2.39

to 1.87.

. Managed the design, development and implementation of a purchasing

system to enable the centralization of procurement over nine

operating divisions for all product lines. The effort entailed

enhancing a base purchasing third party software solution to provide

daily purchase order requirements, configurable forecasting

algorithms based on product line, accrual accounting for rebate

programs and enhanced divertor buying capabilities.

Manager of Systems and Programming (1987 to 1990)

Hired to bring a business-oriented approach to systems development and

restore the credibility of the MIS Department.

SCHREIBER FOODS, INCORPORATED: Green Bay, Wisconsin

Project Manager

1985 to 1987

Managed the complete application development life cycle of various design

and implementation projects. Responsibilities also included recruiting

and performance management of direct reports.

Programmer Analyst I, II, and III

1980 to 1984

First hire for the MIS Department directly out of college. Performed all

the normal application development and implementation activities with an

emphasis on quality assurance.

KIMBERLY-CLARK CORPORATION: Neenah, Wisconsin 1984 to 1985

Business Systems Analyst

Responsible for designing a new system to manage spare parts

inventory in each of the 16 mill locations in North America.

EDP Auditor

Responsible for conducting control reviews of the 16 mill locations in

North America.

EDUCATION

UNIVERSITY OF WISCONSIN: Oshkosh, Wisconsin

Masters of Business Administration-

ST. NORBERT COLLEGE: De Pere, Wisconsin

Bachelor of Arts, Business Information Systems[pic]

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