Global Support Manager
Resume:
ROBERT L. THEYS, JR. PMP
Home: 262-***-****
Cellular: 414-***-****
New Berlin, Wisconsin 53151
E-mail:
********@***.***
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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