Thomas Hupp

Email: abos22@r.postjobfree.com

Address: 39W801 N. Robert Frost Cir.

City: Saint Charle

State: IL

Zip: 60175

Country: USA

Phone: 630-***-****

Skill Level: Senior

Salary Range: 200

Willing to Relocate

Primary Skills/Experience:

See Resume

Educational Background:

See Resume

Job History / Details:

THOMAS M. HUPP

39W801 N. Robert Frost Circle, St. Charles, IL 60175

630-***-****; abos22@r.postjobfree.com

CHIEF INFORMATION OFFICER / IT STRATEGIST

Driving revenue growth and cost savings with strategic IT initiatives!

Profit-focused and experienced executive with a -blue chip- consulting and CIO leadership career that includes: formulating business-aligned IT strategies; managing IT mergers, acquisitions and divestures, e-commerce, major outsourcing contracts; transforming IT organizations; directing systems development and integration programs.

EXPERIENCE AND ACCOMPLISHMENTS

NAVISTAR INTERNATIONAL CORP., WARRENVILLE, IL 2008 to present

A publicly traded Fortune 200 international manufacturer of diesel engines, trucks, buses and military vehicles.

Global IT Business Partner / Division CIO

Reporting to the SVP of Global Engine, responsible for the IT strategy, budgets and systems development initiatives for the $4 billion Engine Division. The user community includes more than 3,000 employees and 10 plants in Illinois, Brazil and joint ventures in China and India. Major application software includes SAP, PeopleSoft HR & Financials, and Siemens Teamcenter. Budget responsibility exceeds $40 million.

* Developed a global PLM strategy for the Navistar Product Development organization of over 1,500 engineers located in the US, Brazil, India and China. Key projects included full BOM cost roll-up, data standardization, CAD system migration and automated change release of engineering BOMs.

* Developed ERP and MES strategies with business case and implementation plans for the global engine business.

* Reduced spending by 20% by canceling misdirected projects, changing the sourcing options, and identifying long-term profit initiatives.

* Initiated a new IT governance committee for the Engine Business and Product Development organizations.

* Streamlined product development by investing in Teamcenter to improve productivity and product data integrity.

* Negotiated a Teamcenter license agreement with Siemens to lock-in higher discounts for all global purchases to save Navistar millions of dollars in future software fees.

* Implemented a project management system for two application development teams.

* Migrated an acquired strategic business unit to SAP in four months for less than $1 million.

KLEIN TOOLS, INC., LINCOLNSHIRE, IL 2002 to 2007

A family-owned and managed midsize hand tools manufacturer for the construction, electrical, and telecommunications industries, with five factories, approximately 1,000 employees, and 5,000 national and international distributors and retailers, including The Home Depot, Lowe`s and W.W. Grainger.

Chief Information Officer / VP of Information Technology

Reporting to Klein family executives in the Chairman, CEO and President roles, responsible for IT strategy formulation, development and implementation. The technical environment included an ERP, WMS, VMI, EDI, Web Portal, and e-Commerce systems.

* Led the development and integration of IBM`s WebSphere Commerce solution for a new business-to-consumer and dealer collaboration initiative with an expected payback of less than two years.

* Implemented a vendor managed inventory (VMI) solution with a national distributor in five months resulting in improved distributor inventory turns of at least 25% and sales of 15% to 30% within three months.

* Evaluated, purchased, developed and implemented an enterprise-wide data warehouse system (Cognos OLAP / BI) for $300,000 in six months, achieving a three-month payback from improved sales margin

* Reduced base-line IT spending approximately 20% by (1) rebuilding the technical services team, (2) negotiating new leases for the WAN and infrastructure, (3) developing an IT planning process to set strategic and tactical priorities based on business objectives, and (4) developing a cost charge-back methodology.

* Implemented extranets and an eLearning system for employees, dealers, and suppliers, providing efficient, online tools to sales personnel, customers, and suppliers. Completed each project in four months.

* Developed multiple business process automation systems including a digital asset and content management system, and an engineering change workflow system to reduce time to market for new products.

As publicized in Crain Communications, my key sponsor, Richard Klein, CEO/Chairman, was ousted in a family dispute over company leadership and direction, including the responsibilities and authority of the CIO position.

IDEAL INDUSTRIES, INC., SYCAMORE, IL 2000 to 2002

A family-owned electrical supplies and tools manufacturer, distributing products to an international customer base through a manufacturing supply chain of three factories and five distribution centers, 600 employees, and 5,000 national and international distributors and retailers, including The Home Depot, Lowe`s, Graybar, and W.W. Grainger.

Vice President of Information Technology

Reporting to the CEO, responsible for IT strategy formulation, development, and implementation. The technical environment included a broad-set of ERP, warehouse management and EDI applications.

* Developed the ERP software strategy and obtained senior management buy-in to implement a tier-1 ERP product.

* Reduced annual expenditures by more than 8% while increasing capabilities by renegotiating key IT provider contracts and rationalizing staff and software maintenance costs.

* Developed and implemented a project request and IT governance committee to set tactical priorities to be pursued by the IT department.

Recruited by Richard Klein to overhaul and upgrade the IT capabilities at Klein Tools.

BRANDANGO, a divine interVentures company, LISLE, IL 2000

divine interVentures - an -incubator- of 50 Internet focused companies; Brandango - clients with customer relationship management (CRM) services, including direct marketing and database marketing services and software for data warehousing, statistical modeling and analytics for multiple contact channels.

Chief Information and Technology Officer

Recruited by CEO to provide IT and business strategy formulation, development and implementation of all IT systems. Business plans included an IT budget of $5 million to support 300 agents and four call centers; planned IT headcount was 12 professionals developing and delivering services.

* Evaluated, selected, negotiated contracts and implemented the following technologies in 120 days: (1) web chat software for inbound and outbound customer interaction with PBX / ACD integration, (2) Siebel CRM software, (3) Broadbase`s analytics / OLAP system.

Due to divine`s financial difficulties and unsuccessful IPO, Brandango and approximately 40 other start-up companies were scuttled.

CCC INFORMATION SERVICES, INC., CHICAGO, IL 1999 to 2000

A $200 million automotive insurance information services and software solutions provider.

Senior Vice President of MIS

Responsible for IT functions involved in product delivery and the internal business information systems, reporting to the EVP of Product Development & MIS. The technical environment included OS/390, Unix and NT platforms. Directed an annual budget exceeding $20 million, six direct reports, and a department of 80 IT professionals, developing and delivering products and technical operations on a 24x7 basis.

* Developed an IT turnaround plan in 60 days to improve product delivery and support by re-engineering and making key IT infrastructure investments to improve product reliability and availability.

* Reorganized management responsibilities of the IS Directors to improve management and the processes of the systems software support staff improving NT and Unix system reliability.

* Negotiated a new wireless telecommunications contract to reduce costs by more than 33%.

Departed for the opportunity to launch a CRM -dot com- business.

ON-LINE SERVICES, a division of Metromail Corporation, LOMBARD, IL 1997 to 1999

Metromail - a $300 million direct marketing and database marketing business; On-Line Services - a $40 million business unit providing national directory assistance solutions and credit management products.

Vice President of Operations and Technology

Reporting to the President of On-Line Services, responsible for development of business and product strategies, product development. Managed a $23 million budget, five direct reports, and staff of 70 IT professionals.

* Developed and implemented a new credit management application to replace legacy IBM mainframe system with high-availability UNIX, NT, and Internet technologies. Defined business case and project approach for replacing the existing credit risk cycle management products. Completed project in 15 months.

* Rebuilt the IT organization and improved service levels in less than 18 by hiring a progressive management team, hiring new development staff and culling ineffective management and staff personnel.

Departed when Experian purchased Metromail and closed down the On-Line Services organization.

ANDERSEN CONSULTING, LLP, CHICAGO, IL 1996 to 1997

A $7 billion international consulting firm; the Strategic Services practice provided business and IT strategy formulation and implementation management services.

IT Strategy Practice Engagement Manager

Reporting to various partners in the firm, served in the IT strategy formulation and IT reengineering practice for clients in various industries. Key engagements included:

* Developed a complete IT strategy for a $2.5 billion international building products manufacturer, including the vision, strategies and resulting implementation initiatives. These initiatives included reengineering the supply chain, a manufacturing cost reduction program, implementing shared services for the financial and administrative functions, reengineering the delivery capabilities of the IT organization, establishing the CIO position, and changing the IT governance processes. Developed the business case and four year plan for replacement of applications and infrastructure, to deliver increased annual profits of $90 million.

* Developed new processes and outputs for prioritizing IT projects for a $2 billion international pharmaceutical firm; developed procedures for conducting the IT Steering Committee.

* Assessed IT organization`s capabilities for a $2 billion financial services firm, recommending the necessary changes to the strategies, processes, organization structure, staff skills and technologies.

* Developed a new IT project prioritization process for a $16 billion international heavy equipment manufacturer, enabling executive management to determine a priority schedule based on objective criteria for determining strategic value, business case, and relative risks of numerous business and project opportunities.

Departed Andersen Consulting to return to the CIO career track by joining Metromail`s On-Line services to work for information services organization as effectively the COO.

ASSOCIATED STATIONERS, INC., ITASCA, IL 1992 to 1995

A $500 million wholesaler of office products with 17 distribution centers nationwide; created in 1992 from the leveraged buyout of the wholesale business from Boise Cascade Office Products.

Director of Information Technology

Member of the MBO / LBO team that grew the business from $380 to $500 million in three years. Managed a $14 million IT budget and multi-year outsourcing agreements for IT department, WAN and EDI services contracts.

* Negotiated a long-term IT services outsourcing contract, which raised more than $7 million of start-up capital. Managed the outsourcing relationship and enforced contractual and resolved business issues.

* Established the Executive Steering Committee obtaining consensus for IT development plans and projects.

* Successfully implemented a demand-forecasting, inventory planning and purchasing system; led team that improved line fill by 10% and reduced Purchasing payroll by 50% in less than six months.

* Integrated an acquired competitor operations and systems in less than four months.

In 1995, Associated purchased United Stationers, Inc., resulting in an ROI of 36x to the Associated investors. Joined Andersen Consulting to gain experience in formal IT strategic consulting for major companies.

BOISE CASCADE OFFICE PRODUCTS, ITASCA, IL 1986 to 1992

A $2.6 billion distributor of office products with more than 30 distribution centers selling to both retailers and corporate accounts.

Manager of Applications

Reporting to the Director of Information Systems, responsible for the development of software solutions and support of the corporation's accounting, inventory management and purchasing systems.

* Recruited and trained a staff of well-rounded MIS professionals.

* Improved application delivery capability, implementing a new development methodology, reducing the average number of defects per month from 20 to 2.

* Developed an AR and collection system, reducing DSO by 10% and AR staff by 25%.

Selected by the private equity firm and management team to become Director of IT of and investor in Associated Stationers.

EDUCATION AND PROFESSIONAL CERTIFICATIONS

Master of Business Administration, Indiana University, Bloomington

Concentrations: MIS and Production & Operations Management

Bachelor of Science in Accountancy, University of Illinois, Champaign-Urbana

Certified Production and Inventory Manager, American Production & Inventory Control Society

Certified Public Accountant, Illinois and American Institute of CPAs

Thomas M. Hupp

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