Chief Information Officer

JAMES L. INFINGER

**** ******* ****** *****, *********, NC 28269 ***********@*****.*** 980-***-****

Executive Profile

Accomplished, multi-talented, results oriented & visionary Global IT Senior Executive with a successful

record of IT transformation in complex global organizations ranging from $1.0B to $25B in revenue.

Reputed for defining and executing multiple large global initiatives that increased revenues, reduced costs

and improved global collaboration by developing efficient and effective solutions. Highly valued strategic

business partner that solves diverse and complex business problems in Consumer Products, Technology,

Aerospace and Defense, Manufacturing, Retail, Industrial, Healthcare, Transportation and Logistics,

Supply Chain, Insurance and Bio Pharmaceutical industries.

Global Leadership • Research and Development

• Alignment of business & IT Strategy • Vendor Management & Contract Negotiation

• Restructuring & Change Management • Wrote a Merger, Acquisition and Integration

• Directly work with Sales, Engineering and Playbook

•

Product Marketing Agile Methodologies

• Benchmarking/Best Practices/Metrics • Private Equity Experience

• Acquisitions/Mergers/Integration • Cloud Computing and SaaS migration and

• Data Warehouses – BI/OBIEE deployment

•

• Led $440M 18 Month Cost Reduction Data Management and Data Analytics

•

Initiative Global Mobile Strategy and Execution

• P & L Responsibility • 25+ SAP, Siebel, Oracle and Salesforce.com

• B2B and B2C experience CRM implementations globally

•

• Building High Performing Teams 25+ Data Center Implementations and

Consolidations

• Profitability & Productivity Improvement

• 50+ SAP, Oracle ERP and Microsoft

Dynamics Implementations Globally

Professional Experience

Polymer Group, Inc. Charlotte, NC

Sr. Vice President, Chief Information Officer 2011 to 2014

Brought in by the Blackstone Group for a 12 to 24 month assignment to baseline existing organization,

produce IT Strategic Plan mapped to the business plan with initiatives, build best in class organization

structure and team and outsource tactical components in preparation for IPO. Responsible for global IT in

this private equity owned $1.2B non-woven polymer manufacturer with plants in the US, Latin America,

Asia and Europe. Reported to CEO & initiated transformation from a regional, decentralized organization

to global functional verticals around Applications, Operations and Infrastructure & Program Management.

The company’s business model included multinational operations, a large and dynamic SKU portfolio, and

a global network serving large customers like Procter and Gamble and Kimberly Clark, as well as small,

local businesses. Fostered closer interaction between IT and business units thru a hybrid federated model

with professionals at company’s headquarters and dispersed throughout the 4 business units.

James L. Infinger

Selected Accomplishments

Defined an Outsourcing initiative that transformed the Global IS organization from tactical to

strategic. Baselined existing infrastructure and application services against manufacturing industry

best in class metrics utilizing CoBit Maturity Assessment model. Completed vendor evaluation,

selection and contract negotiation of outsourcing partner. Key components of the deal are:

a) 7 year contract is self -funded through savings it generates.

b) Included buyout of existing HP hosting contract.

c) Implemented Global Helpdesk package with 7 x 24 support in five local languages.

d) Moved company to defined industry SLA’s for IS services.

e) Moved critical applications to being hosted in a Tier 3 versus Tier 1 rated data center.

f) Includes all critical infrastructure projects defined in the IS Strategic Plan

• Implemented the Outsourcing initiative, coordinating its execution and delivery by managing

expectations and coordination of stakeholders globally. Services were transitioned in 2 months

achieving 100% re-badging acceptance beating industry metrics for initiatives of this type and

received recognition from Blackstone, other portfolio companies, and research firms such as

Gartner, resulting in a white paper regarding this initiative.

• Generated savings of $1.7M and laid foundation for network computing by consolidating global

network from 3 global vendors to 1 while IT was at .6% of revenue spend.

• Consolidated 68 e-mail domains and multiple platforms to 1 reducing costs 60%.

• Commenced virtualization/consolidation of 272+ servers with $1M savings.

• Rolled out Oracle ERP (EBS) to Spain and France European businesses replacing multiple legacy

systems integrated into the global system to improve working capital productivity, on time delivery,

optimize production and reduce lead-time. These resulted in a $5M margin improvement potential.

• Improved responsiveness and reduced costs 24% by outsourcing all tactical and Application

Maintenance Services.

• Implemented Global shared service desk providing 7 x 24 multi-language support.

• Upgraded global intranet providing Voice of the Leadership & Voice of the Customer through

streaming video.

• Produced global infrastructure and applications roadmap and guiding principles thus standardizing

platform and vendors. This resulted in a $900 per laptop cost reduction across the enterprise.

• Implemented Ariba Spend Analytics to reduce $5M in global procurement spend.

• Saved 12% of IT operating budget in first year of transformation with $3 M over 2 years.

• Reduced Oracle licensing cost globally by 33% and maintenance by 15% and upgraded hosting

hardware to ensure uninterrupted performance and scalability.

• Reducing costs 35% by negotiating cell phone and other telecom contracts.

• Implemented Global Program Management Office with standard templates and portfolio

management methodology for quoting, prioritizing and scheduling global initiatives.

• Implemented Global Shared Services model for the IS organization resulting in standard, repeatable

and measureable processes/services: Service Desk, Network Operations; Security Operations; DC

Operations; Back-up & Recovery; Change Advisory Board; and Incident, Problem Change, Asset

and Service Request management.

James L. Infinger

Brambles Limited, Orlando, Florida

Sr. Vice President, Chief Information Officer 2009 to 2011

Brambles Limited is a $5.6 billion logistics and transportation company, comprised of Recall and Chep. It

is located in 48 countries. Mr. Infinger was brought in by the Board of Directors as the first Global CIO.

Reporting to him are the CIO’s for Chep and Recall as well as the three Global Vice Presidents for

Transformation and Infrastructure, Applications, and Program Management. He is a strong, hands-on

leader of a decentralized/matrixed and direct organization with a total staff of over 500 IT professionals and

a budget of $120 million.

Selected Accomplishments

• Shifted overall IT spend from 85% maintenance and 15% drive the business, to 55% maintenance

and 45% drive the business in one year.

• Upgraded SAP to ECC6 and Oracle DBMS to Oracle 10.

• Implemented a worldwide Program Management office requiring best practice standards and

employee certification through the Program Management Institute (PMI).

• Renegotiated a $20M global telecommunications contract saving the company over $4M

• Championed a “Value of IT” program to raise the awareness and image in the business of IT. This

resulted in six IT members being selected to the CEO’s annual Circle of Excellence for the first

time ever.

• Implemented Portfolio Plus online system for outside customers and business partners. It resulted

in 70% of all orders, order tracking and invoicing being processed on line. This program was given

J.P. Morgan’s Innovation of the Year Award and was highlighted at the Bramble’s Annual

Stockholder’s Meeting as one of the company’s five major accomplishments of the year.

• Renegotiated all other separate vendor contracts reducing the overall spend IT spend by $16

million dollars while simultaneously delivering $4 million dollars of reciprocal revenue. This was

the first time in Brambles history that IT was seen to be aligned with the business and able to

generate revenue.

• Implemented Salesforce.com resulting in contact management and increased revenue by combining

front and back end application to one platform.

• Implemented the first ever Brambles IT shared services model and built three geographic centers of

excellence to be aligned with the business units.

• Created the first Global IT Strategy, as part of my 100 day plan, which integrated the management

and operation of applications, infrastructure and services and support. This included an

“evergreening” process to keep the IT strategy current and a “sunset” roadmap for retirement of

legacy applications.

• Partnered to convince the CEO and Board to set up a Global Innovation Board and set aside $10M

in funding to incubate next generation technology and trends. Mr. Infinger is a member of this

Innovation Board that meets monthly and was patterned after the work done by Google and Procter

and Gamble; both are known for their innovative culture.

• Implemented SAP Netweaver Service Oriented Architecture (SOA) Suite and SharePoint

development tools for common Master Data Management (MDM) to allow readily available

information for decision making to run the businesses real-time. This allows for easier integration

of multi-user, multi-platform, and multi-tasking operating systems environments.

James L. Infinger

• Negotiated and signed a $42M global outsourcing deal with Dell/Perot bringing a higher service

level and reducing costs for Brambles. Thus ensuring that the geography specific functional

roadmaps are in line with the global roadmap.

• Rolled out Siebel CRM upgrade and salesforce.com for effective sales management to focus on

generating cash and sales.

• Partnered with the engineering organizations to open the doors at Google, Cisco and IBM so that

they could share in best practices and expand enabling technologies.

Harman International, Stamford, CT

Sr. Vice President, Chief Information Officer 2003 to 2009

Implemented key metric driven change program in IT and Operations for a $4.25B global manufacturer of

infotainment products such as Harman Kardon, JBL, Infinity and AKG. Led the Information Systems,

Networking, IT Infrastructure, Inventory Control, Procurement, Logistics & Warehousing, and

Transportation functions. Defined strategic direction & tactical priorities of IT initiatives, aligned the IT

strategy with the business strategy, and developed a system roadmap for a global network of dealers.

Selected Accomplishments

• Led Program Management of Step Change initiative across company to reduce $440M in total

costs over an 18 month period.

• Consolidated the global IT infrastructure into one SAP instance and upgraded from 4.6C to ECC6.0

& Oracle 10G with standardized processes.

• Implemented Oracle CRM and Salesforce.com giving the sales team real time access for sales

campaigns on one integrated platform.

• Led and implemented a $48M global outsourcing initiative utilizing a hybrid on and offshore

model resulting in $7M in savings.

• Managed IT expense at cost effective 1.2% of net sales comparing favorably with Gartner metrics.

• Negotiated telecom contracts with SLA’s lowering costs by $0.7M.

• Implemented VoIP telephony worldwide reducing telecom spend by 22%.

• Implemented SAP’s warehouse management with transportation management resulting in inventory

accuracy >99.7%; order processing >99% at < 24 hours & reducing costs $300K.

• Set up offshore application development & 24x7 global help desk reducing costs & shifted IT

spend and resources from 90% of their time on maintenance activities to 60%.

• Built e-commerce website/portals for dealers. This became the second largest channel for revenue.

• Upgraded project execution with Project & Portfolio Management & moved subsidiary onto SAP.

• Implemented one standard Manufacturing Execution System across all Harman businesses.

• Improved supply chain visibility and order processing speed using Extranets & EDI with electronic

customer orders increasing from 30% to 80%.

• Implemented a company wide Program Management Office and methodology to ensure project

execution to plan with rigorous program reviews and an executive level portal in SharePoint that

allowed Senior management visibility.

• Took the IT department from a 1.0 on the COBIT maturity to 2.57 which is best in class for

manufacturing companies with greater than $3B in revenue and over 10,000 employees.

• Optimized distribution network strategy in the US generating $5M annual logistics costs savings.

Revamped network with 2 new DC’s, & consolidated warehousing across divisions supported by

an enterprise system with returns capability. Structured KPI based contract with 3PL reducing order

fulfillment from 72 hrs. to <24.

• Used lean approaches to reduce inventory 45% ($18M) while maintaining service levels >95% &

out of stock parts at <2%. Set up global S&OP process, doubled FG turns & reduced lead times

from 3-4 months to 45 days.

James L. Infinger

• Reduced logistics costs 40% & by >2.5% of net sales. Variable selling expenses down 8% over 4

years. Consistent annual operational cost reductions led to best in class level of 1.58% of net sales.

• Negotiated freight contracts with global RFP process reducing costs by $4.3M.

Private Consultant

2001 to 2003

Mr. Infinger started his own consulting business in April 2001. This was done so that he could spend time

with his terminally ill father. He has delivered program management, infrastructure and development,

application assessment, and contract negotiation for such clients as Target, Office of Technology for the

Federal Government, CommSouth, Fossil Watch, Novartis, Pilgrim Health Care, City of Boston, Tommy

Bahama, Burberry and Raytheon. These included implementation of Oracle CRM, Oracle EBS,

Salesforce.com and SAP ERP in numerous customers. After his father’s death in 2003 he returned to a full-

time CIO position.

Raytheon Company, Lexington, Massachusetts

Sr. Vice President, Chief Information Officer 1997 to 2001

Raytheon Company is a $20.9 billion defense contractor with approximately 108,000 employees

worldwide. Mr. Infinger was brought in by the Raytheon Board of Directors to put together an information

technology architecture and strategic plan that would allow Raytheon to integrate the acquisitions of Texas

Instruments, Hughes Aircraft, and E-Systems with one comprehensive strategy. Mr. Infinger reported to

the Chairman and CEO. This included consolidation of 9 data centers into 2 and the combining of 2 seven

year $1 billion outsourcing contracts. Reporting to him are the Director of Applications Development, Vice

President of Operations and Infrastructure, Director of Project Management, Director of E-business, and

the CIO’s of the other 5 wholly owned Raytheon Companies. Mr. Infinger managed a total staff of 3,524

information systems professionals, as well as a large outsourced team. Selected

Accomplishments

• Led a 7 year $1 billion new outsourcing contract negotiation for legacy Raytheon services and

renegotiated the acquired outsourcing contract from the purchase of Hughes Electronics. This

resulted in a 23% ($460 million) reduction in the cost of services.

• Opened software development center in Derry, Ireland resulting in a 40% reduction in legacy

applications support costs. Worked closely with the local government and 2 Nobel Peace prize

winners to make this a reality.

• Led the CIO technical team that created the infrastructure architecture for the aerospace exchange.

The team was comprised of Mr. Infinger and the CIO’s from Boeing, Lockheed Martin, EADS, and

BAE Systems. The architecture allowed the exchange to be operational in 90 days, far ahead of

competing exchanges.

• Created development standards and a strategic architecture plan and communicated it to the end-

user community with defined service levels (SLA’s). Led the negotiation of Raytheon wide

contracts resulting in $183 million in software and hardware licenses savings.

• Reduced IT budget from $1 billion to $550 million in three years. This included implementation of

SAP Financials and Procurement at Corporate 3 months early, at a savings of $2 million.

• Implementation of SAP Manufacturing and Procurement in 5 manufacturing facilities under budget

and on schedule. This included all production at Raytheon Aircraft for manufacturing of airplanes

and parts.

• Implementation of Peoplesoft HR and Oracle CRM as well as Salesforce.com.

James L. Infinger

• Completion of IT strategic plan mapped to the company business plan and creation of

companywide steering committee for IT projects. Consolidation and integration of 9 data centers

into 2, resulting in $125 million in savings. With the acquisition of TI Defense Systems, he led the

mainframe separation project that resulted in a $3 million savings per month to Raytheon.

CompUSA Incorporated, Dallas, Texas

Sr. Vice President, Chief Information Officer 1994 to 1997

CompUSA, Inc. is a $4.6 billion computer store chain, mail order house, and a service provider of

computer software training classes and technical services with approximately 8,000 employees. Recruited

to this position, Mr. Infinger reported to the Chief Executive Officer. Reporting to Mr. Infinger were the

Vice President of Development, the Director of Operations/Telecommunications, the Director of Client

Services, and the Director of Strategic Technology. Mr. Infinger managed a total staff of 500 information

systems professionals. He was responsible for information systems for the retail company, software

development, technical training for the end user community, and for implementing scanning throughout the

chain for receiving, point of sale, and inventories. Additional responsibilities include moving the company

from proprietary centralized processing to client server relational database architecture and developing a

proactive information systems organization. Mr. Infinger started and served as a member of the Executive

Steering Committee where he guided the company's technological choices to meet the aggressive goals of

the retail business.

Siemens Nixdorf Information Systems, Chicago, Illinois

Vice President of Information Systems 1990 to 1994

Recruited to this position, Mr. Infinger reported to the Executive Vice President of Sales. Direct reports to

Mr. Infinger included, the Director of Research and Development, the Director of Midrange Systems, and

the Director of PC and Client Server Systems. Mr. Infinger managed a staff of 140 employees. Mr. Infinger

was responsible for 14 business segments and the implementation of the Warnier Orr methodology into the

company (there were no previous structured programming, source control, design reviews, or quoting

process for development efforts). He developed and delivered all technical and basic business management

training, managed 2 development shops (Chicago and New York) on UNIX, XENIX, and WINDOWS

platforms. He was also responsible for point of sale, back office, and host programming for sales audit,

distribution, ordering systems, and client server applications. This included over 20 Oracle EBS, Oracle

CRM and 9 SAP implementations for ERP. Customers included Hennes and Mauritz AB, Saks Fifth

Avenue, Nordstrom, Marshall Fields, Hugo Boss AG and Gerry Weber International AG.

ICL Fujitsu Retail Systems Dallas, Texas

Director of Software Development 1987 to 1990

Mr. Infinger reported to the Vice President of Development. He was responsible for the development of all

ICL software products for the United States and Canada for retail. This included the hiring, evaluating,

scheduling, and budgeting of 42 programmers and 12 validation staff. As well as, all communications

systems including negative check, electronic credit, file transfer, and the research and development of

future software products and enhancement of existing systems including quoting, development, validation,

documentation, and technical support of software products for the United States and Canada. This included

16 Oracle EBS, Oracle CRM, and SAP ERP.

Wal-Mart Stores Incorporated, Bentonville, Arkansas

Manager of Software Development and Distribution Systems 1979 to 1987

Mr. Infinger reported to the Vice President of Operations. He was responsible for the installation and

upgrading of point of sale systems for the Eastern half of the company’s 28 state trade territory. This

included supervising 30 Project Managers and 3 Field Managers and handling hardware negotiation and all

coordination with vendors to ensure smooth installation and quality service. He also developed the

automated receiving system and distribution center architecture for merchandise distribution between

warehouses and store locations.

James L. Infinger

Military History

UNITED STATES AIR FORCE

Education

INSEAD – Executive Education Programme, Fontainebleau, France

Nova Southeastern University, Fort Lauderdale, FL PhD. Bus Admin. (All but dissertation)

Florida Institute of Technology, St. Petersburg, FL M.S. Systems Management

Southwest Texas State University, San Marcos, TX Bachelor of Business Administration

IBM Project Management Courses Green Belt Lean Six Sigma Certificate

Affiliations and Awards

Professional Memberships: CIO Summit; Gartner; Member of Association of Information Technology

Professionals; Member of Data Processing Management Association, Society for Information Managers,

Council of CIO’s & Project Manager Institute; Information Week Top 100 CIO’s in Information

Technology Innovation; CIO Magazine Top 10 Company’s utilizing the WEB; Smithsonian Institute and

Computer World Top 10 CIO; International Who’s Who of Information Systems Executives; Member of

product Advisory Boards for SAP, Oracle, IBM, HP, Dell, AT&T, Siebel, Salesforce.com, Microsoft, and

Cisco. Published in leading industry journals and Speaker at numerous IT & industry conferences. Adjunct

Professor of Computer Science at both the undergraduate and graduate level.

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