Manager Project

Michael Iadanza, III

*** ***** **** **** ******, Tracy CA 95391 916-***-**** (

abksdb@r.postjobfree.com

Director - Program / Portfolio / Project Management

Business Analysis & Re-engineering / Global Applications & Systems / Lean /

Six Sigma / PMO / QA / P&L

Best Practices / Change Management / Operations / Cost Reductions /

Performance Metrics / CPI / ERP/Program Management/ Learning

Management/Managed Services/Portfolio Management

An accomplished internal and external Business Process Improvement

Program Manager, Michael Iadanza has designed critical paradigm shifts,

business/process re-engineering programs, and IT development/deployment

strategies to turn around failing programs, reduce costs and time, and

build business improvement efficiencies.

Working with industry leaders McKinsey and Ernst & Young, as well as

CSAA, Fortune 500 clients, and smaller companies, he has demonstrated

business savvy in driving change within an organization. Throughout his

career, Mr. Iadanza has implemented Best Practices models, Learning

Management, managed Services, Six Sigma and Lean methodologies, and

Portfolio/Program/Project Management processes to develop simplified,

comprehensive, and workable plans, overcoming roadblocks to organizational

efficiency, productivity, and profitability.

Evaluating diverse operational and IT issues, and developing

strategic plans for large-scale programs and projects, Mr. Iadanza

implemented new processes for Accounting/Finance, Purchasing, HR and

Recruiting, Business Intelligence, Learning Management, Cost and Project

Accounting, Shared Services, Consolidations, Quality Assurance, Off-Shore

Development and other areas.

Throughout this experience, he has established business process

metrics, applied Kaplan-Norton benchmarking techniques, conducted ISO 9000

studies, authored PMO methodology, implemented ERP systems, instituted

Activity Based Costing and financial modeling, and managed vendors.

Starting with Coca-Cola Enterprises as National Director of Financial

Systems, Mr. Iadanza moved to Ernst & Young as Senior Manager, continuing

to design solutions for his former employer as well as other Fortune 500

companies including MetLife. Offered a position by a client, he joined

Medical Inter-Insurance Exchange (MIIX) as AVP and CIO, and designed a

customized operations system for its entire back office, Learning

Management, and a fee for service model.

Looking to return to a larger company, he joined TCI as VP Financial

Systems to implement an Oracle ERP system and shared services. But,

anxious to move back East, he rejoined Ernst & Young as Senior Manager,

focusing on shared services and financial systems for numerous clients as

well as conducting business development.

When Capgemini acquired E&Y, Mr. Iadanza decided to consider other

opportunities while managing independent consulting assignments for his

company, ICHIN Associates. His primary assignments involved developing

instructional design materials for a corporate training program; and

building a sales and marketing strategy for a development company owned by

former Russian scientists. He secured the first three clients for $3M in

contracts.

Joining McKinsey and Company as Senior Project Manager, Mr. Iadanza

implemented several internal projects including establishing an Off-Shore

Development Center (ODC) and implementing an Ariba Purchasing system.

Deciding to move to California with his family, he returned to his role as

an Independent Consultant for ICHIN during the transition, coordinating the

efforts of a new vendor for the College Board.

Once in San Francisco, Mr. Iadanza accepted a position as Senior

Consultant / Program Manager, with the AAA of California, Nevada, and Utah.

Managing several business process re-engineering initiatives, his primary

projects have been establishing a corporate University to improve training

and managing a $230M main office relocation project. Upon completion of his

last assignment at AAA, Mr. Iadanza again returned to his role as an

Independent Consultant and successfully managed an Operator Qualification

program for a North California Utility.

Mr. Iadanza holds an MBA in Accounting and a BS in Finance from St.

John's University in Queens, NY, NY.

Michael Iadanza, Page 2

Career Summary and Selected Highlights

Principal/Management Consultant

ICHIN Associates, San Francisco CA 2009 to Present

Mr. Iadanza was recruited to manage a $7M program to organize the Operator

Qualification program for a SF utility. The program required the

coordination of multiple business units including Engineering, Field

Operations, Training Development, and Training Delivery. He was able to

overcome distrust among the groups and poor program organization. Under Mr.

Iadanza's leadership the project was successfully completed on time and

approximately $500k under budget substantially exceeding management

expectations.

Senior Consultant / Program Manager

AAA of N. California, Nevada, and Utah, San Francisco, CA, 2005 - 2009

A skilled business process improvement consultant, Mr. Iadanza was

recruited as a Program Manager to direct the efforts of a 30-person team

with a $230M budget, in major business process re-engineering initiatives.

His first effort was to lead a Learning Management Selection project.

The company's training program was disjointed and highly expensive, lacked

an automated Learning Content Management System (LCMS), and was not focused

on business needs and core skills, but rather on broad concepts. Two

previous project teams had failed to develop a workable, successful

program.

Mr. Iadanza changed the entire training paradigm from "build it, they

will come" to designing a program based on skills gaps. Working with

operating unit heads and executives, he defined the critical training

needs, and then the curricula and University to meet those needs. He

identified, procured, and implemented the appropriate LCMS and Learning

Management System (LMS).

Successful implementation of the LCMS and LMS at 25% below budget

enabled him to develop a university governance model, comprehensive

metrics, instructional design development toolkits, a Training Request

Tracking system, and a sophisticated funding model, resulting in per unit

cost savings and streamlined training delivery times.

Mr. Iadanza's completed a program managing the company's $230M Main

Office Relocation Program.

Principal / Management Consultant

ICHIN Associates, Princeton Junction, NJ, 2004 - 2005

In the process of moving to California, Mr. Iadanza was approached by

the College Board to act as Vendor Manager, directing the efforts of a new

outsourcing vendor to develop a new essay portion of the Scholastic

Aptitude Test (SAT) for college bound students. Relations between the new

vendor and Education Testing Service (ETS), the company who converts the

raw scores to final SAT results, was suffering. The entire process needed

to be organized, documentation needed to be improved, and a cooperative

working relationship needed to be established between the vendor and ETS.

Mr. Iadanza coordinated the efforts of the key vendor, the internal

CB team, and diverse other vendors in implementing the new SAT's software

and processes. Quickly addressing and getting project issues under

control, he revised the basic operating plan, significantly improving cross-

vendor coordination, interface management, and testing. In the end, the

project was brought under control and completed on time and within budget,

enabling rapid deployment of the new test.

Michael Iadanza, Page 3

Senior Project Manager

McKinsey and Company, New York, NY, 2001 - 2004

Serving as in internal Business Consultant, Mr. Iadanza led a team of

40 Project Managers responsible for developing and deploying cost cutting

initiatives for this global strategy consulting firm. During his tenure,

he directed several critical initiatives for McKinsey.

The company had procured the Ariba Purchasing system, but the

implementation team could not understand how the Order-to-Pay system fit

into the larger picture - the entire process. As a result, there were

delays in vendor payments, excessive credit-hold situations, and the

company was unable to take advantage of discounts.

Mr. Iadanza re-staffed and reorganized a combined shared services and

purchasing team, leading the team in working on the e-procurement system

and developing new processes for the Shared Service Center. Then, he

trained the support staff on use of the new system.

Within six weeks, he had reduced the average payment cycle from 60

days to 10, cut the time to pay vendor invoices from six to two days,

eliminated all credit-holds, and began taking advantage of all offered

discounts. In addition, he converted more transactions to the p-card, with

a more cost effective unit cost of order-to-pay transactions.

Upon completion of the Ariba project, Mr. Iadanza was presented with

his next project. The firm was in the process of establish an Off-Shore

Development Center (ODC), but had no real plan or SDLC process for

accomplishing this task and appeared to lack a real understanding of the

paradigm shift required to manage IT projects from India.

Based on his off-shore development experience, Mr. Iadanza was tasked

to get the project off the ground. Leading a team, he defined working

relationships between the off-shore vendor and the firm. Collaborating

with the Methodology Department and the vendor, he developed a more robust

development methodology. He implemented a benchmarking and metrics

reporting model using Kaplan-Norton benchmarking techniques. Finally, he

designed and conducted appropriate training for all involved.

Within six months, the company transitioned many projects and more

than 100 development resources off-shore. The successful project reduced

the company's IT development spend 40% while maintaining the high quality

of IT deliverables post-implementation.

Principal / Management Consultant

ICHIN Associates, Princeton Junction, NJ, 2000 - 2001

Following the sale of Ernst & Young to CapGemini, Mr. Iadanza served

as an independent consultant, providing business strategy and emerging

technology services to startup Internet companies providing global

outsource IT services.

Two Russian ex-rocket scientists hired Mr. Iadanza as an Acting VP of

Professional Services for their startup company. Softlabs had development,

infrastructure and sales staff mostly in Russia, but no US products or

sales. Using Big 4 company methodologies, Mr. Iadanza helped the fledgling

company define a niche and target markets. He determined the overall

strategy, defined the company as a web development expertise provider,

implemented SDLC, identified markets, wrote proposals, prepared marketing

collateral and oversaw development of the plan, including working with off-

shore organizations.

As a result, he increased the number of sales closures 50% and

brought in $3M in contracts, securing three initial clients - a payroll

processing firm needing help with its custom Web application, "The

Economist" magazine, and the Metropolitan Museum. The key to his success

was creating a Big 4 service, offered at staff augmentation prices.

During this same period, Mr. Iadanza was approached by Braun

Consulting. Internal training was disorganized. The company was unable to

determine how much was being spent on training, whether it was appropriate,

and therefore, whether they were getting value for the spend. After

evaluating the program, Mr. Iadanza found that there were no management

plans for individual consultants. Matching skills with the types of

programs the company sold, he laid out

Michael Iadanza, Page 4

individual training/growth plans for each consultant and determined the

cost per person, considering use of instructor-led as well as web-based

training. He reduced consultant training by 50% and the new plan paid for

itself in six to nine months. The strong company went on to a successful

IPO.

Senior Manager (Partner Elect)

Ernst & Young LLP, New York, NY, 1997 - 2000

Mr. Iadanza was hired by this global management consulting and

integration firm, to develop and implement the initial practice for the

Professional Service Automation and E-Procurement of Business Practice.

The following represent his major projects during this period:

Cablevision had been implementing, unsuccessfully, an Oracle ERP for

the previous 18 months. Oracle Consulting had completed Phase I with more

than 100 problems. Stymied, Cablevision hired Ernst &Young to get the

project moving. Meeting with senior management to discuss implementation

problems, Mr. Iadanza laid out several suggestions, resulting in an

engagement to conduct an Operations Review, assess the situation, and

suggest solutions. Over three weeks, Mike led a small team in defining

three major suggestions. This resulted in an eight-month $5-6M project,

with Mr. Iadanza directing a combined team of 100 Oracle and E&Y staff.

Setting a new deadline, he ensured the project would be completed on time.

Called to a new engagement before the Cablevision project was

completed, Mr. Iadanza took on a project to establish E-Procurement for

Business Professionals for a large brokerage firm. The client was spending

$1B annually for consulting fees and needed to reduce hiring costs and

consulting fees. After assessing the situation, he realized that the

company had many different hiring managers, using different practices and

criteria including favorable hiring practices for selected consultants.

There was no consistency to selection or compensation levels. Too much

time was spent on reconciling, on-boarding, billing, etc.

Leading a team through an "exchange model," Mr. Iadanza conceived of E-

Procurement for Business Professionals, an online process and documentation

for hiring consultants and other professional staff. He reduced a vendor

list of 300 consulting companies down to 80 and then, down to 30 companies

with a detailed list of all skills provided by each consulting company.

The result was a streamlined process that contributed $250M to overall cost

reductions in consulting fees.

During this period, Mr. Iadanza also advised a large-scale

telecommunications company, Global One, on consolidating its accounting

services after a merger. He recommended and implemented three ideas to

reduce costs and increase efficiency by implementing a global ERP to create

a common accounting/finance platform; centralizing multiple-country

accounting functions into three global shared service centers; and adopting

a country-by-country migration strategy.

In addition, taking advantage of Mr. Iadanza's planning, project

management, process improvement, and training skills he assisted the City

of Philadelphia with its implementation of a parking and moving ticket

violation system. Mr. Iadanza wrote the winning proposal and was

responsible to develop the training, accounting for the financial

transactions, and processes that were delivered to over 300 internal

employees of the Court. The project consisted of case scheduling,

adjudication, appeals, and accounting. His role on the project was

completed on time and at budget.

VP Financial Systems

TCI, 1996 - 1997

Mr. Iadanza was hired to manage an Oracle ERP implementation and

shared services. Built a 170-person team to implement comprehensive,

enterprise-wide global accounting, data warehouse for financial reporting,

and purchasing systems. He completed the project on time and within budget

for this nationwide cable TV company.

Michael Iadanza, Page 5

AVP and CIO

Medical Inter-Insurance Exchange (MIIX), 1994 - 1996

After trying to build an operations system and failing for the

previous two years, MIIX engaged E&Y to perform a quality audit and Mr.

Iadanza recommended several significant changes. As a result, the company

offered him a position as AVP and CIO.

Leading the design of a custom system, he rebuilt the infrastructure

in the organization including the Help Desk, release management, security,

network re-design, Desk Top and Desk Top publishing, and IT training for

end users. He developed processes for procuring consulting staff, set up

contract administration; defined IT processes and methodologies, and

conducted Oracle staff development. Within 18 months, the system was

operational, costs were cut

25% by the end of the first year, cash flow improved by doing monthly

instead of annual renewals, and the company now had a robust repository of

information for analysis.

Senior Manager

Ernst & Young, 1992 - 1994

In his first assignment with Ernst & Young, Mr. Iadanza had the

opportunity to work with two major clients, Coca-Cola Enterprise, the

largest bottler in the company, and MetLife.

Coca-Cola Enterprises, with operations nationwide and in South

America, used a manual process to close the books, requiring 10 days. In

addition, reporting also took an excessive amount of time. Assessing the

situation, Mr. Iadanza automated the process, building "earls" or quick

reports and other solutions that today would be considered "Lean" tools.

As a result he cut closing time 30%. He also added a logistics system to

evaluate the fleet operations, resulting in a reduction in the cost of

gasoline.

This same client also had been having issues with implementing its

mainframe ERP. After acquiring several companies, Coca-Cola Enterprises

had formed them into a Northeast region with three territories. When Mr.

Iadanza took over the ERP project, he designed systems to consolidate these

operations, building an MSA mainframe accounting system to manage G/L,

/A/P, A/R, fixed assets, payroll interfaces, purchasing and inventory. In

all, he implemented 18 systems in 18 months, far exceeding management's

expectations.

Another major client, MetLife, engaged E&Y to evaluate its

Controllership function and reduce its headcount from 1800 to 600 people.

Many resources had been allocated to achieve this goal, but the result was

chaos and lack of cooperation. Taking charge of the project, Mr. Iadanza

laid out basic operating rules, set goals, and insisted on cooperation

among all participants, clearly outlining responsibilities and

compensation. Under his leadership, the team evaluated process

documentation and identified related technology projects. He simplified

and standardized the language used by the Controllership division, creating

a foundation for the division to go forward.

Previously, Mr. Iadanza had served as National Director of Financial

Systems for Coca-Cola Enterprises, 1989 - 1991.

Academic Qualifications, Training and Professional Associations

Mr. Iadanza earned both an MBA in Accounting and a BS in Finance from

St. John's University in Queens, New York, NY. He is Michael Hammer

Certified as a Process Engineering Master and holds a Six Sigma Master

Black Belt. He is also a Steering Committee member, of the San Francisco

Quality Assurance Institute Portfolio Program Management User Group.

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