Information Technology Executive

Highly qualified leader with track record of success delivering profit driven technology solutions and inspiring others to achieve excellence

Career Summary

Senior technology management executive with 25 years of experience leading technology based initiatives providing business and economic results. Proven leader demonstrated by the ability to implement innovative technology and execute seamless ongoing support solutions. Hands on collaborative top performer who fosters strong cross functional relationships ensuring IT alignment to business strategy.

Key Areas of Expertise

IT Strategy and Execution Supply Chain Integration HR/Payroll Integration

Program Management Process Improvement ERP Implementation

Fiscal Mgt & Profit Maximization Enterprise IT Systems Portal Strategy & Delivery

Mergers and Acquisitions New Solution Launch Team Building & Leadership

Professional Experience

Chief Information Officer, Carlex Glass America – Nashville, TN 2011-Current

Reporting to the CEO, responsible for the delivery of applications and infrastructure management services with 4 direct staff, 25 total employees and expense budget of $3m.

Restructured ERP (QAD) based financial statements to provide visibility to variances associated with direct materials, labor and fixed/variable overhead costs. Provided alignment for standard cost elements to associated expenses resulting in more accurate budgeting.

Collaborated on selection committee for a financial consolidation tool (OneStream) to provide more flexibility in financial and management reporting. Tool integration to source system (QAD) delivered more controlled and timely financial closing.

Developed the business case for and directed the implementation of a Product Lifecycle solution which included Benchmarking, Opportunity Management, Sales Forecasting, Costing and Quoting. The $400k investment resulted in initial annual savings of nearly $300K resulting from improved sales force productivity, efficiency and reduced time to quote along with visibility on market trends and innovation to drive new product development.

Led the IT due diligence activity associated with the acquisitions of Guardian Automotive business, nearly tripling the size of Carlex Glass, from $250m to nearly $700m. This included facilities in Michigan, Indiana and Luxembourg.

Consolidated and re-organized the Information Technology team including implementing a process plan with a transition services agreement that included custom applications as well as Infrastructure and Office application support solutions creating efficiency across the enterprise.

Managed the QAD implementation of four legacy Carlex locations from a manual process to a controlled, customer driven solution providing real time inventory control, production scheduling and real time revenue and expense recognition. Eliminated the reliance on spreadsheets and outdated data which were driving business decisions and jeopardizing customer delivery. The implementation included infrastructure improvements, RF automation of inventory transactions, and integration with legacy shop floor reporting solution, EDI consolidation and data migration.

Created a process for scanning and managing inventory across a 1.8 million square foot facility with approximately $16 million of inventory and implemented it through oversight of a team of cross functional experts. Reduced the process execution time which took two days to complete with a variance of $2.5 million down to six hours and variance of under $50k. Improved variances provided the opportunity to eliminate required month physical inventories to quarterly. In addition, accurate data input facilitated better production scheduling and visibility to inventory availability.

Transitioned IT systems and processes to a standalone Carlex IT environment resulting from the acquisition of the Zeledyne manufacturing facility and distribution warehouse. The transition included the following accomplishments:

Implemented J-SOX Information Technology General Control along with policies and procedures implemented and audited by Central Glass Internal as well as external Japanese external auditors. This include controls for Access, Operation, Outsourcing and application development;

Developed IT Budget and Roadmap for both transition cost and five year business plan. This included plans for leveraging the centralized IT environment across other Central Glass North American subsidiaries;

Defined Financial Reporting package in support of short term needs as Carlex processes and policies were being developed;

Co-Managed Transition Team and worked with Consultant groups and Central Glass Japanese team to migrate business systems and processes for Day one readiness. This included infrastructure build, contract management and data migration;

Developed IT Budget and Roadmap for both transition cost and five year business plan. This included plans for leveraging the centralized IT environment across other Central Glass North American subsidiaries;

Defined Financial Reporting package in support of short term needs as Carlex processes and policies were being developed.

Chief Information Officer, Zeledyne, LLC. – Allen Park, MI 2008-2011

Reporting to the CEO, responsible for building an information technology organization from the ground up. With an IT investment of over $8 million, transitioned services and support from the seller’s legacy environment to a Zeledyne owned and managed IT organization of 8 employees and 4 Business Partners.

Constructed a Lean IT organization by hiring nine permanent staff members and temporary resources to augment the permanent staff during various stages of project implementations.

Deployed the Zeledyne Data Center at Secure-24. Selected to configure installs, manage and support enterprise hardware requirements. This included Windows based solutions - MS Exchange, Citrix, Juniper remote connectivity, MS SQL – as well as Linux based solutions, QAD MFG/PRO and Progress.

Launched MS Enterprise Outlook across all locations during company start-up.

Developed wide area network to support short term requirements and legacy application access as well as long term needs to support Zeledyne enterprise systems WAN and LAN construction.

Selected Vendors and Business partners required to support organization, infrastructure and application suite. This included both technical and business process expertise to enhance permanent staff.

Led the Implementation of QAD MFG/PRO to become the enterprise resource planning solution for all support business processes, including procure to pay, order to cash, materials planning, production scheduling, warehouse management and financial reporting. This also included the software acquisition, hardware configuration, performance tuning and load balancing. Total implementation was complete in a little over 12 months at three manufacturing facilities as well as a distribution warehouse and corporate shared service group.

Integrated Freedom Technologies Shop Floor reporting solution with QAD MFG/PRO to facilitate ease of receiving, production reporting and shipping. This included a robust wireless LAN and numerous hardware requirements.

Installed and implemented the Campfire Product Lifecycle Management Solution to track and manage new program launches, changes, and long term business forecasting and planning.

Launched Zeledyne Help Desk to support end user requirements and address issues in a timely manner. This included escalation procedures, individual ticket assignment capability, and report tracking to measure effectiveness of IT and system processes.

Developed Zeledyne computer image to support hardware refresh for end user computing needs.

Provided oversight of multi-million dollar investment in ADP’s complete outsource solution.

Delivered general facilities improvements including state of the art telephony and building security along with improvements in internal network infrastructure, network hardware, wiring and controls.

Consolidated aged engineering systems and licensing with third party support structure to enhance usability and strengthen supply chain exchange.

Director Application Development & Support, Metaldyne – Plymouth, MI 2003-2008

Reporting to the CIO, responsibilities included the management of application development teams supporting multiple ERP systems, legacy applications, and web-based solutions for internal use, external suppliers, and customers. Scope included 4 direct staff, 30 total employees and $6M expense budget globally. Re-engineered development teams and key applications to strengthen quality of service, delivery, and staff capabilities while improving reliability and reducing cost.

Reduced Value Added Network (VAN) cost 50% resulting from consolidation and migration of all data messaging needs to external provider.

Improved inter-company communication and application enablement through the implementation of an employee portal using Microsoft SharePoint.

Developed key metrics to evaluate performance, workload, and prioritization with the development of a change management system using Microsoft SharePoint Team Services for submission, approval, assignment, and implementation.

Provided supply base a single point of entry for company communication and application access through the use of industry leading best-of-breed provider for portal services.

Led Sarbanes Oxley (SOX) Application Remediation team in the development and implementation of controls to support the companies Sarbanes-Oxley compliance objectives.

Directed the QAD project team to re-engineer standard business process and controls across five disparate environments.

Information Technology Manager, Metaldyne – Plymouth, MI 2001-2003

Reporting to the CIO responsibilities included day to day support of legacy systems as well as IT Project work related to divestiture and acquisition activity of three distinct companies - MascoTech, GMTI and Simpson Industries. Project teams and scope ranged from 2 direct reports to 10 and budgets between $250k to $2m. This included integrating two major acquisitions into the Metaldyne business.

Managed the integration of six plants onto an outsourced payroll solution.

Developed specifications and managed integration of an outsourced health and savings plan with HRIS solution.

Performed due diligence for joint venture and acquisition of a $525M plant that included both application integration and infrastructure review.

Integrated acquired $40M manufacturing facility IT systems on-time and under budget including email networking, Microsoft Exchange, ADP payroll, and JD Edwards ERP.

HRIS Manager, MascoTech – Taylor, MI 1997-2000

Managed implementation of Horizon - ADP’s PeopleSoft HRIS modules integrated with ADP’s outsourced payroll model. Implementation covered 30 diverse companies consisting of approximately 9,000 employees and an expense budget of $2m. Re-engineered and implemented process changes to support integration of Payroll, Human Resources, Retirement Benefits, and Health Benefits. Supervised parallel testing and coordinated payroll migration including support of Wage Garnishment, Tax Filing, and Report Distribution.

Re-engineered and implemented common business processes across a wide range of companies in a decentralized environment resulting in streamlined business processes and eliminated redundant data and workload.

Implemented help desk support system to provide end users timely and more accurate problem resolution.

Developed and tested third party interfaces for health and savings benefit administration and reporting.

IT Manager Tubular Products Division, MascoTech, Canton, MI 1997-1998

Managed a division IT department that included 4 manufacturing facilities, 5 direct employees and a $500k expense budget. Hardware support included HP/Unix, AS/400 and Novell Servers. Application support included QAD, cc: Mail and in house AS/400 applications. Responsibilities included providing QAD training, consolidation of hardware and software applications, and organization of maintenance contracts for on-going support.

Business Analyst, United Technologies Automotive, Dearborn, MI 1996-1997

Developed new business processes for Input Controls division. Aligned processes using QAD MFG/PRO to meet the needs of a de-centralized business model and integrate with consolidated financials.

Manager, Lead Programmer Analyst, Senior Programmer Analyst

Difco Laboratories, Detroit, MI 1988-1996

Managed a staff of five programmer/analysts required to implement, enhance, and support SSA's BPCS software product for corporate manufacturing, distribution, and financial systems. This also included the procurement of hardware and software. Developed and implemented an automated system monitoring application to eliminate the need for an overnight computer operator.

Participated in definition, implementation, and testing of BPCS modifications. Responsible for installing new software releases and writing conversion programs from IBM mainframe to AS/400.

Maintained legacy IBM mainframe applications developed in COBOL. Participated in AS/400 and BPCS training at both a technical (OS/400, RPG) and business level (Materials Management, Order Distribution General Ledger Integration).

Education

Bachelors of Business Administration in Financial Management

Eastern Michigan University, Ypsilanti, MI

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