Experienced CIO

*** ******* **** ***** • ROSWELL, GA *****

678-***-**** • *********@*****.***

B. Lee Landers, Jr.

Education

Georgia Institute of Technology Atlanta, Georgia

BS, Industrial and Systems Engineering

Georgia State University Atlanta,

Georgia

MBA, Finance

Professional Experience

June 2013 – June 2014 FlexShopper, LLC (OTC:FPAY) Boca Raton, Florida

Vice President and Chief Information Officer

Developed all of the technology for a virtual rent to own(RTO) business. This was a

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startup situation and we went from an idea to production in less than 6 months.

The ecommerce site is built upon the Magento ecommerce platform using the LAMP

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technology stack(Linux, Apache, MySQL, PHP)

Provided the technology information and diagrams for three US patents which are

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pending.

Designed and led the development of the core back office system which handles

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weekly billing, customer information, asset tracking, collections and customer service.

The company is on track to have $20 million in revenue in 2014.

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August 2010 – May 2013 Ensyst Technologies Atlanta,

Georgia

Consultant

Developed a software solution to automate a bank reconciliation process to prevent

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theft and fraud in a highly cash based business with almost 100 locations.

Worked with a local business owner to produce an IT Strategic Plan that matches his

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plan to grow the business by 100 percent over the next 5 years.

Performed a needs analysis and implemented a Cloud based Real Estate Management

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system for a local $120 million per year Franchise Company.

Led the development and implementation of an online system to automate the hiring

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process for a company with almost 100 locations.

Developed a Business Continuity Plan and implemented a Cloud based backup solution

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as part of a local company’s plan to prepare for a possible IPO.

September 1999 August 2010 Aaron’s, Inc. (NYSE:AAN) Atlanta, Georgia

Vice President and Chief Information Officer

Placed by Korn/Ferry as Aaron's first CIO. Within the first year most of the IT staff

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was replaced and a new organizational structure was established. New leadership was

brought in and processes and controls were established.

Participated in Aaron’s Senior Leadership Team to set the overall company strategy and

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presented to the Board on many occasions.

Built an excellent, long tenured staff with less than 2% annual turnover.

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Standardized architecture exclusively on Intel servers, Microsoft operating systems and

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SQL server to achieve these world class cost levels.

Implemented and managed IT controls so that Ernst & Young noted no IT deficiencies

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over the last several years.

Built a scalable and reliable infrastructure that supported unprecedented store growth

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from 400 to 1850 stores during my tenure. Revenues grew from $500 million annually

to over $3 billion.

Strictly managed costs to drive IT spend down from 1.5% of revenue in 1999 to 0.59%

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in 2010. Managed a staff of 120 with a $20 million annual budget.

Evaluated the technology impact of potential competitor acquisitions and led the

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immediate conversion to Aaron’s systems.

Led the development of Aaron's new point of sale (POS) system to replace an old

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legacy system for the 1,800+ store locations using Agile development methodologies.

Created and led a sales team that handled live phone leads that had been turned down

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for credit by Dell Financial Services and sold them Dell computers supplied by local

Aaron’s stores. This program created about $40 million per year in incremental

revenue and introduced new customers to Aaron’s business model. About 60% of these

customers chose to do additional business with Aaron’s when this initial lease was

completed.

Created a PCI compliant website that allows customers to make online payments, a first

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in this industry. The site now collects over $100 million per month for the stores

allowing the store associates to focus more on sales opportunities. The site also allows

for very targeted marketing based on the customer's past purchases. The development

used an agile software methodology with daily "scrums" to ensure tasks were being

accomplished on schedule.

Created an auto dialer infrastructure that delivers over 3 million monthly friendly voice

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reminders that customer's bills are just past due. Aaron's made these for the 700

franchise stores as well and made enough profit from these calls to cover the costs for

the 1,150 company stores.

Implemented several Cloud based solutions for Human Resources, Real Estate and

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Sales. Wherever possible we used commercial off the shelf (COTS) software.

Implemented Manhattan Associates’ Pronto Warehouse Management System to control

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the annual multi billion dollar flow of merchandise in 2004. There were 18

distribution centers of about 250,000 square feet. Led an upgrade in 2009 to

Manhattan’s ILS product.

Architected a new enterprise class corporate Data Center in Kennesaw, GA. Included

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diverse connectivity, server virtualization, UPS/backup generation, fire suppression,

etc.

1981 1999 Southern Company (NYSE:SO) Atlanta, Georgia

Director, Customer Information System

Led the implementation of a new $50 million Customer Information/billing system for

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all of Southern Company’s subsidiaries. The system had 3,000 simultaneous users and

produced monthly bills for 8 million customers. Data was stored in DB2 on an IBM

mainframe and used a C++ application on Windows NT workstations. This is

Southern Company’s most mission critical application. This project used a structured

software development method based upon the Yourdon software engineering

methodology.

Director, Client Services

Combined 6 distinct IT departments into one organization that provided all end

user support to 20,000 employees.

Managed over 400 employees and contractors in 4 states. Included combining 3

separate help desks into a single IT Call Center.

Managed an annual budget in excess of $100 million.

Assistant to the Chief Information Officer

Assisted the CIO in restructuring multiple operating company specific IT

departments into one department at the holding company level.

Led an effort to develop an IT Strategic Plan that addressed the requirements of a

deregulating electricity market in the United States.

Led the development and review of the entire budget process. The annual budget

was over $500 million in operating expenses and $300 million in capital.

Information Technology Department: Georgia Power(part of Southern Company)

Held a variety of positions of increasing responsibility within Georgia Power’s IT

Department: Junior Engineer, Senior Development Engineer, Client Services

Manager

Professional Memberships

Registered Professional Engineer (PE) in Georgia.

References

Available Upon Request

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