Six Sigma Information Technology

“ Dan excels at meeting aggressive commitments… motivates and inspires team… energetic in managing

change…

client focused…process thinker.”

~ Performance Excerpts

Daniel M. Tetnowski

M: 908-***-****

**********@*****.***

I nformation Technology Executive and Six Sigma Master Black Belt

Global IT Business Leader with an established record of success in leading cross-functional project

teams to develop and deploy t ransformational strategic ini tiatives that deliver business results

t hrough process improvements and technical solutions. Experienced in Lean Six Sigma,

P roject/Program Management, Information Technology, Finance and Engineering Software

Development within the Life Sciences, Healthcare, Defense and Commercial Industries. Certified

Lean Six Sigma Master Black Belt who knows how to leverage the tools to deliver results.

E xpertise in:

Business Process Improvement Strategy & Business Program/Portfolio

A lignment M anagement

Organizational Efficient Use of Technology Lean Six Sigma

T ransformations

Governance/Compliance Global Resourcing Budget Forecasting &

P rocesses Control

Proven Large Project (ERP) Cross-Functional Executive Communications

Delivery Collaboration

Career Experience

TAKE L I FE SCIENCES 2013 t o present

Managing Consultant, Technology Practice

Princeton, NJ

Leader within the Technology Practice supporting key Pharmaceutical and Biotech clients

delivering operational change and technology solutions to realize our client's target objectives.

Heavily involved in new business development in the business process excellence and the business

i ntelligence & analytics practices.

Leadership Role in the following engagements for major bio-pharmaceutical clients:

• Lead the Business Process Redesign and Technology Evaluation of a Registration Management system

i mplementation.

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• Evaluation and Enhancement of the internal Document Management process directly influencing the

technology implementation.

• Led the Strategy Evaluation of the Enterprise Product Change Management process and governance

model for cross-organization t ransformational initiatives. Findings and opportunities were presented to and

well received by the Senior Executive Sponsors.

• Process improvement, process design and future state insight to the Quality Issues Management and

CAPA work streams.

• Provide Insight and Guidance to a Business Process Excellence program launch and sustainability

p roject.

DAN IEL TETNOWSKI, LLC 2012 to present

P rincipal

Belle Mead, NJ

Offering innovative solutions to clients in the areas of Business Process Improvement,

P roject/Portfolio Management, Six Sigma In tegration, IT Strategy and leveraging technology to

deliver business results.

Tetnowski 3

STEWARD H EALTH CARE SYSTEM 2011 t o 2012

Vice President, Acquisitions and P rogram Management

Boston, MA

Established, implemented and propagated best practices for Acquisitions, Systems In tegrations and

P roject Management throughout the IS organization. Responsible for IS Strategy, Program/Portfolio

M anagement, Finance and HR Business Relationship Management, IS Financial Management,

Communications, Contract Management and Hospital Account Managers.

• Led the process and financial modeling, including critical path, r isk management, change management

for evaluating alternative Hospital Information Systems solutions, strategy and architectures. Facilitated

requirement and quality expectations among varied enterprise functions, developers and vendors to create a

v iable multi-phased program plan. The overall Total Project Cost would have been an investment of over

$100M.

• Refocused the Project Management Organization by developing standard internal processes regarding

p roject timelines and scope, financial performance monitoring, resource allocation, change management and

schedule performance.

• Led due diligence efforts and day one integration activities for multiple hospital acquisitions. Created a

repeatable process for planning and implementing integration activities. Program managed the integration

of 4 new hospitals into the Steward network while achieving all synergy targets.

M ERCK 2005 t o 2011

Lean Six Sigma Master Black Belt, Global Services

Whitehouse Station, NJ (2007 to 2011)

Established and implemented a program in a mat rix environment for integrating Lean Six Sigma

i nto the Global Services and Information Technology globalization and t ransformation initiative. As

Deployment Leader, created executive and organizational sponsorship to shape the mindset and

culture toward utilization of Lean Six Sigma for achieving sustainable business results.

• Deployed a Lean Six Sigma program into Global Information Technology that has certified over 200 Belt

Candidates and delivered over $50M in Sigma Benefits. Sigma Leader of the Innovation Category winner in

t he Merck Sigma Awards.

• Implemented an IT Black Belt Network community of practice (CoP) for IT Belts and candidates, focused

on sharing best practices, peer networking, communications, and community to develop specific IT Tools and

D isciplines. Reduced cycle times for sigma projects by greater than 20%.

• Originating member of the IT Process Council focused on IT Governance/Compliance. Process Steward

for the Knowledge Management and the Compliance work streams.

• Facilitated internal and external Six Sigma forums and t raining sessions. Presented "Keys to Successful

Six Sigma Implementations" at Six Sigma IQ Conference in Kuala Lumpur, Malaysia.

Executive Di rector, Asia Pacific I nformation Technology

Whitehouse Station, NJ (2005 to 2007)

Defined and led the Information Technology strategic direction, implementation and support of the

Asia Pacific and Japan Human Health Commercial Operations. Set direction and partnered with

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key business executives through technology changes in key operating areas of Sales and Marketing.

Led a staff of 100+ globally and managed a budget in excess of $80M (capital and expense).

• Drove regionalization of the distributed team toward implementation of a global IT operating model.

I mplemented a COE model which drove strategic synergy while significantly reducing operating costs by

>15% and eliminating duplicate, non-value added work.

• Key Projects delivered by my global team included sales force automation implementation in Japan, data

warehousing and business intelligence projects to support sales analytics, and an internally developed

marketing systems effectiveness processes/tools.

Tetnowski 5

GE HEALT HCARE 2004 t o 2005

I T Controller and Compliance Leader

Amersham, Buckinghamshire, England

As part of the business integration effort, consolidated the Compliance Programs for Global

I nformation Technology, which included compliance to all internal policies and external regulatory

agencies and regulations. Focal point for all IT related controllership projects and initiatives. Led a

s taff of 10 direct reports and an extended offshore global team required for compliance certification.

• Developed the coordinated activity of IT compliance processes into global practices. Institutionalized these

changes within the IT Project Management Shared Services organization and incorporating into the SDLC

d iscipline.

• Project Managed innovative control processes and automation to identify and correct segregation of duties

concerns over multiple applications. Worked with global security and offshore supplier to build these checks

i nto the automated provisioning tool.

• Coordinated and sponsored external audit activities, namely the FDA and EMA for Pharmaceutical

validation and external Audit Agencies for Sarbanes-Oxley certification. No major IT violations were

reported during this time.

GE PLAST ICS ( NOW SABIC I N NOVAT IVE P LAST ICS) 1996 t o 2004

Chief I nformation Officer and I T Controller, Headquar te rs Operations

Pittsfield, Mass. (2002 to 2004)

Responsible for setting the IT systems direction, implementation and system support for the Global

Headquarters Functions. Partnered with senior business executives to set the systems strategy in

key operating areas of Finance, Human Resources, Global Quality, Global Sourcing, Business

Development and Legal. Led a staff of over 100 (22 direct, 80+ offshore/onshore contractors) globally

and managed a budget in excess of $10M (capital and expense).

• Program managed key projects included Global ERP Implementations (Oracle General Ledger, Human

Resources, Financial Systems upgrades, PeopleSoft Payroll) and an integrated Plant and Equipment

System.

• Provided internal controllership mechanisms and processes for G lobal IT spend of over $150M. Delivered

over $14M of internal productivity.

• Sarbanes-Oxley 404 Leader; achieved internal certification in 2003 and full certification for 2004. Member

of team that designed the COBIT/COSO based IT SOX-404 program for the corporation.

Chief I nformation Officer, Global No ryl Resins

Selkirk, NY (2001 to 2002)

D irected, implemented and supported the Global Noryl Resin ($770 million) Information Technology

organization. Set direction and partnered with key business executives through technology changes

i n key operating areas of operations, commercial sales and quality, and ensuring 24 x 7 Systems

Operations in a Process Manufacturing Environment. Led a staff of 45+ (15 direct, 30 dotted line) in

5 g lobal locations and managed a budget in excess of $20M (capital and expense).

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• Developed an IT strategy for the Global Noryl business. Delivered over $7M in productivity savings.

Recognized as a Technology Leader capable of communicating with the business executives in terms they

could understand.

• Designed on-line, real time data analytics solutions, which reduced manual effort by 40% in key operational

a reas and resulting in a Global Standard for GE Plastics.

• Transformed Noryl Information Technology, resulting in closer business alignment and a stronger, smaller

team with a more efficient operating budget.

Tetnowski 7

EARLY BACKGROUND

Details provided on request

I T Manager, Americas Manufacturing Systems, G E Plastics, Pittsfield, MA (1999 – 2001)

• Directed, implemented and provided 24 x 7 support of America’s enterprise manufacturing and supply chain

systems (over 60 applications), including inventory management, automated plant scheduling, cost

management, associated data warehouses and integration into the overall GE Plastics supply chain. Led a

G lobal shared services staff of 75+ in 8 locations and managed a budget in excess of $20M (capital and

expense).

Six Sigma Black Belt, Global Enterprise Systems, G E Plastics, Pittsfield, MA (1996 – 1999)

• Global Subject Matter Expert for process improvements in manufacturing ERP, information delivery and

call center management. Delivered Six Sigma solutions which became a baseline for global processes. Project

manager for internally/externally developed solutions to achieve Six Sigma process improvements.

Sr. P rogram Manager, G E I nformation Service, Atlanta, GA (1995 – 1996)

Corporate Audit Manager, Lockheed Ma rtin, Bethesda, MD (1993 – 1995)

Positions in Engineering, Manufacturing and Finance, GE Aerospace, P ittsfield, MA (1984 –

1993)

Product Reliability Engineer, Coleco I ndustries, A msterdam, NY (1983 – 1984)

Education

MBA, Marketing

Western New England College, Springfield, MA

Bachelor of Engineering Technology, Electrical Engineering

State University College of New York at Buffalo, Buffalo, NY

PROFESSIONAL DEVELOPMENT & CERTIFICATIONS

• •

Certified Six Sigma Master Black Belt GE Experienced Information Management

P rogram (EIMP) Graduate

• •

Certified Internal Auditor Certified GE Six Sigma Black Belt

• •

GE Manager Development Course Graduate Merck Transformational Leadership

P rogram

MEMBER: Greater Philadelphia Senior Executive Group (GPSEG)

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