Management Manager
Resume:
Email address
abotmi@r.postjobfree.com
First Name Middle Last Name Suffix Maiden Name
Andy Anderson N/A
Work Phone & Ext Toll Free Phone Fax Phone Home Phone
Cell Phone Pager Personal Web Site Address
Secondary E-mail
Address City, State
Zip
7851 Epsilon Dr Derwood MD 20855
Month/Year Hired Month/Year Left Total Years with Company
Feb 1978Sep 1988 10
Office Division Title
Washington DC Consulting Senior Manager
Country Other Employment Details
(Previous positions, duties, or fun info)
United States
Also AA&C MICD in Tulsa, Salt Lake City
Company Name Position
CSC VP
Company Web Site
http://csc.com
Company Size (employees) Est. Company Revenue Industry
Select One > $25,000,000 Consulting
Do you hold any professional certifications?
(Separate with commas)
PMP
Other Current Employment Details
(Description of Position)
Rescue of troubled projects; leadership of large transformations
Birthday Marital Status Spouse's Name Anniversary
Select Select Married
Children's Names & Ages
c Copyright Andersen Alumni Association 2012. All Rights Reserved.
Andy Anderson.doc
Skills: Turn around troubled client programs that are large, complex.
Lead transformations that completely overhaul client operations and technology.
Build relationships of trust at all levels where they do not exist, or are broken.
Develop the next generation of CSC and client leadership.
Highlights:
31 years professional services / consulting experience
Multiple firms: Andersen, Cap Gemini, American Mgt Systems, CSC
Multiple industries: manufacturing, energy, telecommunications, government
Balance of technology implementation and management consulting experience
International assignments (Middle East, 1998-99, Africa 1980)
HISTORY
Computer Sciences Corporation (
CSC) Nov 2002CurrentVice President Federal Systems
Pharmacy Programs
Responsibilities: led the transformation of CSC s entry into Medicare Part D insurance.
Personally responsible for the success of a $400M+, multi-year program that had become the
fourth largest Part D insurance plan in Medicare. CSC provided all back-office operations;
a small commercial insurance company performed front-office functions.
Assumed management of Pharmacy Programs in July 2006, when it was six months into start-
up. Costs were dramatically overrunning budget 40%; and core, mission-critical systems
were not functioning. The program was generating zero profits for CSC.
Replaced core application systems, and restructured program leadership to align skills
with critical program needs.
Restructured the day-to-day working relationships between CSC and CSC s insurance company
partner, streamlining operations and increasing responsiveness to customer needs.
Refocused business activities on the front end of CSC s business life cycle, eliminating
errors early in the process and squeezing errors / costs out of operations.
Result: Systems problems were resolved, and costs were reduced to below-budget. Won first
place nationally in service to end customers (two years running). Helped CSC s insurance
company partner to become #1 on Inc. Magazine s Inc.500 list of high-growth companies.
Delivered 15% profit to CSC in CY2008.
IRS Modernization Program
Responsibilities: led the transformation of the core of IRS taxpayer administration, as
part of the IRS Modernization program. Personally accountable for the success of a half-
billion dollar, multi-year program (CADE) which replaces 1960 s-era technology for
processing tax returns.
Assumed management of the CADE program when it was two years behind schedule,
requirements were not yet agreed, the system could not advance in testing, and working
relationships among CSC, subcontractors and the IRS were ineffective.
Reorganized the CADE delivery team, removing barriers among organizations and
strengthening the leadership. Established a completely collaborative working relationship
with the IRS, merging their functional, technical and operational staff into the CSC
delivery team to foster communication and maximize capability to anticipate and solve
problems. Commissioned SWAT team analysis of technical problems by CSC s and
subcontractors senior technical staff, identifying and correcting underlying product
problems that prevented the team from progressing.
Result: The CADE team delivered the first release ahead of its revised schedule, and the
IRS processed tax returns using a modernized system for the first time in 40 years. This
reversed the IRS history of two prior attempts to modernize tax processing, both of which
failed and cost billions of dollars in doing so. The system s first year of operation was
almost flawless, satisfying all requirements and achieving a perfect score in its
operational scorecard in all but three weeks of the year.
American Management Systems (AMS) May 1995Nov 2002Vice President Public Sector and Telecommunications Groups
Responsibilities: Led teams of 100-300 staff; integrated complex, multi-project programs
and rescued troubled projects. Among several such programs, directed the management and
integration of a US$250 million program to completely transform a government agency new
organization, processes and tools. This program was funded entirely from new revenue
generated by the program, and produced results significantly ahead of plan. The program
received several national awards for excellence in management and innovation.
Other responsibilities included turn-around of a troubled $100M replacement of
infrastructure for an international telecommunications company; leading the $150M
replacement of back-office systems for a US telecommunications company; and leading the
turn-around of a $20M replacement of financial systems for another US telecommunications
company.
Accomplishments:
Integrated 12+ project teams in five business areas; trained and supervised project
managers. Eliminated cost/schedule problems caused by teams working in stove-pipes.
Identified problems that blocked progress, and negotiated resolutions with stakeholders
inside and outside the program. Significantly improved teams productivity and progress.
Avoided a threatened lawsuit on one program. In a second, lawsuits were resolved best-
case and the program was refocused on achievable objectives and a workable approach.
Built effective working relationships among stakeholders at all levels business groups,
technology support, change managers, auditors and consultants. United participants around
a common purpose, and eliminated time wasted in disagreements/unnecessary activities.
Shifted focus to balance technology development and preparing the organization for major
change. Senior executives described the resulting transformations of business units as the
most successful in memory.
Implemented risk management, issue resolution and quality assurance methods which put
teams out in front of problems that had slowed progress and wasted staff time.
Cap GeminiSept 1988May 1995Vice President Business Unit Manager and Mid-Atlantic Area Projects Director
Responsibilities: Transformed a staff augmentation business into a true consulting group,
delivering complete solutions to business problems. This included all aspects of building
and leading a new line of business, operating in six states. The new line of business
became 40% of annual sales.
Accomplishments:
Developed processes for delivering projects successfully (meeting client business needs,
on-time & on-cost). These became the company-wide foundation for the new business line.
Recruited senior professional staff program and project managers, business and
technical architects to lead the new business segment company-wide, enabling the company
to sell and deliver multi-million-dollar projects.
Trained management, professional, sales and administrative staff to perform their roles
in the new line of business. Planned and led implementation of the new line of business.
Organized and directed the company s first (and successful) ISO9001 certification.
Oversaw operations of the new segment guided proposal teams, approved each deal before
proposing services, supervised project managers. Helped close the sale of critical and
large/complex projects.
Analyzed on-going projects; corrected deficiencies; coached project managers, branch
managers and professional staff; facilitated issue resolution with clients. Only one
unsuccessful project in a total of 50+.
Andersen Consulting, Arthur Andersen & Co. Feb 1978Sep 1988Senior Consultant; Consulting Manager; Senior Consulting Manager
Responsibilities: Lead projects in dramatically improving some aspect of business
performance. These projects included the full management life cycle: from business
planning; to strategy development (including technology strategies): to systems
development, reorganization, and process reengineering; to transitioning organizations to
the new way of doing business.
Accomplishments:
Planned the construction and operation of a $9B energy plant and supporting community.
The plan addressed all elements of organization, funding, compliance, management and IT
infrastructure. The plan eliminated roadblocks in gaining approvals and funding.
Subsequently developed a formal methodology and training program enabling other AA&Co.
offices to perform this work. Provided QA support for selling and delivering the new
service.
Developed an approach for using IT to reverse the declining sales and profitability of
aging products facing increased competition. Combined the physical product with self-help
engineering support for customers, using the client s unique assets in engineering skills
and data. Competitors could not duplicate this a sustainable competitive advantage.
Led the development of application systems for financial and supply-chain management for
large clients in government, manufacturing and energy industries. Results included
increased efficiencies in inventory management, reduced response times and carrying costs,
improved financial decision-making, and compliance with regulations that had prevented
business growth.
Developed and implemented new organizations for client professional staff (IT and
financial management), and programs to develop the capabilities of that professional
staff.
US Air Force Active Duty19711978
Guard/Reserve19781997
Developed management plans for major ($50-250M) information technology programs. Reviewed
troubled programs and recommended changes in program management.
Led multiple aspects of electronics and communication installation, including command of
an organization with teams working worldwide.
Led the analysis and restructuring of USAF personnel management programs, increasing
effectiveness within diminishing budgets.
Managed a nuclear weapons reliability program, increasing the reliability of these
devices within shrinking funding. Oversaw engineering, logistics, testing & assessment,
and interagency cooperation.
Education
BS, Engineering Sciences, USAF Academy
MBA, University of California at Los Angeles (full-time, in residence)
1000+ hours instruction in IT by AA&Co. (also 500+ hours instructing these courses)
TQM training at the Defense Systems Management College.
Cornell University program in strategic management
G. E. (Andy) Anderson Jr.
Page of
G. E. (Andy) Anderson, Jr.
Vice President, Computer Sciences Corporation
Page of
Contact this candidate