Manager Project

Andrew (Drew) J. Patterson

*** *********** ***** • Broadview Hts., OH 44147

216-***-**** • *******@***.***

Over 20 years of business leadership experience in the manufacturing and distribution

industry developing systems and applications to improve operations, reduce cost, increase

customer service and grow sales. Commanding a well rounded view of business operations

and technology, and possessing excellent communication, leadership and management skills,

creates an organization that delivers results while fostering trust, integrity, and respect.

SPECIALTIES

IT Strategy Portfolio Management Staff Development Performance Management

Business Case Development Disaster Recovery Process Improvement Project

Management Acquisition Integration Vendor Management Sarbanes-Oxley Supply

Chain Optimization Manufacturing ERP Upgrades and Assessments SAP Software

Development

PROFESSIONAL HISTORY

Private Investment Firm (3QTR2008)

Cleveland, OH

Consultant

Analyzed and summarized the state of a mid market communication firm’s ERP system,

presented options on improving the use of the application, and an IT strategy to support their

long term growth plans.

Lamson & Sessions Company (1998-2008) Beachwood, OH

A $500 million producer of thermoplastic enclosures, conduit, fittings and wiring devices

serving the electrical, telecommunications, consumer, power and waste water markets.

CIO (2006-2008)

Reported to the CFO and was responsible for the Information Technology department

consisting of three managers and 22 professionals.

• Managed a budget of $7.5+ million to support 1200+ associates and 600+ SAP users.

Developed and presented a three year “Technology Roadmap” and supporting budgets to

sustain Information Technology as a Competitive Advantage.

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Andrew (Drew) J. Patterson

Identified and closed gaps in the Disaster Recovery Plan for high availability of systems.

Implemented WAN acceleration devices to improve system response time for remote sites

and reduced communication costs. Projected savings estimated first year at $80K.

Director, IS (2002 – 2006)

Manager, IS (1998 – 2002)

Reported to the CIO and was responsible for the Corporation’s SAP implementation and

leading a staff of eleven IT professionals, including five Senior Configuration Leads, two junior

support specialists and four ABAP programmers, with a budget in excess of $2 million.

• Developed a business case and proposal to revitalize the company’s integrated business

system (SAP). Received approval and managed the project to completion on time and

12% under the budget of $683K.

• Led the successful integration projects for two separately acquired companies with sales of

$43 Million and $48 Million respectively. Each project was completed in 3 months and

included setting up all transaction processing into SAP including sales order management,

financials, production reporting, shipping/receiving, and inventory control.

o Developed project scope, and system set up assumptions, communicated

and reached consensus with key executives and communicated the same

to all affected departments and personnel.

• Developed a business case, and proposal to reduce customization, update the testing

methodology and improve the documentation of the company’s SAP business system.

Managed the project to completion on time and 5% under the budget of $800K.

Developed a business case and proposal for improving shop floor data collection techniques

and reporting. Received approval and oversaw the successful completion of the project which

increased productivity for plant management and support staff, strengthened internal controls

and improved data analysis.

Proposed and implemented a process for streamlining the set up of new product master data

resulting in a cycle time reduction of 60% and impacting return on investment of $2.2 million

R&D dollars.

• Led a project to standardize equipment maintenance management. Using the SAP PM

Module and developing reports and tools for improved data analysis, saved $25K in the

first year with dramatically increased future savings projected.

• Completed a process change that improved communication and traceability between

customer service, and cash collection that reduced the first year average monthly balance

of customer deductions by 36% ($165,000 reduction).

Ferro Corporation (1994-1998) Independence, OH

Ferro is a $1.2 Billion dollar global producer of technology-based performance materials.

MIS Project Manager (1998)

Reported to the Director of IT and managed a staff of five analysts and programmers

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Andrew (Drew) J. Patterson

enhancing an ERP application used in a $50 million manufacturing division.

Business Systems Analyst (1994- 1997)

Reported to the Manager, Business Systems and was the liaison between Corporate IT and

thirteen North American manufacturing sites.

• Provided leadership, and systems configuration to the successful systems conversion from

BPCS to ADAGE for a $50 million division.

Led the successful installation of a Kronos time and attendance software application to

automate a complex payroll process to improve payroll accuracy, and reduce data entry.

Ciba-Corning Diagnostics Corporation (1987-1994) Oberlin, OH

Ciba was a $100 million manufacturer of medical laboratory instruments and reagents.

Materials Manager (1993 - 1994)

Reported to the Manager of Purchasing and Materials and managed a staff of five analysts to

optimize the flow of materials through the instrument assembly line.

• Developed KANBAN’s to eliminate the need to plan/buy 200+ items and improved service

levels by 12%.

• Prevented a physical inventory in 1993/1994 by achieving 95%+ cycle count accuracy.

Purchasing Supervisor (1991 - 1993)

Reported to the Corporate Materials Manager and supervised three Senior Buyer/Planners, a

Junior Buyer/Planner, Purchasing Assistant and a budget of $10+ million.

• Developed processes and procedures in support of a successful ISO registration.

Achieved a favorable Purchase Price Variance of $505K.

Configured the interface of BPCS financials with the corporate A/P system.

Business Systems Analyst (1990 - 1991)

Reported to the BPCS Project Manager and developed expertise with the BPCS software,

modeled, configured and tested design proposals to ensure that the design was functional and

operational.

Senior Buyer/Planner, June (1987 - 1991)

Reported to the Procurement Manager and was responsible for planning and purchasing

sheet metal, mechanical and plastic molded products.

Sajar Plastics (1983 – 1987) Middlefield, OH

A $30 Million producer of custom injection molded products for the OEM market.

Materials Manager (1986-1987)

Reported to the VP of Operations and managed a staff of ten employees in the purchasing,

shipping and receiving department.

Buyer (1983 –1986)

Reported to the Materials Manager and was responsible for planning and purchasing MRO

supplies and all secondary raw materials.

EDUCATION

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Andrew (Drew) J. Patterson

BS Business Administration

Double Major: Production Operations Management and Materials Management;

Bowling Green State University

SIM Regional Leadership Forum

An intensive, nine-month leadership development program presented by the Society for

Information Management, focused on creating authentic leaders.

Professional Development

Leadership Development (Zenger Miller), the Magic of Exceptional Customer Service (Doug

Lipp and Associates), Advanced Management (Vinson and Associates), Project Management

(AMA).

PROFESSIONAL AFFILIATIONS

The Association for Operations Management (APICS), IT Governance (ISACA), Society of

Information Management (SIM), Project Management Institute (PMI)

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