Manager Customer Service
Resume:
STEVEN SUKOVICH
** ***** ****, *******, ** *****
203-***-**** (W), 203-***-**** (H), 203-***-**** (C)
*********@***.***
PROFILE
Technical Executive ● Business Leader ● Change Manager ● Process Consultant ● Corporate Strategist
Not your “traditional” IT Executive, but a multi-faceted, visionary business-oriented leader with a solid track record
of providing outstanding service, value and results at every turn in complex, globally facing organizations,
elevating the value and power of information, knowledge and process optimization. Firmly embedded in the
business and offering a unique blend of skills, background and experience, able to lead organizations and
activities at the highest level through periods of tumultuous change and rapid growth. Equipped with a set of core
competencies in technology, business process management and leadership (common to all environments), able
to quickly assimilate, assess and act on opportunities and priorities, build a team and start providing results.
EXPERIENCE
Proliance International, Inc. – New Haven, CT (2006 – Present)
CIO/Vice President, Information Technology & Logistics (2006 - present): Reporting to the CEO, senior
executive responsible for all aspects of information technology, business process management and supply chain
operations at highly competitive, multinational automotive industry leader. Brought in as a turnaround CIO to lead
extended organization through post-merger growing pains and challenges, and to reestablish/upgrade overall
enterprise IT and logistics capabilities, reliability, process and operational efficiency, achieve SOX certification,
and most importantly, establish a renewed sense of direction and leadership across enterprise (resulting in
demonstrated, improved business results). Such efforts have contributed to, for the first time in company history,
achieving four consecutive profitable quarters.
• Developed company’s first ever fully aligned IT Strategy, integrated with overall business strategy, with
fourfold focus: reliability/service, value, compliance and innovation; rebuilt tarnished department image
throughout company, resumed position as valued business partner, key process integrator and preferred
service provider; key factor in enabling/driving company’s return to a profitable position during my tenure.
• Integrated post-merger IT resources and organizations (domestic, Mexico, Europe, Asia) to employ a
common, standardized plan for technology acquisition, application and utilization (reducing overall cost of
ownership with actual spending reduction of > $4MM annually, ensuring compatibility, providing a suitably
advanced level of technology tools and services and taking full advantage of all existing IT assets),
process and security standards (protecting core business operations) and shared knowledge base and
operating policies (creating a new position of well-considered, planned and aligned operations versus
random, responsive actions and activities).
• In expanded role, leading overall corporate efforts to fully restore effective business operations after
natural disaster resulted in complete loss of primary operating facility and bulk of company inventory in
2008, as well as redefining company’s global supply chain model (reducing costs by 30% while improving
service and overall agility).
• As company business process improvement leader, act as sponsor/leader of wide variety of corporate
business process redesign efforts outside the traditional realm of IT, including credit and collection
management, pricing policy redesign, warranty operations, evaluating/institutionalizing lean operations
and analysis of/recommendations for company consolidations and business divestitures, among others.
UST Inc. - Greenwich, CT (1997 - 2006)
Director, Strategic Customer Services (2001 - 2006): Reporting to the CIO, responsible for major IT operating
department encompassing strategic planning, enterprise program management (PMO), enterprise development
and support, e-commerce, e-learning, department administrative/financial management, global subsidiary
Resume, Steven Sukovich
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technology operations and risk/compliance management. Primarily responsible for driving corporation’s e-
strategy to provide ‘best in class’ IT products and services, clearly communicating and demonstrating the IT value
proposition, enabling accomplishment of corporate strategic objectives and running IT ‘like a business’.
Responsible for managing operating and capital budgets each exceeding $10MM annually, through a dispersed
60 person staff.
• Led development and ongoing implementation and maintenance of first corporate IT Strategy, directly
supporting overall corporate objectives and focusing on five key elements: performance improvement,
communications and collaboration, CRM, e-commerce and knowledge management.
• Provided broader organization with general business process and functional guidance and ‘consultation’,
acted as project sponsor/champion for various Six Sigma/Lean Manufacturing and New Product
Development initiatives across company.
• Led centralization of previously independent corporate-wide IT organizations under a single, unified and
aligned organizational ‘umbrella’, providing common direction, standardized architecture and operating
practices, enhanced staff development opportunities, selective outsourcing and shared development
activities and resource utilization across a variety of previously independent operating divisions and
subsidiaries spanning across the United States as well as Canada, Mexico, and Central and South
America.
• Led development, implementation and ongoing monitoring and response for company’s IT and financial
compliance activities, including Sarbanes-Oxley Act, COBIT (COSO) certification, Electronic Records
Management and Information Privacy and Security; also, led corporate efforts to develop and
institutionalize an Enterprise Risk Management framework and practice.
• Led ongoing development, implementation and expansion of leading edge e-commerce improvements, to
include ‘traditional’ EDI and web-based offering for selected customers, Vendor Managed Inventory (VMI)
programs, participation in Global Data Synchronization initiatives, and early development and
implementation of a corporate-wide RFID response plan; participated as a member of EPC Global (US)
Fast Moving Consumer Goods Business Action Group.
• Led successful development and implementation of company’s initial and expanded e-learning system
and environment, providing high level, non-“time and place” constrained training opportunities (web
based) to over 3000 widely dispersed employees, with annualized direct savings estimated at $1MM.
Manager, Business Systems Development (1997 - 2001): Responsible for leading development and
implementation of corporate wide process and cost improvement initiatives, with specific emphasis on $2B
company’s sales, manufacturing/supply chain and financial functions. Worked with corporate staff, commercial
activities and field personnel to identify opportunities, redesign business processes, and fully integrate and
leverage new enterprise information systems and tools, allowing us to offer information as another “product”.
• Helped lead design & implementation efforts to streamline company’s outbound supply chain activities
and fully integrate with sales/order entry/cash management functions, reducing order/ship lead-time to
near zero.
• Played a lead role in the investigation, development and implementation of a wide variety of corporate
improvement efforts, to include: Vendor Managed Inventory, Direct Debit/Electronic Funds Transfer,
Outbound Cash Management, Financial/Tax Reporting and Analysis, and conversion of the corporate G/L
and Fixed Assets management to a new enterprise system (with a corresponding 20% reduction in staff
and time required for periodic financial closings).
• Led development and implementation of MRP/DRP and Transportation Management processes at all
manufacturing and distribution facilities, allowing improved planning and optimization of material, process
and workflow within and across organizations. Gained visibility and greater control over key inventory
assets, reduced investment in working capital, improved order fill posture and provided improved
administrative and shop floor efficiencies.
The Clorox Company - Atlanta, GA (1993 - 1996)
Manager, Distribution Operations (1994 - 96): Responsible for overall successful operation of 15 location, 400-
person national logistics network, with a $45MM operating budget. Key function to lead progress towards ever
improving levels of customer service and cost efficiency, via functional management of physical distribution,
inventory control, materials management, administration, facilities utilization and traffic management. Worked in
close partnership with Sales and Marketing organizations to identify and address unique customer needs and
opportunities and achieve overall corporate strategic objectives relating to cost and service.
Distribution Systems Manager (1993 - 94): Acted as project manager/”internal consultant”, responsible for
identifying, designing and leading implementation of network wide operational improvement initiatives and
process/systems improvements, providing annual system-wide savings exceeding $7MM.
BIC Corporation - Milford, CT (1991 - 1993)
Manager of Distribution (1991-93): Senior logistics professional for a $500MM industry leading consumer
products company. Responsible for leading company’s activities in physical distribution, materials management,
import/export, packaging development and contract manufacturing. Led development and implementation of
major upgrades in information and physical handling systems which provided a 40% increase in throughput
handled with a 20% staff reduction. Also led successful efforts to consolidate global suppliers & specifications for
components, shorten supply lines, improve forecasts and redesign international sourcing/delivery process for
materials, components and finished goods.
Procter & Gamble Company - Jackson, TN (1986 - 1991)
Distribution/Customer Service Manager (1987- 91): Directed plant logistics activities, including warehousing,
traffic, sales/marketing liaison, customer service, and contract manufacturing at 880,000 square foot consumer
goods distribution center. Also acted as Technical Brand Manager for Special Markets products (responsible for
product development and fulfillment), working closely with sales/marketing to gain a solid foothold into new highly
profitable and volatile trade sector (club/convenience stores), adding ~5% to division sales in first year.
Cost Manager (1987): Planned, coordinated and analyzed all production, material and cost management/
accounting activities for a $200MM category. Led activities that reduced manufacturing cost by optimizing
inventory usage and levels, consumer package resizing and associated brand support activities, all having
significant positive impact on total delivered cost and division profitability.
Production Manager (1986 - 87): Responsible for overall management of a state of the art, high speed, multi-
line food manufacturing operation. Implemented use of automatic data collection devices to provide greater
operational control and identify/eliminate process losses, yielding annual savings of over $1MM.
United States Army (1981 - 1986)
Commissioned Officer (1981 - 86): Held numerous positions of increasing responsibility through the rank of
Captain, including Company Commander, Battalion Operations/Intelligence Officer, Materials Management Officer
and Project Management Officer. Specialized training in leadership, logistics, engineering, civil affairs, technical
intelligence and research, development and acquisition management.
EDUCATION
MBA, Goizueta Business School/Emory University, Atlanta, GA 1996
BS (Engineering), United States Military Academy, West Point, NY 1981
PROFESSIONAL AFFILIATIONS
CIO Executive Council
CIO Leadership Network
ISACA
MEMA Information Services Council
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