Manager Customer Service

JACK F. GROSHANS

Home: 908-***-**** *****@*******.***

BUSINESS & TECHNOLOGY OPERATIONS EXECUTIVE

Converged proven leadership skills with business expertise, strategic

planning with tactical execution, and people development with business

process reengineering to build highly successful global organizations.

. Leveraged multidisciplinary expertise in technology, project leadership,

quality and change management to build enterprise systems and processes

across disciplines, geographic locations and cultures.

. Accomplished leader and mentor, building rapport and trust with

employees, partners and customers worldwide while continually improving

processes and customer service.

. Delivered bottom line results while developing and implementing industry

leading operational strategies in strong and weak economic cycles.

PROFESSIONAL EXPERIENCE

Novartis Group 2005 to

Present

$44B manufacturer of pharmaceuticals, vaccines and consumer health care

products

CIBA Vision, Novartis Consumer Health, Duluth, GA

2010 to Present

SENIOR CONSULTANT & OPERATIONS MANAGER, Global IT Infrastructure Services

(GIS)

Senior consultant, responsible for Ciba Vision sites in the United States,

Puerto Rico, and Canada for Global IT Infrastructure Services (GIS).

Support four thousand users spread across functional areas and geographies,

and act as the key escalation point for all customer issues. Build strong

relationships with business IT partners, including CIOs responsible for

research and development, SAP ERP systems, manufacturing execution systems,

and warehouse management systems. Ensure GxP and SOX compliance maintained

for all new and existing systems. Responsible for 20 direct, indirect,

and/or contractor reports, and a $15 million annual operations budget.

. Responsible for ensuring the end-to-end alignment of the technical

infrastructure to the needs of the division - covering architecture,

capability, operational performance, capacity, etc.

. Work closely with the Account Manager and business applications IT peers

in understanding and responding to both long-term and short-term business

goals and strategy.

. Has a deep understanding of the application landscape of the division.

. Responsible for the overall continuous improvement and performance of the

service.

. Act as a 'bridge' on technical issues between customers and service

providers (internal and external).

. Responsible for ensuring current technical infrastructure performs

according to SLAs, taking an application view of availability and

performance.

Novartis Pharmaceuticals Corporation, East Hanover, NJ

2005 to 2010

DIRECTOR & GLOBAL HEAD, EDC Application Support

Recruited to manage eight direct reports and 75 member team at four global

sites in the US, Europe and Asia. Primary responsibilities included

directing the activities of twelve direct reports and 100 member team,

including all systems development and support activities for 30 product

suite of applications. Responsible for $20 million annual budget

supporting electronic data capture at 10,000 investigator sites in 65

countries, and $4 million annual budget for application development,

testing and validation. Member of Executive Diversity & Inclusion Council,

US Diversity & Inclusion Champion for Pharmaceutical Development.

Global Business Operations Optimization

. Used feedback from call tracking system to improve electronic data

capture application, resulting in 40% reduction in customer calls.

. Instituted use of knowledge base integrated with existing call tracking

system to gain a 25% improvement in first call resolution of customer

issues

. Established Help Desk function in Japan to support Asia-Pacific region.

. Standardized procurement and logistics operations and processes globally,

leading to multi-million dollar annual hardware savings.

Pfizer Global Research & Development, Ann Arbor, MI

2000 to 2004

$52B world leading manufacturer of pharmaceuticals, a Fortune 50 company

ASSOCIATE DIRECTOR, Technology Policy & Strategy (2003 to 2004)

ASSOCIATE DIRECTOR, Program Integration (2001 to 2003)

Promoted to both newly created positions to manage special projects due to

track record. Post-Pharmacia merger in 2003, tasked with integrating

operations and delivering 10% in technology savings across disparate

systems. Post-Warner-Lambert merger, tasked with building a center of

excellence for standardizing business processes across global sites.

Operational Turnaround

. Successfully led a multi-disciplinary Development Informatics and

Corporate Information Technology team of 200 members at four major global

sites, and completed program despite critical IT staff losses and 21

waves of companywide reductions in force.

. Delivered $98 million savings in 2 years, reduced the number of servers

35%, and consolidated multiple applications without compromising business

operations.

. Quickly integrated operations at four major global sites realizing multi-

million dollar first year cost savings as a result of building a new

structure, processes, technologies and internal customer relationships.

. Led an intensive program to harmonize operational procedures and training

activities.

Warner-Lambert, Parke-Davis Pharmaceutical Research & Development, Ann

Arbor, MI 1992 to 2000

$12B manufacturer of pharmaceuticals and consumer products prior to its

2000 acquisition by Pfizer

SENIOR MANAGER, Clinical Production Support (1999 to 2000)

MANAGER, Clinical Systems Support (1996 to 1999)

SUPERVISOR, Clinical Systems Support (1994 to 1996)

SENIOR SYSTEMS SPECIALIST, Clinical Systems Support (1992 to 1994)

Held operational leadership roles to support the shift to cross-functional

teams, integrated global operations, dramatically reduced cycle times,

significantly increased customer satisfaction, implementing new information

technologies and streamlining business processes. Recruited to lead newly

formed Clinical Systems Support team, and promoted rapidly from individual

contributor to Manager of group as it grew to 22 person professional staff

with a budget of $2 million. During period of rapid growth, including

mergers and acquisitions, promoted to Senior Manager responsible for

redesign and leadership of Clinical Production Support department, a team

of 40 technical professionals with a budget of $15 million.

Operational Turnaround

. Transformed an ineffective and undisciplined information technology group

into a high-performance service oriented organization supporting 2000 end-

users and seven facilities worldwide.

. Facilitated discovery of additional uses for existing products by

standardizing technology tools across multiple therapy groups.

. Enhanced Clinical Development information technology planning, budgeting

and resource management to better allocate limited funds.

. Recruited from CDI to implement/conduct training on $150K information

technology project; gained customer buy-in and completed project in 7

months vs. 12 expected.

CDI Computer Services, Southfield, MI

1991 to 1992

SENIOR COMPUTER SUPPORT SPECIALIST

. Contracted to Parke-Davis Pharmaceutical Research & Development, Computer

Information Center. As part of a team of 20 contractors and colleagues,

provided support and training to 1,800 end users.

Eastern Michigan University, Ypsilanti, MI

1989 to 1991

SENIOR COMPUTER SPECIALIST

. Managed campus network growth from 2 to 25 servers, and from 150 clients

to 2,000. Led team of 15 local administrators.

Prior programmer/analyst experience with Digital Dynamics, Inc. (1987 to

1989) and Rollins Medical/Dental Systems (1986 to 1987).

EDUCATION & CERTIFICATIONS

BBA, School of Business - Operations Research & Information Systems,

Eastern Michigan University, April 1986

Certified Project Management Professional, Project Management Institute,

2003-2006

ITIL V3 Certified, 2009

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