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Neal Guernsey

*** ******** *****

Arnold, Maryland, USA-21012

Email - abovw1@r.postjobfree.com

CHIEF INFORMATION OFFICER (CIO), IT DIRECTOR OR PROGRAM MANAGER

As a Senior IT Director, I have been directing and marketing a variety of enterprise

technologies including Application Service Provider (ASP), Enterprise Resource Planning

(ERP), Customer Relationship Management (CRM), Web Technologies, e-Commerce, Computer

Telephony Integration (CTI), and custom application development. I have managed all phases

of the information technology life-cycle ? Business Process Analysis and Re-engineering,

platform and application selection, application development, implementation, systems

integration, operational Support and client management. Packaged applications I have

supported include SAP, PeopleSoft, Lawson, Great Plains, Siebel, Ariba and Microsoft

Exchange. Clients have ranged in size from mid-size companies to Fortune 500. I have also

managed Foreign and US Government information systems projects.

Recruited to restructure and reorganize enterprise application operations, I established

standards and procedures which passed certification for ISO 9000 and Software Engineering

Institute (SEI) Capability Maturity Model (CMM) level 3. I was responsible for leading

organizational restructuring to meet both growth and downsizing needs. I managed the

integration of product teams and data centers as the result of a merger.

As a director, I have been responsible for business development, budget planning, P&L

management, hiring and firing.

2000PresentUSinternetworking (USi)

Annapolis, Maryland

SENIOR DIRECTOR,

INFORMATION TECHNOLOGY

(

Nov 2002Present) As Southeast Regional Director for this Application Service Provider

(ASP), I am responsible for the business development, management and support of clients

hosting applications in our data center. I manage six program mangers supporting twenty

clients outsourcing applications including PeopleSoft HRMS, PeopleSoft Financials, Lawson,

Siebel and Ariba. Our goal is client satisfaction, referenceability and retention. My team

is responsible for coordinating the activities of the various groups within USi as they

affect the client. Recently, I organized three user forums where clients using similar

applications could meet and share experiences with each other. This open communication

resulted in greater client confidence with USi plus suggestions for new product offerings

and improvements to current services.

(

Jan 2002Nov 2002) Senior Director of Client Support - With the downturn in the

technology services business and USi?s entry into, and rapid exit from Chapter 11, the

company?s focus turned from implementation to support. I was asked to take over the lead

of our corporate client support organization in order to reduce the backlog of support

issues, and to increase the efficiency and effectiveness of the support teams. I was

responsible for the 24 x7x 365 support of all 134 clients using PeopleSoft, Lawson,

Siebel, Ariba, Microsoft Exchange, e-Commerce and custom application hosting. My team

included one director, four managers and over 50 technical and functional support

personnel in four cities. Activities included Tier 1, 2 and 3 functional process and

technical issue support. Through reorganization, process definition and some technology

improvements, including improved monitoring and automation of routine tasks, I was able to

reduce the average support issue backlog from over two weeks to three days, while reducing

staff by 10%.

Following a merger with Interpath, I was tasked with managing the integration of 23

clients hosted in four data centers across the US, into one data center. The data center

integration required the coordination of technical personnel from four cities and two

different companies, with many knowing they were ultimately to be laid off. This

integration was completed on schedule and 15% under budget with minimal disruption to

client operations.

Following the merger, the company was reorganized into two business areas ? Application

Hosting and Enterprise Applications. The Client Support organization was divided as well

and I became a Regional Director.

(

Sep 2000Jan 2002) Senior Director, Enterprise Applications Operations - I was

recruited into this Application Services Provider (ASP) to organize and lead the

implementation team for the Siebel Customer Relationship Management (CRM) practice. When I

joined the company, the Siebel practice had projects that were exceeding scope and going

significantly over budget. I restructured the product pricing, proposal and implementation

process to eliminate cost overruns resulting in an increase in new project gross profits

over 30%. These processes resulted in ISO 9000 certification of the Siebel practice. I

also worked with my client management counterpart to redefine and train client

relationship practices to improve communications and up-selling/cross-selling, resulting

in an increase of $6 million in up-sells in the first quarter.

As the company reorganized to consolidate its product areas, my responsibilities

increased to include the implementation resources for ERP (PeopleSoft) and Messaging

(Microsoft Exchange) product areas as well. My staff included two directors, four managers

and over 60 architects, engineers and consultants. Shortly after this consolidation, the

company conducted a 50% reduction in force across all teams to deal with the downturn in

the technology sector. I expanded my earlier process improvements to these new product

areas and implemented a product cross training program across product areas in order to

maintain our level of client support with the reduced workforce.

19942000RWD TECHNOLOGIES

Columbia, Maryland

DIRECTOR,

INFORMATION TECHNOLOGY

(

19982000) Director of Enterprise Implementation Services - This Technology Learning

and Information Systems company made a strategic decision to create and launch an

Enterprise Applications Implementation practice. I was assigned to lead this new practice.

I was able to leverage the company?s foundation in enterprise application training with

its information systems integration capabilities. I began with the SAP ERP system as the

first product area by combining functional experts from the business training practice and

application programmers from the information systems practice into an integrated team.

Within the first year, I grew a nationwide practice of three managers and fifteen

consultants supporting $3 million in projects for clients including Polaroid, Federal

Prison Industries, Boeing Services, Port Authority of NY & NJ, and the World Bank.

In order to expand our service offerings to mid-market clients, I repeated the process

with the Great Plains ERP system as the focus offering. As the Great Plains offering was

being formed, it was combined with the Siebel CRM and Documentum implementation practices

that had been created separately. In addition to the implementation services offered, my

team developed and marketed the integration between these products.

(

19941998) Director of CRM Systems Development - Promoted to Director after joining as

a Manager in the Information Technology Division. I was responsible for providing custom

CRM systems and processes to mid-size and large corporations. I led a team of two managers

and 18 project managers, architects and programmers selling and supporting annual service

target of $3 - 6 million. This included a $10 million program of 15 projects to rebuild

the customer service operations for the MediaOne cable company. These projects included

the development of a new Customer Service Workstation, using computer-telephony

integration (CTI) to link the workstation with the call center phone systems, and

developing a marketing analysis system by integrating a geographic information system

(GIS) with their customer data system. I was also asked to lead the Information Technology

and Telephony team for the construction of the new MediaOne Call Center in Chelmsford,

Massachusetts.

Earlier, I managed a series of projects for FedEx including the development of a new

Customer Service Workstation for their call centers. I led the development of prototype

systems for FedEx Ground Operations Service Managers and Dispatchers. I also led the

development of a prototype hand-held system which has evolved into the device now used by

FedEx couriers to pick up, track and deliver packages.

One of my collateral duties was serving as the Chairman of the Software Engineering

Process Group. This committee was responsible for defining and managing the processes to

deliver our IT products. The processes defined and established by this committee were

judged robust enough to earn a level 3 rating in the Software Engineering Institute?s

Capability Maturity Model (SEI CMM). In related projects, I led efforts to analyze and

improve the IT project management practices for both Kraft Foods and Steelcase Office

Furniture.

19841994ARINC RESEARCH CORPORATION

Annapolis, Maryland

IT PROGRAM MANAGER

(

19931994) Program Manager, Army Aviation Information Systems - Responsible for

managing multiple classified information systems projects for Army Special Operations. I

managed ARINC and subcontractor operations in three cities across the nation. My staff

included three project managers and 15 programmers.

(

19891992) Program Manager, Taiwan Program - Led an international team of logisticians

and software developers to create, field and support a new Maintenance Data Collection

System for the Taiwan (Republic of China) Air Force under the USAF Foreign Military Sales

Program. This project involved the close and constant coordination of contract and program

activities between ARINC, USAF and the Taiwan Air Force. My staff included four project

managers and twenty logistics engineers and programmers.

(

19841988) Project Manager - Responsible for the design, development and

implementation of an information system to manage the procurement and distribution of

Aviation Ground Support Equipment for the U.S. Air Force.

I was also responsible for the design, development and implementation of an information

system to manage the establishment of depot level maintenance capability for the Naval Air

Systems Command.

19821984US ARMY DEPOT SYSTEMS COMMAND

Chambersburg, Pennsylvania

SENIOR ENGINEER (GS-12, SERIES 0896)

My first civilian job after leaving the active duty Navy. I worked within the Industrial

Engineering Directorate participating in productivity studies, analyzing and evaluating

depot operations, and presenting recommendations for engineering and process changes.

1975 - 1998US NAVYCOMMANDER

(O-5)

(

19871998) Naval Air Systems Command, NAS Patuxent River, Maryland ? I maintained a

parallel career as a part-timeReserve Officer in the Navy. I served my last two years as

Commanding Officer of an Air Systems Program unit providing support for special NAVAIR

engineering projects. During this time, I participated in many projects including a two

week solo project to analyze and provide recommendations to the Defense Finance Accounting

Service on their IT systems enhancement process. I spent four years as Department Head in

a unit responsible for the Command Center operations at NAVAIR. Previously, I served five

years as Department Head in a unit responsible for special engineering and logistics

projects for the Rotary Wing Directorate.

(1985 ? 1987) Composite Support Squadron ? I served as Chief Pilot and Officer in Charge

of a Detachment at NAF Washington, DC (Andrews AFB) providing air transportation for VIPs.

(

19821985) USS Eisenhower (CVN-69) Augment Unit, NAF Washington, DC - Department Head

of a 60 man Reserve unit providing mobilization augmentation support for aircraft carrier

operations.

(

19791982) Attack Squadron VA-122, NAS Lemoore, California ? Active duty instructor

pilot and maintenance officer for the Navy?s West Coast A-7 Corsair replacement training

squadron.

(

19751979) Attack Squadron VA-94, USS Kitty Hawk / NAS Lemoore, CA ? Active duty fleet

A-7 pilot on the USS Kitty Hawk, aviation maintenance officer and public affairs officer.

EDUCATION:

MS, Information Management, George Washington University, 1987

BS, Aerospace Engineering, United States Naval Academy, 1975

PERSONAL:

Born August 20, 1952

Married

6?, 170 lbs.

Certified Flight Instructor

Previous Top Secret Clearance

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