Customer Service Sales

TERRIE LEE McCOMB

**** ****** ***** *****, *********, IL 60517

Phone: 949-***-**** Email: ********@***.***

EXECUTIVE OVERVIEW

Business executive with IT responsibility, skilled in driving enterprise value through effective application of

technology and data-driven process improvement. Broad exposure to a variety of business solutions and

industries. Especially strong in building organizations from the ground up, recovering teams in trouble, and

integrating internal/external resources. Key capabilities include:

• IT strategy development, operational planning, metrics implementation, and financial control, including

Sarbanes-Oxley 404 compliance

• Project, program, and portfolio management, including ERP evaluation, implementation, and support

• Business intelligence implementation and corporate performance management

• Outsourcing and vendor relationship management

• Technology migration and operations management

PROFESSIONAL EXPERIENCE

11/11-present Tradebe Environmental Services, LLC Oak Brook, Illinois

Tradebe Environmental Services, LLC is a $200MM recycler of hazardous waste, offering collection, transportation, disposal and related field

services to a variety of commercial customers in the chemical and energy industries.

Director, Information Technology

• Initiated planning and budget development for US SAP implementation, based on established European

template from parent company. Championed significant changes in implementation team structure,

project approach, and to-be process design definition, improving business ownership of resulting solution

and reducing business risk. Recruited required full-time business and IT resources internally and

externally. Partnered with global program manager to lead system integrator selection process.

Conducted partner selection for process reengineering resources as a unique US requirement and

managed subsequent consulting engagement, meeting timeline, financial, and quality goals. Effectively

coordinated gap analysis and design sessions with over 80 business, IT, and partner participants from 11

US locations. Managed US-based program components including infrastructure, data migration, local

application integration, EDI, reporting, communications, training, and change management. Provided

program management skills and oversight to ensure quality delivery. Restructured on-going support

model to meet US business requirements and cultural expectations; managed transition to appropriate

internal resources and long term partner. Monitored transactional metrics to ensure adoption of new

technology platform

• Successfully advocated for complete re-engineering of Customer Portal to provide a seamless user

experience regardless of information source (SAP or legacy systems). Directed completion of

development using Liferay Enterprise Portal, Java web services, and SAP iDocs. Defined and

implemented effective support processes for customers and employees. Negotiated on-going support

contract for external near shore technical support and maintenance. Partnered with Sales leadership to

develop strategic roadmap of planned and customer-requested enhancements

• Re-initiated and drove to completion implementation of a common MPLS cloud for all company offices

and plants, as a foundation for infrastructure modernization initiative and SAP implementation; insured

timely disconnect of unnecessary circuits and confirmed accuracy of vendor billing

• Planned and managed company-wide PC refresh and creation of new network domain, standardizing

hardware, software, email platform, security, and network policies across legacy and acquired business

units across the US

• Migrated over 400 company-owned mobile devices to single wireless service provider, providing

enhanced coverage and call quality, while reducing on-going monthly costs by over 40%

• Assessed existing IT team resources and realigned organizational structure to maximize existing skills

and knowledge, while allowing for professional development opportunities for staff. Justified and recruited

new staff members and leadership, based on business value and on-going expenses for external

assistance

• Developed and presented 3-year applications landscape to US Executive Team and reached consensus

on priorities. Established and managed IT budget and operational plans accordingly. Developed and

reported relevant metrics on expenses, incidents/requests, and projects to US and Global leaders

T. McComb Page 2

1/09-5/11 enXco, Inc. San Diego, California

enXco is a $1B renewable energy company, providing project development, construction, operations, and maintenance services for primarily

wind and solar utility scale generating plants. enXco is a wholly-owned subsidiary of Electricité de France Energies Nouvelles (EDF EN)

Director, Information Systems

• Assessed internal IS/IT resources and developed three-year staffing plan, based on business strategy

and priorities; grew internal IT team from 3 to 17 over two years, while outsourcing routine technology

administrative tasks to trusted external partners

• Designed and implemented technology investment evaluation process to define priority in support of

company goals, to insure clear scope and objectives, and to establish senior management sponsorship

• Completed ERP evaluation process; negotiated SAP software licensing, external hosting agreement, and

system integrator service agreement and related statements of work

• Implemented SAP Financials and Controlling (FI/CO), Materials Management (MM), Sales and

Distribution (SD), and Project Systems (PS) modules company-wide, introducing new business processes

for procure to pay, revenue to receivables, job costing, cash management, and month end close. Project

completed in 9 months, involving 350 users at 70+ offices and operating sites

• Transitioned SAP support from implementation project resources to hybrid internal-external resource

model in response to variable business needs, while managing costs and long term internal headcount

• Implemented SAP Service Management (SM) and Plant Maintenance (PM) modules in three pilot sites for

Operations and Maintenance business unit; prepared business case, internal/external resource

estimates, budget and detailed plan for migration of remaining 60+ operating sites.

• Initiated analysis of aging SCADA infrastructure at wind power generation plants across North America,

and contract agreements with wind turbine manufacturers to determine most effective and cost effective

approach for long term viability of capital and information assets

• Launched Microsoft SharePoint intranet to allow departments and project teams to more effectively share

documents and information cross-functionally and securely

• Directed technology-related components of corporate and regional office relocations, including network

infrastructure design and implementation, video conferencing, and new ShoreTel VoIP Unified Messaging

solution

4/04-12/08 Hines Horticulture, Inc. Irvine, California

Hines Horticulture is the largest US producer and direct store delivery (DSD) supplier of container grown plants for leading retailers, such as

The Home Depot, Lowes, and Wal-Mart, as well as independent retail garden centers.

Vice President, Information Technology

• Developed, maintained, and executed three-year IT strategic plan based on company objectives and

market opportunities, as well as end user satisfaction scores, maximizing the business impact of

technology initiatives and investments

• Evaluated, selected, and implemented Cognos Business Intelligence and Enterprise Planning solutions,

enabling execution of formalized planning and forecasting processes through rapid, flexible access to

business metrics and accurate information; reduced time to perform multi-dimensional financial and/or

operational analysis from days to minutes

• Successfully delivered cross-functional business process improvement initiative to redefine the Order to

Cash process, transitioning from legacy product allocation methodology to best practice ATP model and

resulting in a 30% reduction in Customer Service headcount

• Drove to completion the implementation of Oracle 11i Financials and Manufacturing, migrating multiple

acquisitions to a common transaction processing platform and standardized operational processes

• Migrated 14 disparate voice solutions to a unified Cisco VoIP platform to improve intra-company

communication and cut telecommunications costs by 20%

• Migrated AS400 and HP-UX hardware to virtualized IBM iSeries platform, running OS400, AIX, and Linux

applications to leverage common processing, memory, and storage resources across operating systems,

supporting periods of high demand cost-effectively

• Implemented outsourcing of DBA services, server administration, software patch management, network

monitoring, and data center operations, improving service levels and allowing internal staff to focus on

projects and activities requiring unique business knowledge and partnership skills

• Assessed IT department processes for application development and operations, and updated with best

practice procedures.

• Reviewed and implemented remediation of IT general controls for SOX 404 compliance in preparation for

upcoming certification audit

T. McComb Page 3

12/00-4/04 Cisco Systems, Inc. San Jose, California

Cisco Systems is is the worldwide leader in networking that transforms how people connect, communicate and collaborate. Cisco is publicly

traded with annual revenue of over $30B and over 40,000 employees globally.

Information Technology Leader – Managed global applications development teams supporting a variety of

business functions in Finance and Customer Advocacy organizations within the company.

• Initiated an IT PMO for the Finance organization, providing portfolio management for an applications

development budget in excess of $40M annually, resulting in collaborative and data-driven project

prioritization process and maximized return on technology project investments

• Delivered Web Portal for $3B Customer Advocacy organization providing personalized financial reporting,

metrics, and multi-dimensional analytical reporting, reducing time required for month-end close

preparation by 50%

• Selected by IT executives to lead the initial phase of Cisco’s enterprise reporting and business

intelligence strategy, directing a 40-person cross-functional virtual team, resulting in current situation

solution, cost, and resource analysis, to-be architectural models, and strategic implementation roadmap

• Developed Web applications for Technical Assistance Center and other service delivery organizations,

including service CRM functionality, integration with call center/contact center products, external and

internal Web portals, enabling the support engineers to provide improved customer service to customers

and improving customer self-service effectiveness

• Conducted Post Project Analysis of cancelled cross-functional CRM program and presented key

learnings and action plan to IT and business senior management, leading to improvements in IT project

management methodology for future initiatives

4/98-11/00 Koch Supplies Inc. Kansas City, Missouri

Koch Supplies Inc. provided safety, sanitation, cutlery, and other related supplies to a variety of large and small meat and food processors

nationwide from three distribution centers in Georgia, Missouri, and California, through catalog sales and call center operations

Chief Information Officer

• Developed and maintained three-year strategic and organizational plans for IT based on business

objectives; recruited new team members and transitioned skill sets of existing resources accordingly

• Delivered major upgrade to JDEdwards World Software ERP solution in preparation for Y2K, on time and

under budget, reducing software customizations from over 2000 to less than 250

• Evaluated business intelligence solutions and selected Hyperion Essbase for data warehouse and multi-

dimensional analytical reporting pilot, providing new insight into catalog and telephone sales by customer,

market, and channel

• Initiated E-business partnerships for business strategy, Web site development, and marketing

opportunities, including storefronts on industry verticals and cooperative advertising, in response to

consolidation of traditional customer base and to broaden Koch’s appeal to new market segments

• Evaluated cost-effective, second tier CRM applications, selected, and implemented Gold Mine Front

Office CRM application in all sales and service groups, providing improved visibility into sales pipeline for

forecasting and financial planning purposes

• Planned, designed, and delivered initial corporate LAN/WAN/VPN infrastructure across seven US

locations, providing technical foundation for enhanced corporate communication and modern applications

deployment; implemented Microsoft Exchange as enterprise messaging platform and provided e-mail and

calendaring training for over 300 office employees

3/94-4/98 Mary Kay, Inc. Dallas, Texas

Mary Kay Inc. is a premier direct sales organization providing nearly 1 million independent agents around the world with an opportunity to own

their own business, selling skin care, cosmetics, and fragrance products manufactured and distributed by the company in a multi-level

marketing (MLM) model. Mary Kay Inc. is privately held with annual revenue of over $1.5B and global employment of over 10,000.

Director, Global Supply Chain Systems

• Planned and directed implementation of Ross Systems’ process manufacturing ERP solution for existing

US, and new Switzerland and China operations, providing consistent and consolidated view of raw

material, WIP, and finished goods inventory; purchasing activity; equipment and personnel utilization; and

production quantity and quality metrics for global organization; developed key vendor relationships for

global ERP implementation assistance and local language support

• Selected by IT leadership to initiate Technology Engineering Services department for new technology

exploration and technical architecture development, providing critical “SWAT team” resources needed by

existing applications development teams making transition to n-tier client-server technology

• Leveraged Citrix WinFrame technology to resolve significant performance issues with legacy order

processing system for Russian subsidiary, headquartered in Moscow, supporting expansion of order

processing/distribution operation to St. Petersburg and Kiev locations, and enabling integration with pick-

to-light system

T. McComb Page 4

Planned and managed project to enhance order entry, order processing, finance, and sales reporting

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systems to support introduction of nutritional supplements line of business; pioneered the use of SDLC

approach, demonstrating the value of a structured methodology to business stakeholders and IT

personnel through on-time, as expected, and high quality results

5/91-3/94 Analytical Bio-Chemistry Laboratories, Inc. Columbia, Missouri

ABC Labs was a privately held environmental testing laboratory, providing independent aquatic, field, and related studies for customers

seeking EPA, USDA, and/or FDA certification of new products in the development cycle. ABC Labs had annual revenues up to $40MM with

an employee base of approximately 400.

Manager, Information Systems

• Evaluated ERP, Laboratory Information Management Systems (LIMS), and sales and marketing

applications as potential solutions to meet new and on-going business needs

• Selected, planned, and managed implementation of Effective Management Systems’ TCM-EMS ERP

solution in corporate office, manufacturing operation, and environmental research services division,

improving visibility into purchasing, inventory, equipment and labor utilization, and other costs for more

accurate and timely financial analysis and controls

• Initiated Help Desk operation to assist company associates with software and hardware problems,

improving personal and group productivity with e-mail, word processing, spreadsheet, and integrated gas

chromatography reporting solution

8/87-11/90 Aeroquip Corp./Aeroquip*Sterling GmbH Mt. Clemens, Michigan & Frankfurt, Germany

Aeroquip Corporation was a $2B wholly owned subsidiary of TRINOVA Corporation, manufacturing plastic, metal, and fluid power components

to commercial customers in global automotive, aerospace, and industrial markets

Project Manager - Planned and managed the implementation of ASK’s MAXCIM Manufacturing Resources

Planning (MRP-II) software package, at 14 North American Automotive Operations plants, the NAAO group office,

and 5 European Automotive Operations plants.

6/83-8/87 AT&T Information Systems Shreveport, Louisiana

AT&T Information Systems was the manufacturing business unit of AT&T following the initial breakup of AT&T in 1984.

Planning Engineer – Responsible for the completion of assigned projects related to residential telephone product

introduction, production process improvement, and manufacturing control systems. Utilized computer simulation

tools to model and analyze material flow in production areas. Coordinated new product introductions, including

product cost estimation and facilities planning.

EDUCATION

Purdue University, West Lafayette, Indiana

Bachelor of Science in Industrial Engineering, with Highest Distinction

Member of Tau Beta Pi engineering honor society and Alpha Pi Mu industrial engineering honor society.

CONTINUING EDUCATION AND RECENT ADDITIONAL TRAINING

• Cultivating the Art of Appreciative Leadership

• Lean Six Sigma Green Belt Training

• Driving Business Value through IT Portfolio Management – Kellogg School of Management, Northwestern

University

• Gartner Mid-Size Enterprise Boardroom Participant 2004, 2006, 2007, 2008

TECHNOLOGY SUMMARY

Software: SAP ECC 6.0 FI, CO, MM, SD, PS, BW, PM, CS/SM; Oracle 11i E-Business Suite (Financials,

Manufacturing, Distribution) and Advanced Supply Chain Planning; JDEdwards World Software; Cognos 7.3 and

8.2, Cognos Enterprise Planning (EP), Hyperion Essbase, Oracle Discoverer, Oracle Reports, Business Objects,

Actuate, Microsoft SharePoint, EDI, AS2, OSISoft Pi, Concur, Office 365, GIS, AutoCAD

Hardware: IBM iSeries, xSeries, and AS400, HP9000, Dell, Sun, Cisco, Cisco VoIP, ShoreTel, Lenovo

IT Compliance: Sarbanes-Oxley (SOX) 404, IFRS, Good Manufacturing Practices (GMP), Good Laboratory

Practices (GLP), Federal Energy Regulatory Commission (FERC) Critical Infrastructure Protection (CIP)

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