Global Business Operations, IT & Business Transformation Executive

CHRIS FOLLAND

Schaumburg, Illinois *****

Phone: +1-847-***-**** www.linkedin.com/in/chrisfolland Email: ********@*****.***

Global Business Operations, IT & Business Transformation Executive

PROFESSIONAL SUMMARY

An effective knowledgeable executive with experience developing and executing tactical Business Operations and IT strategies aligned with corporate global business operations, quality and information technology objectives.

Led and partnered with “C level” Leadership team, collaborating with other executives and Stakeholders to use technology to transform and simplify business processes while delivering bottom line measurable benefits.

Successfully led and implemented Business Transformation Enterprise projects, including M&A, with expertise at scaling operations, planning and executing mission-critical business programs and projects. Implemented organisational and process change management and organizational resiliency within global organizations. An energetic leader with a passion for staff and team development, recruiting and retaining top talent with an ability to effectively lead and work in a cross-functional, matrixed, global environment, with a highly collaborative, team oriented approach to problem solving.

Extensive experience identifying and implementing improvement opportunities, within a managed professional services environment, facilitating change, mentoring teams, negotiating multinational transactions and contributing substantially to revenue growth and cost savings, with maximizing profitability, EBITDA, in both start-up and growth organizations.

AREA OF EXPERTISE

Global Business Transformation Global Leadership, European IT Exec Management,

Mergers and Acquisitions / Divestiture, Change Management, Global Business Operations,

Global Strategic Planning / Business Development, Global Program Management, Process Improvement,

Multiple International Site Management, Go To Market Development, Six Sigma Black Belt / Agile

Software / Design Development Life Cycle, SaaS / NOC Data Center, ITIL v3 2011,

Multi-Million Dollar P&L Accountability, New Product Introduction, Corporate Disaster Recovery,

Forecasting, Capital Planning / Budgets, Global Contract Negotiation, Oracle ERP Implementation,

ACCOMPLISHMENTS

Global IT leadership team leading multiple IT mergers and acquisitions (M&A’s) setting the IT roadmap strategic alignment, and providing IT governance integration at national and international level with eight global locations.

Utilized globally best business practices, process and tools of Change Management leading the execution of key global business initiatives including M&A, enterprise transformation efforts impacting on project ROI, coached business leaders and stakeholders on strategies, provided organizational alignment plan including communication, education, risk and resistance management.

Set annual and long-term strategic and quality direction, KPI’s, global Quality “Score-Card” metrics, with suppliers supporting the product portfolios. Exceeded EBITDA targets through manufacturing and operations improvements and Six Sigma process alignment projects. This resulted in a portfolio of products with a $250 million sales volume.

Represented Motorola to the United Kingdom Parliamentary Committee for Corporate Disaster Recovery and Business Continuity.

Led and partnered with “C level” Client Leadership teams, Business stakeholders, cross-functional and cross-organizational teams, including pre-sales, solution architects, account managers and technical delivery, to define and deliver Business Process Improvement Re-engineering (BPIR) program/projects.

Created and implemented operational process improvement for software application/code development, improving software quality for Vendor Suppliers, in accordance with Software Development Life Cycle (SDLC), CMMI, and SEI, resulting in the reduction of defects and the increased software quality by 435%.

Managed enterprise-wide Agile transformation, establishing and supporting internal Software as a Service (SaaS) applications/code development, software configuration management and administration, in a “follow the sun” environment in accordance with Software Development Life Cycle (SDLC), CMMI, COBIT, and SEI.

Transitioned business applications from Hyperion Essbase and implemented Oracle ERP Enterprise business solution, partnered with corporate supply chain management business process owners that supported strategic sourcing initiatives.

PROFESSIONAL EXPERIENCE

Senior Business Consultant 2015 to 2017

Sentinel Technologies, Corporate Headquarters Downers Grove, Illinois

A provider of “Communications and Collaboration Services”, “Data Center Services”, and “Cloud and Managed Services”. Working in a new division of the Company’s business, Business Process Optimization, as the lead consultant and subject matter expert, coordinated and managed complex global business process re-engineering initiatives, with National and International Clients.

Interfaced and collaborated with “C level” business Clients as a trusted advisor, to identify strategic business opportunity areas for business transformation process improvement and elimination of waste in both Business and IT environments.

Presented identified key variables for consideration in the decision-making process; outline pros and cons of possible solutions; highlight key findings from cost benefit analysis and potential risk associated with each alternative and calculated the proposed ROI.

Utilized ITIL, COBIT, NIST, Agile/Scrum and Lean / Six Sigma methodologies, in a project management approach to revamp and implement important business processes, influencing and collaborating across all levels of Client organizations, to achieve major project milestones and deliverables.

Initiated and developed, as part of the “Go-To-Market” plan, internal and external sales collateral, product slicks, whitepapers, case studies, newsletters and communications as well as consultative materials, process templates, for issuers in pre and post sales. Experience with MS Dynamics CRM within a SharePoint, Office 365 environment.

Led cross-functional and cross-organizational teams, including pre-sales, solution architects, account managers and technical delivery, to define and deliver Business Process Improvement Re-engineering (BPIR) program/projects.

Developed business Change Management strategies and executed project-based change deliverables for key initiatives including visioning, stakeholder engagement, change risk and readiness assessment, communications, organizational impact analysis, alignment and transition, and continuity.

Directed and coached project managers and consultants to ensure successful delivery of projects within the program. Managed multiple, concurrent projects involving cross functional groups, and performed the following assessments

Strategic & Operational Governance, Mergers, Acquisitions (M&A) and Divestitures,

ITIL & Business Process Gap Assessment, IT Security Risk Management Assessment,

Business Impact Analysis (BIA), Regulatory Compliance (PCI, HIPAA FFIEC, FINRA),

Lean / Six Sigma Process Improvement, Business Continuity & Disaster Recovery (NIST 800-53),

Life-Cycle Evaluation & Improvement, Change Management,

Virtual Executive CIO Services, Business Process Mapping (Value Stream Mapping),

Management Consultant – IT Operational Management 2014 to 2015

Accounting Principals Chicago, Illinois

Client - Exelon Corporation (ComEd), Corporate Headquarters

Challenged by the Vice President of Utilities IT to improve operations to strategic customer and corporate IT business systems, including application software development. Utilized Six Sigma methodologies deriving operational metrics to correct “Cost of Poor Quality” (CoPQ) by process improvement that engaged employees to focus on the customer experience.

Liaised with Senior Leadership team to review, and evaluate current state performance against strategic digital roadmaps.

Created, set and monitored Key Performance Indicators (KPIs) that represented the organization’s maturity and strategic plans, in accordance with market industry best practices, ITIL and COBIT that supported future state, scalable growth.

Created and implemented operations process improvement roadmap for Vendor Management of software application code development, Scrum/Agile, in accordance with Software Development Life Cycle (SDLC), CMMI, and SEI, resulting in the reduction of defects and the increased software quality by 435%.

Management Consultant - ITIL IT Service Management 2012 to 2013

Resources Global Professionals (RGP) Chicago, Illinois

Client - Health Care Service Corporation (HCSC), Corporate Headquarters

Focused on processes improvement and ITIL best practices for Service Design, Service Management, Service Transition, and Service Operations in accordance with HIPAA / PHI/ PII regulatory standards. Worked with the Client’s senior IT Leadership team to access their strategic business and IT requirements, in addition, worked with the IT Service delivery and management teams to scope, design, develop and enhance current and new policies and processes within an ITIL framework. Utilized frameworks such as CMMI, NAIC-MAR, recommending improvement opportunities, and roadmap development.

Management Consultant – IT Integrated Supply Chain Procurement

Client - Kraft Foods Inc., and Mondelēz International, Inc. Corporate Headquarters.

Tasked by the Senior Director of Global Indirect Procurement to align IT business & Supply Chain Management (SCM) strategic sourcing strategy with Integrated Business Planning (IBP) and Sales & Operations planning (S&OP) during Divestiture, to meet requirements of the SEC.

Worked with business unit budget stakeholders to strategize forecasted headcount and required infrastructure, software licensing and consultancy contract staff. Led monthly and quarterly budget reviews reporting on KPI metrics of cost variance analysis, data analysis, together with three and six-month Trend analysis.

Negotiated, structured, and documented joint ventures and licensing agreements, including software, infrastructure, Service Level Agreements (SLA), Statements of Work (SoW), in an SAP environment with international “off-shore” Software as a Service (SaaS), partners, and Vendor/Suppliers.

Provided subject matter expertise, led and executed divestiture and financial transactions, in accordance with SEC regulations, with sourcing and IT indirect procurement contract negotiations producing significant cost-savings of 45%, while providing strategic benefit in cost, quality, and increased product utilization.

Global Director of Operations and Quality 2009 to 2011

Firebrand Wireless Lake Zurich, Illinois, Beijing, China, Hong Kong and Taipei, Taiwan

In a “Start-Up” and key leadership role, challenged by the CEO and owner to build a successful Consumer Packaged Goods / Consumer Products Business Operations and Quality Management System, developing second generation Smartphones and Tablet devices in accordance with ISO9001, TL9000 and other regulatory standards, (FCC, RSS, EN301).

Set annual and long-term strategic direction and quality vision, KPI’s, global Quality “Score-Card” metrics, with suppliers supporting the product portfolios. Exceeded EBITDA targets through manufacturing and operations improvements and process alignment projects. This resulted in a portfolio of products with a $250 million sales volume.

Sustained a Domestic and International engineering development business, coordinating with International ODM and EMS partners. While in Asia, led Global Operations in a “hands-on” approach to all aspects of Operations/Quality, creating policy and procedures supporting Marketing, Program Management, Supply Chain, Hardware and Software Engineering (SDLC), Global Manufacturing, Logistics, Field Services, Customer Satisfaction and Regulatory Compliance.

Indirectly managed 650 staff, in five (5) design centers and five (5) manufacturing facilities, with 18 project managers, in both “high volume – medium technical product” and “low volume - high mix” environments. Principle manufacturing methods were, alloy stamping, metal machining, injection molding, electronic SMT manufacturing and assembly.

Created and implemented a Global Quality Management System (QMS) ready for ISO audit, and created the full product and software application/code development, in a “follow the sun” environment, based in USA, Israel and China, in accordance with Agile Software Development Life Cycle (SDLC), CMMI, and life cycle / phase–gate accountability process. This resulted in the reduction of defects and the increased software quality by 84%.

Turned around manufacturing and product development, by utilizing Six Sigma / Lean / Kaizen methodologies and Toyota Production System (TPS). Resolved quality problems, consistently meet competitive business deadlines while improving manufacturing quality and efficiencies by over 45%, in various facilities improved Rolled Throughput Yield (RTY), typically by 77% & product reliability by 35%

Championed best business practices, and led improvement projects with ODM / EMS partners and functional teams that resulted in cycle time reduction by more than 28%, and improved Supplier quality by 26%

Motorola 1989 to 2008

Global Program Manager and Six Sigma Black Belt Schaumburg, Illinois

Formed a new global team (Beijing, Taipei, Singapore, Germany, Poland, UK, and USA) of 35 engineering professionals and 8 project managers that successfully implemented global software distribution and remotely loaded cellular infrastructure network software. This resulted in a North American annual operational savings of over $18 million.

Led various global Six Sigma project teams, interfacing with leadership teams from “C level”, Customer accounts, Global Sourcing, Supply Chain, Finance, Engineering and Manufacturing. Developed organizational alignment plan for sponsor and stakeholder management, including communication, coaching, education and resistance management. Created and managed measurement systems to track adoption, utilization and proficiency of individual changes.

Recognized for skills and asked to lead the business governance committee, that reported to “C level” Leadership team. Under this governance Leadership, cost variance analysis, cost savings of $27 million were identified and executed.

Implemented global common practices reducing SR Cycle time by 65%, year on savings of $20 million, resulting in Customer satisfaction improvement of 30%.

Head of European Divisional IT Operations (VP level) Swindon, England. United Kingdom

Accountable for the European Divisional IT strategy, tactical and operations of a multi-tiered operations environment, together with governance and risk management, process / policy creation and improvement, for a global telecom networks development and production business.

Member of the Global Enterprise Shared Services IT leadership team that interfaced with “C level” leadership teams and Business Stakeholders. Led multiple IT mergers and acquisitions (M&A’s), setting the IT roadmap strategic alignment, and integration at national and international level with eight (8) global locations. Single point of contact and escalation for all Business Units / regional IT Operations related activities, ensured smooth transition of services from current to future state delivery models.

Developed business Change Management strategies and executed project-based change deliverables for key initiatives including visioning, stakeholder engagement, change risk and readiness assessment, communications, organizational impact analysis, alignment and transition, and continuity.

Defined strategy to streamline global operations, increase financial transparency while improving IT infrastructure efficiencies, and consolidating platforms. Consolidated and centralized European IT data centers, including “technology refresh”, that contributed $23 million towards corporate cost savings.

IT operational finance budget experience with $150 Million P&L oversight, strategic capital planning and managing of OPEX and CAPEX budget, including software, infrastructure, and consultancy vendors. Headcount forecasting, purchasing approval. Successfully negotiated $multi-million Vendor Management purchases and maintenance contracts at a national and international level.

Extensive experience at the Enterprise level, utilizing skills as Global Program Manager, oversaw budget planning, and execution of multiple cross-functional IT projects, ensuring cross-project work efforts, commitments, dependencies, and project objectives were achieved. Aligned IT risk management and delivered on time and within budget.

Data Center Infrastructure Management (DCIM) for security and data network infrastructure management, storage and disaster recovery / business continuity management, in a high availability 24/7/365 scalable environment. (EMC – DAS, NAS, SAN, - NetApps, VMware, CISCO, HP, Sun, AS/400, Dell, RedHat, Oracle, SQL). Achieved Sarbanes-Oxley, ITIL, and ISO 9001 compliance, and the equivalence of today’s standards, ISO27001, ISO22301, NIST 800-53.

A member of the Corporate Disaster Recovery team representing IT, and asked to represent Motorola to the United Kingdom Parliamentary Committee for Business Continuity.

Grew, developed and mentored a team of 35 staff engineers, 7 project managers, plus 20 contract staff that managed a Customer Care (helpdesk), End-User support (desktop, laptop), Infrastructure, Network Security and Application Software Technical Support Teams that supported European Business Units. (Hyperion/Oracle ERP, HR systems, Business Intelligence and Data Warehousing, CRM tools, SQL and Software Development, and database administration and back office applications)

Led enterprise-wide Agile transformation by establishing and supporting internal Software as a Service (SaaS) applications /code development, and support, software configuration management and administration, in a “follow the sun” development environment in accordance with Software Development Life Cycle (SDLC), CMMI, COBIT, SEI, content management and application software.

Transitioned business applications from Hyperion Essbase and implemented an Oracle ERP Enterprise business solution, partnered with corporate supply chain management business process owners that supported strategic sourcing initiatives.

Other Positions Held at Motorola Schaumburg, Illinois

Global Business Operations Quality Manager and Six Sigma Black Belt

EDUCATION

Swindon College, (Chartered Management Institute) Swindon, United Kingdom. Business Management MBA.

University of West of England, Bristol, United Kingdom Electronic Engineering B.S.

CERTIFICATIONS AND AFFILIATIONS

Motorola University, Schaumburg, Illinois Six Sigma Black Belt

US Citizen

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