Manager Information Technology

Bradley Koenig

Email: *********@********.***

Address: *** **** **.

City: Upton

State: MA

Zip: 01568

Country: USA

Phone: 971-***-****

Skill Level: Senior

Salary Range: $110,000

Willing to Relocate

Primary Skills/Experience:

See Resume

Educational Background:

See Resume

Job History / Details:

196 East St. BRADLEY KOENIG Home: 508-***-****

Upton, MA. 01568 Cell: 971-***-****

*********@********.***

BRADLEY KOENIG

196 East St. Home 508-***-****

Upton, MA. 01568 Cell 971-***-****

*********@********.***

INFORMATION TECHNOLOGY EXECUTIVE

Executive Profile

Information Technology System Development Strategic Planning

Highly qualified, results-driven technology executive with 26 years of experience in information technology, operations, project delivery management, and strategic planning for the waste industry. Special expertise in systems analysis cost reduction, capital budgets, and complex business technology systems.

Business Systems Integration

Technology Architecture & Integration

Budgeting & Cost Control

Automate & Streamline Data Flow

Design Technology Architecture

Data Center Delivery

Strategic Analysis and Internal Consulting

Technology Development

Staff Management & Team Building

Change Control Management

Strong management career with leadership, team building and project management expertise. Strategic global planning for the future of the business.

PROFESSIONAL EXPERIENCE

E.L. Harvey and Sons 2011 - 2012

Chief Information Officer

Recruited to overhaul technology operations, enhance current systems and implement a companywide software upgrade. Reported directly to the Corporate Executive Board. Delivered information technology solutions to meet strategic requirements and enhance the organizations competitiveness within the total market share.

Responsible for $2.5M information technology restructure

Structured and implemented disaster recovery

Reviewed capital budget and directed technology investments

Hired, coordinated and trained IT staff

Reduced internal downtime and drove uptime to 99.8%

Analyzed and documented all processes within the operational software system

Organized, interviewed and completed RMS system software replacement research and documentation for ERP system implementation

Created and trained departmental implantation teams to upgrade business systems and processes

Tested and implemented mobile technology solutions

Architected customer profitably documentation

Reviewed current internal technologies and created documentation for future technologies to be implemented

Audited and structured network to meet PCI and security compliancy

Reduced $30,000 + in annual telecom spend

Texas Disposal Systems 2005 - 2011

Manager, Operations Analyst Division

Retained initially to deploy and manage $2.2M enterprise-wide computing system for large-scale waste hauler. Responsibilities widened to encompass business processes re-engineering across companys four satellite locations. Identified operational inefficiencies and technology bottlenecks; resolved by implementing system automation, workflow revision, and personnel reassignment initiatives. Decrease costs through vendor realignment and resource optimization. Matrix management included responsibilities for 300 + employees. Strategic programs include six mission-critical business systems, eight central technology vendor relationships to create a strategic ERP system. Responsibilities included a broad range of corporate finance directives. Responsible for all corporate technology projects.

Designed and implemented customer profitability software model that led to revenue increase of $2M.

Architected and Developed new software applications for automation of data flow

Directed IT Department to streamline current system infrastructure

Architected new technologies and systems integrations

Architected system development for departmental strategic applications

Implemented route optimization software across multiple lines of business

Pioneered new company reporting system, from executive level dashboard to daily driver accountability audits. Reduced driver overtime by 20%.

Drove integration of mission-critical business software into a cohesive enterprise-wide tool.

Spearheaded company-wide initiative to automate antiquated paper-based reporting procedures. Reduced input labor by 60%. Decreased operational statistics reporting time by 70%.

Increased operational productivity revenue by 20%

Freightliner, Inc. 2004 2005

Automation Engineer

Recruited to sustain and manage a $500M robotic and automation assembly line. Managed 250 employees through maintenance and technology support departments. Implemented corporate ideals (Daimler Corp.) and structured to increase productivity in the truck manufacturing plant.

Engineered work flow and chain speed to increase productivity by $31M. Annually

Hired and trained new employees

Restructured network to include PLC controls

Upgraded PLC controllers to advance digital controls

Implemented and programmed corporate software to update business offices in Germany of real time production

Architected and implemented real time production model for all plant employees

Researched and implemented new technology components to reduce manufacturing time in specific stages

Routeware, Inc. 1999 - 2004

Manager, Operations Logistics

Recruited to join new Hi-Tech business start-up, focused on fleet computer automation and systems integration. Progressively-increasing responsibilities included product development team leadership, manufacturing start-up, vendor management, and new business infrastructure development.

As a member of the original project engineering team, designed and executed a broad range of business infrastructure initiatives.

Brought new vehicle computer automation system to market with shorted six-month development cycle. Reduced product engineering costs by 15%; streamlined communication between vendors and engineers.

Established industry-leading fleet installation division. Hired and managed national installation team; reduced deployment time by 42% per vehicle; increased installation margins by $300K annually.

Designed software installation and training procedures. Customer uptime improved by 34%; training cycle time reduced 20%.

B&B Leasing, Inc. 1986 - 1999

Operations Manager

Manager of Operations and Maintenance division of small-scale waste hauler. Primary responsibility for fleet cost reduction, personnel management, and fixed asset productivity improvement. Awarded 4 promotions and received recognition awards during thirteen-year tenure.

Set performance level standards and initiated performance goal measurement program for departmental staff.

Reduced repair time per vehicle cost by 23% through induction of in-house training program. Eliminated third-party training vendor costs, improved quality, and established internal subject matter experts across departments.

Responsible for analysis on new technology integrations. Met with vendors; evaluated next-generation technology trends; developed analytical models to maximize cap ex budget.

EDUCATION

Bachelor of Science Automation Engineering (Robotic Eng.)

Minor- Business Management (Graduated With Honors)

Honorary Member: Alpha Beta Kappa

ITT Technical Institute Portland, OR

References Available Upon Request

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