Customer Service Management
Resume:
David B. Roitman, PhD
*** ****** **** #**, ********, MA 010**-***-*** 7173 *********@*******.***
LinkedIn: http://www.linkedin.com/pub/dave roitman/8/a94/a63
Results-Focused Organizational Change Management
David B. Roitman is a change leader, architect, consultant, and executive coach. He has over 30 years of experience drawn
from more than 50 engagements across 14 industries. His strengths include bridging strategy and execution, dealing with tough
issues, following through on priorities, and solving complex problems. Bringing practical methods/tools and the ability to
communicate simply and clearly, he is committed to the personal development of clients as well as their organization’s goal
achievement. Mr. Roitman has led Organizational Change consulting at four organizations. He assists clients to design
organizations, develop and execute change management strategy, collaborate across boundaries, drive organizational change
for ERP and other systems implementation, and develop/execute communications. Mr. Roitman also excels at delivering
management education and development on a broad range of topics.
Expertise:
Strategic Alignment and Execution Process Design and Improvement
- Aligning Executive Teams Creating a Process Vision
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- Committing to Priorities Developing Customer Focus
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- Developing Execution Strategies and Plans Mapping and Analyzing Processes
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- Developing/Implementing Balanced Scorecards Transforming and Continuously Improving Business
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- Managing Ongoing Performance Processes
Organizational Design Leadership and Team Coaching
- Identifying Business Drivers - Leading for Results
- Deciding Optimal Structure - Developing Highly Effective Teams
- Designing Roles and Jobs - Supporting Learning and Creativity
- Developing Work Systems - Changing Culture
Representative Clients / Impact:
Ace Hardware. Led communications for international roll out of SAP®/Business One. Responsible for communications
strategy, planning and execution. Impact: On time and within budget implementation of Business One and new Retail portal.
Bose Corporation. Two engagements: Coached CIO and leadership team redesigning corporate IT organization and
processes. Impact: Customer and process focused organization with significant improvements in business alignment, customer
service and cost efficiencies. Coached CFO, VP North American Sales division, and design team implementing quarterly based
planning, tracking, and reporting methods/tools. Impact: Successful replacement of annual sales budgeting process.
Claims Resolution Management Corporation. Coached CEO and leadership team on enterprise organizational and process
redesign plus leadership team performance. Developed balanced scorecard. Led new claims process design. Impact:
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Maintained 95% claims accuracy and high levels of customer satisfaction. Achieved $11MM reduction in operating expenses
and 73% customer electronic claims filing.
DuPont. Coached IT VP and leadership team for new Enterprise Business Process Center of Competency moving 200
business process owners from divisions to centralized organization. Tightened leadership team accountabilities and
implemented scorecards to manage execution. Impact: On time and within budget implementation of new Center.
Merck & Co. Two engagements: Led team in drug development process redesign and creation of Worldwide Regulatory
Operations (WRO) organization. Impact: In first year, achieved 45% cycle time reduction, revenue increase of $90,000,000, and
productivity gain of 100 person weeks with no lay offs. Coached WRO Senior Director and leadership team on strategy
execution. Impact: Over five year period, increased productivity 75% while maintaining high levels of quality, enabling
organization to get significantly more complex new drug applications to many more agencies globally.
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Organizations and Engagements:
David Roitman and Associates: 2014 Present
Founder and President. Providing change management consulting and leadership coaching.
Projects include:
HCL AXON. Business Drivers: HCL client recently acquired a major specialty chemicals company. Successful implementation
of a global SAP instance is required to close the deal. Assignment: identify change impacts for Purchase To Pay and Plan To
Manufacture processes; define risks and mitigation strategies. Assist in developing Change Management Plan. Impact: change
impacts identified.
American Sustainable Business Council. Business Drivers: Leadership and management development to Policy Team as
necessitated by intensive growth. Assignment: Providing coaching focused on balancing directive and visionary approaches in
order to strengthen servant leadership. Impact: improved team performance and working climate. Client promoted to VP level.
John Deere. Business Drivers: Significantly improve processes and standards for managing product information across
business units and functions due to increasing complexity of new technologies and global markets. Assignment: develop and
execute methodology for scoping OCM needs for 12 projects in enterprise wide program. Impact: Developed approach scaling
eight variables to predict level of OCM effort. Used this method to guide data gathering with Core Team and Business Project
Managers; then produced executive presentation. (Note: This project was on contract with GP Strategies.)
GP Strategies Inc.: 2008 – 2014
Principal Change Management Consultant. Led change management strategy and execution with clients on ERP
implementation, organization design, and process improvement initiatives. Coached client executives, managers, and project
teams to focus on priorities and achieve business results. Managed global projects. Led development of Organizational Change
methodologies.
Projects included:
CIGNA. Business Drivers: Control enterprise training costs and improve conformance to changing regulations. Assignment:
Led planning and facilitated decision making by CIGNA and RWD/GP leaders on transitioning all Cigna University training
design and development to RWD/GP as outsourcing partner. Led work sessions to develop vision and criteria for success,
redesign critical processes, perform stakeholder analysis, and develop transition project plan and communications plan. Impact:
Program was launched on time and is running successfully in its fourth year of implementation.
Firestone Building Products Company. Business Drivers: Integrate Sales, Production Planning, Manufacturing, and
Finance by implementing process changes and ERP system. Assignment: Served as change management lead for the
blueprint phase. Led analysis and prioritization of organizational impacts, improvements to existing OCM and communications
plans, and provided coaching to the internal change management lead. Led executive and large group prioritization workshops.
Impact: Program implemented priorities as determined by impact analysis and prioritization workshops.
Hospira, Inc. Business Drivers: Fund innovation and global expansion by achieving operational excellence through ERP and
business process improvement for global leader in specialty generic injectable pharmaceuticals. Assignment: Collaborated with
another senior Organizational Change consultant to advise CIO and COO on program design and improvement for $200MM
ERP Program. Analyzed strategy execution gaps and opportunities; developed/implemented recommendations including
program governance, change management, and data quality management. Impact: Faster decision making; development of
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Enterprise Business Process Framework; implementation of a Business Master Data Center of Excellence. Over project’s time
frame, Hospira’s performance placed it in the first quartile benchmarked against its competitors.
HSBC. Business Drivers: Improve global consistency and quality of learning while achieving greater regulatory and legal
compliance. Assignment: Leading change management for global transformation of the learning organization for this major
international financial services organization. GP Strategies was selected as the Master Services Integrator responsible for
HSBC’s training design, development, delivery, and administration in all regions. This required integrating global and regional
decision making. Leading planning and execution of stakeholder analysis/recommendations, change impacts
analysis/recommendations, and communications. Impact: By third month, on time to go live in Wave 1 regions and executed
strategic planning sessions with involvement from corporate and all regions.
Johnson & Johnson. Business Drivers: Conform to changing regulatory/quality requirements while maintaining profitability.
Assignment: Advised J&J Consumer Companies learning program director on establishing a Center of Excellence for ERP
Learning. Interviewed cross section of J&J managers and benchmarked companies. Developed recommendations to drive
Center implementation, including business case, cross functional Center design, program governance, and training priorities.
Impact: Learning Center was established to support ERP releases.
Metropolitan District Commission. Business Drivers: Improve operations under Consent Decree by redesigning Customer
Service process and prepare for baby boomer retirement through redesign of Human Capital process for the water utility
serving Hartford CT and seven surrounding towns. Assignment: Coached CEO and directors of HR, Engineering, and
Customer Service on process design and change management; facilitated reengineering teams; drove management decisions
to redesign enterprise organization structure and competency model. Impact: Customer Service improvements were
implemented meeting conditions of Consent Decree; organization structure and competency model implemented.
Montefiore Medical Center. Business Drivers: Conform to Affordable Care act while controlling costs and implementing ERP
in this major hospital network. Assignment: Advised executives on ERP program governance; provided coaching to Vice
President of Business Information Systems and his direct reports on performance issues. Conducted organizational
assessments, delivered recommendations and initiated implementation. Designed/facilitated leadership meetings, and provided
coaching and education on influence without authority, collaboration across boundaries, ERP change management, and
organizational design. Impact: Created cross functional program leadership team, streamlined meeting structure, achieved
better and faster decisions, and improved performance of leadership team.
REC Silicon. Business Drivers: Enable global operations control and U.S. capacity expansion through ERP implementation for
leading manufacturer of silicon materials. Assignment: Sub contracting to SAP, coached CEO, CIO, CFO and Controllers on
ERP governance, change management and implementation; facilitated project teams designing processes, assessing work
impacts and business readiness; facilitated executive decision making. Impact: previously stalled program achieved go live on
time and within budget.
Systems Evolution, Inc.: 2006 – 2008
Senior Consultant. Led change management strategy and execution with clients on organization design, process
improvement, and ERP initiatives. Coached client executives, managers, and project teams to focus on priorities and achieve
business results. Managed projects. Led development of corporate Organizational Change methodology and education
program for project managers.
Projects included:
Bank of America. Business Drivers: Acquisition of leading credit card company MBNA required organizational and process
design of combined Credit Card Information Management resources. Assignment: Led management teams to develop
strategies, processes, procedures, teams, and roles covering IT Client Relationships, Data Governance, Architecture and
Quality plus Request Management and Service Support. Coached Information Management VP and her leadership team on
management effectiveness. Impact: Strategy and design phases were completed on time, data quality program was fully
implemented, improvements in response time and capacity management were achieved.
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Insight Enterprises, Inc. Business Drivers: Acquisition of Software Spectrum required organizational and process design of
combined software resources plus modifying ERP system for this leading software Value Added Reseller. Assignment: led team
leaders in analyzing impacts of ERP on organizational design, processes, skills, roles, structure, and staffing. Business
processes included Campaign to Quote, Order to Cash, Contract to Renewal, Procure to Pay, and Accounting to Financials.
Developed change management plan for driving change into business units. Coached leaders on actions needed to address
impacts and drive change. Impact: Analysis revealed unsolved data quality issues plus strategic decisions required to drive
process design. Recommendation to postpone ERP implementation was accepted by President.
David Roitman and Associates: 2004 – 2006
Founder and President. Provided change management and process redesign consulting for clients plus executive and
management coaching.
Projects included:
GN Netcom. Business Drivers: Expansion of Denmark based electronics manufacturer and retailer into U.S. Assignment:
Coached U.S. President and leadership team on strategy execution. Facilitated organizational/process design and performance
management leadership work sessions. Impact: Implementation of U.S. Sales and Marketing organization and business
processes.
U.S. House of Representatives Chief Administrative Office. Business Drivers: Reduced budget allocation requiring cost
reductions through process redesign. Assignment: Provided coaching to internal consulting and leadership teams on process
design/analysis and change leadership. Impact: Developed and pilot tested process reengineering training program. Wrote
instructor and participant manuals.
Davies Consulting, Inc.: 1994 2004
Senior Consultant. Led change management strategy and execution with clients on process improvement, organization
design, and ERP initiatives. Coached client executives, managers, and project teams to focus on priorities and achieve
business results. Managed projects. Led Pharmaceutical and Process Management Practices. Led methodology and
consultant development.
Projects included:
Atlantic Energy. Business Drivers: Radical changes in utility regulations pressuring utilities to compete and transform into
customer focused, market driven organizations. Assignment: Led change management, organizational restructuring, process
redesign, team building, and leadership coaching for transformation of marketing, operations, and regulatory processes. Led
marketing and regulatory design teams. Led development and implementation of management training. Impact: From first two
years of implementation, increased revenues $40M due to new products, services, and markets. Reduced expenditures by
$50M through process improvements.
Boehringer Ingelheim. Business Drivers: Changes in U.S. federal regulations and acquisition of Roxane Pharmaceuticals
required organization and process redesign to maintain profitability and establish platform for growth. Assignment: Led change
management, organizational restructuring, team building, process redesign, and leadership coaching for transformation of
pricing and contracting processes plus design and implementation of training for over 80 managers and employees. Impact:
Created cross functional marketing management team and trained management leader. Project saved $10M in first year of
implementation due to increased efficiency and cross functional collaboration, and improved customer service response inquiry
time.
Cahners. Business Drivers: Preparing for formation of Cahners Business Information (combination of Cahners Publications,
Chilton Publications, and Reed Travel Group). Assignment: Led change management, organizational restructuring, team
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building, process redesign, and leadership coaching for all operational processes across the 3 organizations. Engaged over
500 managers and employees. Impact: Effective rationalization of operations laid foundation for successful merger.
International Fund for Agricultural Development. Business Drivers: Anticipated reduction in donor funding required cost
savings and cycle time reduction through process redesign. Assignment: Led leadership coaching, change management, and
process redesign plus design and implementation of training for over 50 managers and employees. Redesigned project
management, IT, and budgeting processes. Developed balanced scorecard. Impact: Increased effectiveness of executive team
through direct coaching of President and team. Achieved 42% reduction of average cost per project through redesign of project
management process.
Prevention Magazine. Business Drivers: Changes in publishing technology and business models required modernization of
publishing and advertising business processes.. Assignment: Led change management, process redesign, organizational
restructuring and leadership coaching for over 50 managers and employees to achieve a process based organization. Impact:
Successful modernization provided renewed operational foundation carrying this iconic publication into the 21st century.
Quaker Chemical. Business Drivers: Global expansion required more effective supply chain, production, and financial
management to maintain profitability. Assignment: Partnered with IBM. Led change management, process redesign,
organizational restructuring and leadership coaching accompanying ERP implementation plus design and implementation of
training for over 50 managers and employees to achieve a process based organization. Impact: Project saved $1.8 M after first
year in operations, from reduction in transportation costs, lead times, material losses, overtime, and obsolescence of inventory.
Warner Lambert. Business Drivers: Need to redesign organization and processes following implementation of PeopleSoft
global financial systems implementation. Assignment: Led organizational restructuring, change management, and process
redesign for global financial operations. Restructured organization, focusing financial consolidation and reporting accountability
within one department. Developed balanced scorecard. Impact: Project achieved on time financial closing with no overtime first
quarter after implementation, and closed consistently on time every quarter for following 4 years, with minimal overtime,
significantly increased job satisfaction and reduced stress. Reduced revisions to quarterly reports due to errors and number of
affiliate quality and lateness incidents within 2 years following implementation.
Digital Equipment Corporation: 1989 1994
Senior Consultant. Co founded consulting practice providing change management and process redesign to external clients,
including FMC Corporation and ICI Americas. As internal consultant to DEC management clients, led consultant development,
strategic planning, and process redesign activities, designed/delivered training on systems integration, and developed
assessments for systems integration risk and IT impacts. Developed and provided consultant training on user centered
requirements analysis and work impact analysis.
Industrial Technology Institute: 1984 1989
Senior Researcher and Manager, Organization and Technology Group. Developed and implemented process design and
change leadership methodologies, surveys and assessments. Wrote and published articles on impacts of computer integrated
manufacturing and MRPII systems. Led consulting engagements, provided coaching to management clients, and led work
sessions and training programs. Led development and execution of game simulation on computer based manufacturing.
External clients included Johnson Wax and the Michigan Modernization Service.
Education:
PhD, Psychology: Michigan State University, 1984: Focus on organizational behavior and technological innovation.
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MA, Psychology: Michigan State University, 1980: Focus on organizational behavior and technological innovation.
BA, Psychology: University of Arkansas, 1977: Focus on attitude and behavior change.
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