CIO, VP of IT
Resume:
A nnette Findlay, Page *
ANNETTE F IND LAY
*******.*******@*****.***
www.linkedin.com/in/annettefindlay
SUMMARY
A results-driven and meticulous C ORPORATE O FF ICER A ND I N FOR MAT ION T EC HNOLOGY
E XECUT I VE, w ith progressive expertise in systems development and
i mplementation, operations management, business development and analysis,
client relations, cost reduction, and strategic planning. Leverages dynamic
forward-thinking and analytical talents to implement best practices that enable
a workforce to operate at maximum efficiency. A highly accomplished and
i nnovative leader, with a history of creating productive relationships throughout
an industry, exceeding overall corporate goals and allowing for perpetual
f inancial growth.
• Personnel • Program Management
• Technological-
Development & Diversity
• Vendor Negotiation & Ini tiative Proposals
• Leadership
Development across
• Process Improvements Geographies
• IT
& Six Sigma Strategy and
• Innovative Technology B usiness Alignment
Solutions
EXPERIENCE
PULTE GROUP, INC. Tempe, Arizona, and Bloomfield Hi lls, M ichigan
Di rector, IS 2004-2013
Oversaw development, delivery, and support of all computing services to national residential
home-builder. Provided nationwide executive leadership for up to six managers and 180
i ndirect reports focused on IT support, operations, engineering, quality, database, security,
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and systems architecture. Served as executive liaison to East Region of home-building
operations, focusing on achieving and maintaining business alignment within IS, as well as
serving as executive sponsor for adoption of principle-based, continuous improvement culture
w ithin IS organization, utilizing employee coaching and improvement teams. Maintained
executive responsibility for all HR systems and support, including development of new HR
portal.
• Managed $70,000,000 budget, including operational, engineering, network,
development, and infrastructure costs.
• Led team to define and deliver policy, practices, and pilot application in mobile devices,
i ncluding smart phone and tablet environments, development of corporate application
s tore, and company Int ranet.
• Served two years as department representative on corporate-wide executive council for
i nclusion and diversity.
• Reduced IS fixed costs at yearly average of 15% for six consecutive years while maintaining
f unding for business- valued initiatives.
• Proposed and led multiple programs to achieve cost reductions, including
v ir tualization, vendor negotiations, voice and data network cost audits, selective
outsourcing, and Cloud-based services and technology shifts.
• Led IS team that achieved continuously high client satisfaction scores, in spite of
reductions in funding and staff.
• Oversaw cross-functional teams focused on operational metrics, cost efficiencies, and
p rocess improvements within IT organization, including personnel development
p rogram.
BEARING POINT, INC. Southfield, M ichigan
Consulting Manager 2003-2004
Oversaw $9,000,000 engagement proposal, client relationship development, contract
negotiation, and service delivery of consulting and project services to a major East Coast
healthcare payer organization. Won this engagement after a competitive bid process that
i ncluded three other bidders.
BLUE CROSS BLUE SHIELD OF M ICH IGAN Detroit and Southfield, M ichigan
Divisional CIO, Blue Care Network of M ichigan 2001-2003
Delivered all IT products and services to Blue Care Network subsidiary of approximately 2,000
employees, including four family health centers. Held executive leadership responsibility for
i mplementation of PeopleSoft financials, including associated business process and change
management consulting, as well as leadership of major capital projects, for family health
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centers, including new practice management and dental management system
i mplementations. Managed major capital investment in care management area, including
Web-based physician referrals.
• Managed $25,000,000 IT investment portfolio, including capital projects and
operational costs.
• Reduced spending by $2,700,000 in 2002, resulting in overall subsidiary profit.
• Increased client satisfaction with IT services by 10% from 2001 to 2002, without any
i ncrease in costs.
• Buil t client relationships with key business leaders and provided business consulting
d uring semiannual business planning processes, including proposal development and
verification of costs and values.
• Served as corporate BCBSM liaison to University of M ichigan Dearborn School of
M anagement for purposes of recruiting, internships, and research projects. Served on
joint project to define alternatives for f lexible call centers that expanded and
contracted based on call volumes.
Divisional CIO, Business Services Divisions, 1999-2001
Delivered all IT products and services to seven business divisions. Held executive leadership
responsibility for implementation of PeopleSoft human resources, PeopleSoft financials, and a
new legal case management system. Work included associated business process and change
management consulting.
• Managed IT investment portfolio worth $15,000,000, including capital projects and
operational costs.
• Increased client satisfaction with IT services by 5% from 1999 to 2000, without any
i ncrease in costs.
• Oversaw development of IT divisional budget in excess of $155,000,000 annually, as
well as annual business plans, goals, and periodic performance evaluation.
D irector, I T Technical Services, 1996-1999
Led the teams that delivered all infrastructure, network, and business computing resources for the
corporate entity.
• Provided executive leadership for corporate-wide project to define technology architecture
and high-level plan for five-year implementation involving key leaders from all business
a reas in company and subsidiaries.
• Held executive leadership responsibility for IT service improvement project. Selected and
i mplemented three-year, $25,000,000 services contract for external provision of help desk,
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desk-side support, and technology implementation. Implemented skeleton team of in-
house personnel to continue to manage and improve relationships.
ADDITIONAL EXPERIENCE
AAA M ICH IGAN, Dearborn, M ichigan, M anager, Technical Services, 1985-1996.
Negotiated and managed all contracts for software across enterprise. Developed contract
s tandards and innovative models for minimizing software increases related to computing
capacity increases. Led technical teams of up to 70 indirect reports and administrative budget
of $2,000,000 to upgrade and stabilize all operating, database, and communication software
across multiple platforms. Managed IT leadership of emergency road services upgrade
p roject. Partnered with business executive to research alternatives, build proposal, and
i mplement all aspects of project to achieve 50% reduction in call-handling t ime for members.
EDUCATION
UN IVERSITY OF PHOENIX
M.B.A., Management
UN IVERSITY OF AKRON, A kron, Ohio
B.S., I ndustrial Management
UN IVERSITY OF AKRON, Akron, Ohio
A.A.S., Data Processing
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