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Manager Management

Manakin, Virginia, 23238, United States
February 21, 2018

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Manakin Sabot, VA ****3 ● 804-***-****

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Global IT leader with more than 20 years of experience guiding high-growth organizations spanning the US, Europe, Asia, Middle East and Latin America. A history of strong operational delivery, IT transformation and exceptional use of technology to create business value through improved operating margins and increased revenues. Extensive experience selecting, implementing and supporting enterprise applications particularly in discrete and chemical manufacturing organizations operating in both high-volume and high-value manufacturing. Principle for IT MADO due-diligence work and for the integration of any targets that are acquired. An unwavering commitment to maintain the solid foundation of core, operational IT while exploring opportunities for IT to enable business strategy, create competitive advantage and disrupt business or industry norms.


Strategy to Execution

Strategic IT Vision/Plan

Business & IT Alignment

Budget Creation/Management

Operational Plan/Execution

Contract/Vendor Management

Compliance - SOX, PCI-DSS

MADO; Acquisition Integration

Continuous Improvement to processes and systems

Applications & Infrastructure

Enterprise Applications


Data Warehousing/BI/Analytics

Program/Project Management

Cyber Security Management

Service Desk

Unified Communications

Cloud Usage AWS and Azure

Server & Network Management

Talent Enablement

Globally Dispersed, High-Performance Teams

Talent Aligned to Strategy

High VOW Scores for Trust, Leadership and Engagement

Mentorship and Coaching

Talent Planning and Development

Low Attrition, High Internal Fill

Committed Workforce


Danaher Corporation 2013 – 2018

Executive IT CIO Council (CIOC), Danaher (2013 – 2018)

Danaher is a global company doing $17B in revenues annually. Danaher acquires manufacturing companies in a buy, streamline and hold strategy and has 20K associates. The CIOC is an active group of nine CIOs that represent all Danaher operating companies (40 primary and over 100 in all).

Council focus – Defining strategy, developing policies, providing governance, aligning shared services and enterprise applications, negotiating agreements and driving change across Danaher

Individual focus – IT cost categories and KPIs; IT project management best practices; Danaher Labs as a central place to drive analytics for all Danaher operating companies.

CIO, ChemTreat (2013 – 2018)

ChemTreat is a global, highly customer-centric organization that is wholly owned by Danaher, has revenues of $800M, operates primarily in the industrial water treatment space and is growing at 3X the industry average. I am responsible for global IT, strategic to operational, infrastructure, applications and compliance, maintaining total IT spend at less than 1% of revenue and for IT due diligence on all acquisition targets, fully integrating those that are finalized. I have a staff of 24 employees, 11 on-going full-time contractors and 23 full-time contractors working on current projects. Accomplishments during my tenure include:

Reduced telecom costs over 30%; SD-WAN rollout will drop telecom spend another 30% and increase capacity 6X.

Drove infrastructure transformation, including transitions to public and private cloud offerings while reducing spend 10%.

Performed IT due diligence on five targets and fully integrated the two targets that were acquired.

Stabilized homegrown ERP reducing support costs 20%, then drove investigations for, and implementations of, enterprise-class tools for ERP, PLM, Export and LIMS to standardize back office operations globally, reducing required headcount.

Rolled out CRM ( to drive a 1% reduction in customer attrition.

Rolled out Danaher HCM (Workday) to standardize HR functions, reduce HR headcount, and reduce HR related legal costs.

Increased security training and practices around access, authentication, and monitoring reducing test phishing scores by half and cutting the time to respond to and resolve variants of crypto locker by more than a third.

Designed the master data management, data warehouse and consolidated-reporting frameworks defining the structure for foundational business intelligence along with prescriptive and predictive analytics necessary to drive significant growth.

Hewlett-Packard Company 1996 – 2013

Senior IT Manager, Graphical Solutions Business (2010 – 2013)

The Graphical Solutions Business (GSB) is composed of four global, high-growth, product-centric businesses that are wholly owned by Hewlett-Packard (HP) and earn about 1.7B in annual revenue. These businesses manufacture and support commercial printers and supplies and grew double digits during my tenure. I was responsible for end-to-end IT including: IT strategy, architecture, application development and support and had team members in the US, Israel, Netherlands, Ireland, Spain, India, Malaysia, and Singapore. The IT organization averaged 120 headcount. Key contributions below improved on-time-delivery metrics and reduced on-going support costs by 20% allowing those resources to be shifted to innovation:

Drove the investigation for the Indigo business to either upgrade their existing ERP system (QAD MFGPRO) or transition the business to the HP standard ERP (SAP).

Guided the Scitex business off their existing ERP (Oracle e-business) to the HP standard ERP.

Retired a range of existing IT assets by moving necessary functionality to standard HP enterprise applications.

Revamped application development approach with a stronger use of agile and implementation of standardized coding practices.

Increased innovation on legacy applications such as partnering with the R&D and marketing organizations across the GSB companies to institute common product change approaches such as one-click customer configurations)’

Strategic Architecture Manager, Graphical Solutions Business (2009 – 2010)

Global ownership of the Graphical Solutions Business IT architecture transformation with team members in the US, Israel, Netherlands, India and Malaysia. The primary intention being to integrate the Indigo and Scitex businesses into HP.

Delivered the complete GSB IT architecture including the 5-year IT strategy and execution plans to reconcile gaps and move GSB to pan-HP systems and processes. Then championed the move to pan-HP common enterprise processes and common enterprise systems except where a GSB-specific approach demonstrated competitive advantage for the business.

Guided IT design and development work which ensured success at architectural review checkpoints and at final delivery.

Mentored and trained GSB IT leaders and team members building the skill sets to be a successful in the HP IT organization.

Enterprise Architect and Business Strategy Manager, Imaging and Printing, Factory Systems (2006 – 2009)

Global ownership of the cross-manufacturing IT architecture for Hewlett Packard Inkjet Supplies Business Unit ($30B in revenues) and enterprise architecture and IT asset management for the Factory Systems organization, the Product Data Management (PDM) organization and parts of the Graphical Solutions Business organization with team members in the US, Puerto Rico, Ireland and Singapore.

Provided strategic leadership for manufacturing IT across Hewlett Packard Inkjet Supplies and drove the IT plans of record into alignment with the HP IT enterprise architecture.

Ensured IT executed to plan for IT asset reductions, technology enhancements and data center consolidations while managing the IT architecture compliance process driving full execution of that process across the organizations.

Led the creation and drove adoption of a differentiated manufacturing architecture for high-speed inkjet cartridge final assembly lines in the US (San Diego, Corvallis and Puerto Rico) and overseas (Singapore and Ireland).

Domain Architect, Global Business Intelligence (Sales and Marketing) (2005 – 2006)

End-to-end ownership of HP global Sales and Marketing Business Intelligence IT architecture ($120B in revenues) with team members in the US, France, Switzerland and the Netherlands. We mapped HP Global Sales and Marketing data and functional reporting needs into the new enterprise data warehouse. This ensured each existing IT asset had a complete disposition path and any required functionality would not be lost or duplicated as we moved into the next-generation datacenters as part of Hewlett-Packard’s consolidation of 85 large data centers and hundreds of smaller sites down to 6 primary ones, reduction of 700 data warehouses down to under 100 and retirement of 1000s of software assets, pushing total IT spend down from nearly 6% to less than 4% of revenue.

Platform Architect, Imaging and Printing, Business Process Management (2003 – 2005)

Database Administrator, Inkjet Supplies (IJBU) Forecasting (2000 – 2003)

Financial Forecast Program Manager, Inkjet Supplies (IJBU) (1996 – 2000)


Bachelor of Accounting (cum laude), Florida State University

Master of Business Administration, Florida State University

Completion of coursework for a Doctorate of Computer Science (all but dissertation), Florida State University

Completion of post-graduate program for Cyber Security Management, The University of Virginia

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