Customer Service Sales

ROBERT H. WITTSTEIN

*** ******* ***** **** 978-***-****

North Andover, MA 01845 ***@*********.***

EXPERTISE

Senior level CIO with technical and operations leadership experience for global, complex companies. Significant

experience in IT, operations and engineering across diverse industries at manufacturing companies ranging in size

from $250M to over $4B.

Formulation and Execution of Corporate Strategy

• Complex problem solver with deep understanding of markets, customers, products and internal processes.

• Viewed as strong contributing member of executive team.

• Execution oriented focused on organizational design and transformation to meet business objectives.

• Excellent understanding of financial levers and their impact on operations and overall strategy.

Functional leadership of Information Technology, Operations and Procurement

• Transformed several IT departments, Procurement and Customer Service into high-performing and highly

valued organizations through talent development, team building and a focus on timely execution and results.

• Identify process reengineering opportunities that enable a shift from transactional to strategic.

• Strong understanding of technology and its applicability toward meeting business objectives. Able to

successfully translate between the two.

Lead Large Scale, Complex, Global Systems Implementations

• Enabler for significant corporate transformations.

• Enable growth through acquisition. Integrated a $500M competitor.

• Integrator of diverse organizations with multiple, disparate systems.

• Experience with SAP and Oracle ERP systems with a strong network at both organizations. Project budgets

ranging from $7M to $104M and a record of on-time delivery.

• Build eBusiness capability to increase revenue through integration, multiple product channels and customer

satisfaction / loyalty.

Build a Service Culture in Information Technology while Reducing Cost to Increase Profitability

• Create a strong sense of customer service. Earn respect for IT through collaboration service and on-time

delivery of top-quality results that satisfy business needs.

• Reduce SG&A cost and headcount taking IT from 2.5% of sales to 1.7% while increasing output.

• Perform several reorganizations to enable support of business at reduced cost level.

EXPERIENCE

SAPPI FINE PAPER NORTH AMERICA, Boston, MA 9/02 – 8/09

A vertically integrated, global pulp and paper producer; annual revenue of $1.4B.

Vice President, Procurement, Information Technology and Chief Information Officer

As a member of executive management team, participate in formulation of product and market strategy for

increased revenue and customer satisfaction. Develop product delivery plans with corresponding technology

requirements for execution.

9/02 – 8/09

Vice President, Information Technology and Chief Information Officer

• As CIO with a 2003 operating budget of $36MM, capital of $54MM and a staff of 150, provided technical and

business leadership in formation of strategic and tactical plans to support and drive sales and operations.

• In collaboration with Marketing, Sales and Customer Service, develop and deploy an eBusiness strategy via an

ecommerce portal, EDI, the internet and intranet for customers, suppliers and employees. Reduced manual

order entry by 60% while increasing revenue through online channels. Improved overall customer satisfaction,

brand recognition and the website daily hit rate from an average of 15 to 450.

• Led global Enterprise Resource Planning (ERP) implementation including most modules of SAP as well as

several process industry specific manufacturing components. The drive toward common systems and

processes has significantly enhanced productivity and reduced operating costs in addition to providing a single

corporate view to customers after acquisitions in South Africa, Hong Kong, Europe and North America.

• Developed and executed plans to reduce Information Technology expenses by 42% and headcount by 55%

through the implementation of global systems and outsourcing or elimination of non-strategic activities.

Resulted in a 2009 budget at $21M and headcount reduced to 68.

ROBERT H. WITTSTEI

SAPPI FINE PAPER NORTH AMERICA continued

• Migrate to real-time enterprise and proactively predict and mitigate business risks, implementing a global

Business Warehouse encompassing information throughout the supply chain. Reporting on trends in sales

volume, price realization, manufacturing, logistics and quality; improved pricing margins, reduced working

capital.

• Manage all technical infrastructure including: data center, help desk, platforms, desktop, telecommunications.

• Provide technology leadership necessary to achieve compliance with Sarbanes-Oxley including all systems

audit and segregation of duties actions. Implement a leading edge intrusion protection system that has

prevented any breach of corporate or process control systems despite over 100,000 virus and hack attempts.

4/05 – 8/09

Vice President, Procurement

• Successful execution of $1.2B spend on energy, chemicals, wood, capital, maintenance items and non-

manufacturing items with a reduction goal of 5%.

• Reorganized Procurement from transactional to 50% strategic for a reduction in spend of $65M in three years.

• Reduced costs in 2009 by $85M to counter the equal run-up in 2008 through aggressive negotiation skills.

• Reduced working capital by $21M (10%) through reduction in wood inventory and improved procurement

controls.

CYRK, INC., Wakefield, MA 7/99 – 6/02

A global promotional marketing company focused on fulfillment using both domestic production and Asian sourcing;

annual revenue of $1B / $250M (pre and post divestiture).

Chief Operating Officer, Sr. Vice President of Information Technology and CIO

As COO/CIO with 2002 operating budget of $9.5M (0PS), $2M (IT), capital of $2M and a staff of 200+, provided

technical and business leadership in formation of strategic and tactical plans to support and drive sales, operations

and acquisitions. As a member of the executive management team, participated in strategic planning, development

and execution of business and revenue models for each division.

7/99 – 6/02

Sr. Vice President, Information Technology and Chief Information Officer

• Developed and implemented e-business strategy to allow web enabled competitive advantage as part of the

overall value proposition for its customers. Developed online loyalty programs, online malls/storefronts,

communities/clubs and promotional marketing catalogs integrated into the back office for customer service and

fulfillment. This increased sales for one customer by 40,000 orders in just the first two weeks after launch.

• Developed and executed the Enterprise Resource Planning (Oracle ERP) and Data Warehouse strategy. This

was the foundation for e-business capabilities, Customer Relationship Management (CRM) and Knowledge

Management strategy. This enabled the overall integration of each business unit, many from acquisitions, to

transition to a process-centered organization. Initial cost, $5.4M; net annual cost reduction, $3.9M.

• Managed all technical infrastructure including: data center, LAN/WAN, server/desktop support, help desk,

hardware/software acquisition, telecommunications and system maintenance.

4/01 – 6/02

Chief Operating Officer

• Led Operations including P&L responsibility for: Customer Service, Manufacturing, Distribution / Warehouse,

Purchasing, International Sourcing, Field Sales Support and Facilities. Established and met operational

metrics for order entry, quality, inventory accuracy, on-time delivery and budget / cost control.

• Led transformation strategy including redefining products and services based on customers’ perceived value.

Results included aligning operational costs (30% - 50% reductions) with incoming revenue in order to

reestablish profitability at a time of economic uncertainty and reduced revenues while maintaining service

levels to customers, vendors and internal departments.

WARNACO, INC., New York, NY & Bridgeport, CT 1998 – 1999

A manufacturer / distributer of apparel using domestic production and Asian sourcing; annual global revenue of $2B.

Director, Information Systems – Global SAP Project,

Rapid SAP implementation plan to overcome the lack of year 2000 compliance of all legacy systems. Managed

overall project leadership for all aspects of implementation including:

• Process Design, interface development, SAP configuration and reports

• Established and maintained strategic alliances between IT, business units and partners including: EMC,

Oracle Price Waterhouse Coopers, SAP, Sterling Commerce, HP, Manhattan Associates, MicroStrategy, i2.

• Implemented SAP in US and Europe in February, 1999. This included major infrastructure upgrades

• Staff: 189: Budget: $104M

2

ROBERT H. WITTSTEI

OWENS CORNING World Headquarters, Toledo, OH. 1996 - 1998

A global manufacturer and distributer of building products and glass fiber with annual revenue of $4B.

Manager, Information Systems - SAP Release Management,

Owens Corning underwent an enterprise-wide business reengineering initiative including the replacement of over

200 outdated software systems with SAP’s client/server infrastructure. This resulted in the complete, global

integration of all information systems, operations and business processes. This two year, $200M+ investment

realized an estimated $50M savings annually.

• Created and led the Release Management organization to create partnerships that enable the transition of

each business unit from development through implementation. Global responsibilities included: Business /

process readiness, cut-over planning, infrastructure, security and support.

• Staff: 21; Budget: expense - $5.4M, capital - $2.5M.

SIKORSKY AIRCRAFT, UNITED TECHNOLOGIES CORP., Stratford, CT. 1982 - 1996

A high-tech, global manufacturer of military and civilian helicopters with annual revenue of $1.8B.

10/92 - 10/96

Manager, Manufacturing Engineering - Advanced Technology,

• Created the Advanced Technology organization within Manufacturing Engineering consisting of five groups

providing customer service to the Manufacturing Engineering Department. This enabled Manufacturing

Engineering to meet business objectives on quality, cost, schedule performance and compliance to

government or internal guidelines. The five groups included;

Business Development / Process Reengineering; Mfg Technology R & D; Environmental and Processing;

Procedures, Training and Audit (including ISO 9001 compliance); Operating and Business Systems.

• Staff: 40; Budget: expense - $4M, capital - $0.65M.

8/87 - 10/92

Sr. Manufacturing Engineer – MRP II Project

• Managed design, development and implementation of a computer - aided process planning system for

Manufacturing Engineering as part of a total MRP II implementation. Project was created as a four-way co-

development with Sikorsky (as lead), Andersen Consulting, IBM and two divisions of Rockwell International.

• Project staff: 60; Project budget: $10M.

6/82 - 8/87

Manufacturing Engineer

EDUCATION

M.B.A., Management and Organization, The University of New Haven, New Haven, Connecticut, 1987.

B.S., Mechanical Engineering, The University of Connecticut, Storrs, Connecticut, 1982.

Certified, Production and Inventory Management (CPIM), American Production and Inventory Control Society, 1990.

AWARDS, MEMBERSHIPS AND ADVISORY BOARDS

2008 and 2005 Winner of CIO 100 Award sponsored by CIO Magazine and CXO Media.

Winner of 2006 Midmarket Leadership Award sponsored by CIO Decisions Magazine and CIO Decisions Media.

Member, Gartner EXP and Boston SIM; past member CIO Executive Council.

Former Advisory Board member, ASI Transact, Inc. ASI Transact produces B2B procurement and billing software

to improve coordination and efficiency between suppliers and distributors while reducing operational costs.

Previous member, Phoenix, a consortium of companies led by Michael Hammer of Hammer and Company

dedicated to improvement through business process reengineering and process centered organizational design.

3

Contact this candidate