Air Force Management

MICHAEL E. VANDE WOUDE (TS-SCI)

*** ******* *****, *************** ** 22911

Cell 908-***-**** l **********@**************.***

EXECUTIVE-LEVEL MANAGEMENT SUMMARY

Technology solutions leader + strategic thinker

High energy, analytical, and service-oriented professional with a history of providing mindful leadership to improve technical capabilities and increase operational performance for global organizations such as Merrill Lynch, Salomon Smith Barney, Citigroup and Federal agencies such as Dept. of Justice, General Services Agency, Department of Homeland Security, National Security Agency and others. Proven expertise strategizing, designing, building, implementing, transforming, and optimizing technology solutions to move business forward.

Rare ability to infuse kindness and compassion into daily operations and engineering—delivering advanced business systems with strong IT/Core governance while engaging and empowering the people who dedicate themselves to learning, collaborating, and overcoming business and technical challenges and risk management every day

Core strengths and attributes

Soft Skills: Leadership Skills • People Development & Coaching • Written & verbal communication • Interpersonal

Skills • Collaboration Skills • Problem Solving • Analytical Thinking • Detail Oriented • Adaptability • P&L/Budget

Management • Activity Based Costing Analysis • Cost-Savings/Avoidance Opportunities • RACI • MSFT Project Professional

Hard Skills: IT Risk & Cybersecurity Management • Supply Chain Risk Management • Business Risk Assessment •

Suppler Relationship Management • IT Infrastructure Management • Continuous Improvement • Program/Project

Management • Software & Hardware Asset Management • Organizational Transformation Development and

Implementation • Business Systems Strategy• Change Management • Spend Analytics & Procurement Systems

Strategy • Contract Negotiations • Process Engineering • Cloud Migration Planning • Contingency Recovery

Planning • Global Shared Services Solutions • RACI • Strategic Planning

PROFESSIONAL EXPERIENCE

MVW Consultants, LLC (TS-SCI)

President and Founder, www.MVWConsultants.com

June 2020 – Current

Analyze IT transformation goals by evaluating the organization's fundamental purpose, within the context of its core values, in ways that effectively and optimally meet and reconcile the current and future digital needs of the businesses supported.

Assist organizations with the development of IT supply chain risk management (SCRM) platform and cybersecurity governance procedures and be compliant with NIST recommendations and guidelines.

Realign organizations using IT transformation practices to accommodate AI, BOT, cloud services, Shadow IT and other digital programs including mobility, end-point technologies, and the 5G impact.

Develop plans for IT Asset Management to systemically control, operate, maintain, upgrade, and dispose of hardware and software assets accurately and cost-effectively.

Facilitate cloud migration by analyzing infrastructure impact, and conducting activity based costing to provide a CBA.

Help organizations establish and develop Enterprise Procurement Governance by the automation of workflow processes and building better metrics by implementing spend analytics and contract management.

Develop sound contingency and recovery planning.

Business and IT risk management to mitigate threats, vulnerabilities and counterfeiting by creating tested contingency recovery plans.

General Services Administration – (GS-0343-15) (TS-SCI)

(Mar 2017 – June 2020)

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Senior Adviser, Program Manager of IT Supply Chain Risk Management (SCRM), Supplier Relationship Management (SRM)

Designed, built for framework, and implemented IT Supplier Relationship Management program and Supply Chain Risk Management program between IT Category management teams, Industrial Operations Analysts (IOA’s), Federal Agencies, Components/Bureaus and their Strategic Suppliers.

Structured supplier relationships to ensure that IT Category managers implement processes and procedures when meeting with key suppliers (OEM’s, Resellers, and Integrators).

Initiated recurrent meetings with key suppliers to discuss product/service innovation, change management, problem management, financial issues, 360 reviews and procurement acquisition concerns.

Studied opportunities to reduce costs/avoid costs by developing enterprise discussions for common products, streamlining processes, eliminate duplicity, or retiring archaic processes through automation.

Reviewed processes and relationships with OEM’s and their 3rd party suppliers for SCRM procedures in support of NIST 800-161, 800-171, 800-35 guidelines, Cloud migrations, FedRAMP certifications.

Mentored IOA’s on SCRM governance, activities and processes in support of 2nd Generation IT BPA.

Developed plans and processes that reduced/eliminated risk in fraudulent and counterfeit products and services.

Represented GSA on the Department of Homeland Security (DHS) Information, Communication and Technology (ICT) Committees. Met with C-Level IT Executives and provided IT insight and process engineering recommendations to support Shared Services, Threat Management, Qualified Bidders/Manufactures, Attestation, Federal Mobility Group (FMG), and Unmanned Aircraft Systems (UAS) Committees.

Department of Justice - (GS-2210-15) (TS-SCI) May 2014 – Mar 2017

Asst. Dir., Program Manager of IT Enterprise Architecture, Enterprise Contracts, IT Vendor Management, SCRM, and IT Category Management

Appointed IT Category Manager representing DOJ and its Components to OMB/GSA Committees. Met with C-Level GSA Management on the Acquisition Gateway and the Professional Services Hallway committees.

Managed Enterprise Architecture staff on Investment Strategy and reporting to Senior OMB personnel.

Implemented the IT Vendor Management Office program and Service Broker Acquisition Strategy for the Department heads and DOJ’s CIO leadership heads at the Components.

Initiated the Enterprise Agreement and Community of Interest program with Component leadership and key supplier heads to enhance IT contracts delivering the same products and services. These changes enabled DOJ to lower costs, eliminate redundancy and simplify processes across DOJ.

Identified issues and made recommendations to senior management regarding:

oExpanded service desk processes to provide SLA performance management metrics of key suppliers.

oImplemented a contract management system to better manage contract lifecycle, product managers and contractual information for businesses and components.

oAutomating workflow to simplify processes, develop audit trails, reduce processing times and to align IT organizations, businesses and components to adopt common practices

oCreated and developed a timeline for data center staff to consolidate 56 data centers down to 3 within four years.

oImplementing ITIL/ITSM practices and Service Broker services across DOJ and its components.

SME Workforce and MVW Consulting, LLC - Feb 2008 – May 2014

President & Founder

Founded a senior-level IT management consulting company and a professional services company to support technology operations, systems, telecommunications, risk management, and governance processes.

Advised CIOs on process re-engineering, risk assessment, asset management, program management, application development/integration, vendor management and business relationship management.

• MICHAEL E. VANDE WOUDE • Page Three •

Reduced Software Asset Management costs by $20 million annually at UBS.

Restructured financial management system reward program for Pfizer and Wyeth merger.

Revised NY Life’s Enterprise contract system and position descriptions for procurement staff supporting AARP.

Revised and restructured AMBAC’s contract management system during the subprime mortgage crisis of 2008.

Redesigned the 1-800-Flowers Oracle software contract and reduced annual cost from $1 million to $400k.

CITIGROUP, New York, New York - (Sep 2004 - Feb 2008)

EVP, CIO, Global Head Procurement Systems

Spearheaded Citigroup's IT risk assessment of licensed software management and software acquisition practices.

Led team of 4 internal program directors (General Council, Finance, IT & Procurement) and a team of

Established matrix management of 50+ managers supporting more than 25 thousand users globally for all facets of planning/executing procurement activities for technology services.

Designed, developed, directed and implemented global procurement and spend analytics applications across 109 Citigroup global locations in less than 12 months. This program was previously managed and 18 months behind schedule.

Developed processes to measure processing performance, inventory management, data center mining/storage, licensed software management, contracts management, approved supplier processes, spend analytics, and supplier asset management practices and processes.

Operational Enhancements:

Automated workflow processes for the installation and maintenance of data center operations housing 57K distributed servers through comprehensive analysis. Reduced installation times from 2 months to 2 weeks for most servers. Reduced Sun Microsystem servers with 200 domains from 90 days to 30 days to engineer and install.

Recommended elimination of 9 systems as well as forms, databases, and unnecessary approvals for technical requests and reduced technical installation cycle time from 6 months to 30–58 days.

Decreased $1.2B total spend by $200M and eliminated a projected $700M reserve on the 10-K reporting by correcting license re-harvesting, improving inventory management, and automating end-to-end processes.

Spearheaded successful negotiation and transfer of Market Data services from SunGard to Reuters and

delivered more than $11M in total cost savings annually.

Expanded U.S. IT procurement systems to a global application and improved spend under management from $6B to $18B.

Consolidating applications by reducing 100 local software suppliers to 10 global software suppliers across 109 countries.

Project Highlights:

Revised a front-end Technology Acquisition System to enhance archaic processes of 370K desktops by eliminating redundancies, maximizing technical engineering, deploying essential equipment, and decreasing delivery time from 30 days to overnight.

Senior Vice President, Salomon Smith Barney (Feb 1996 – Sep 2004)

CIO Branch Systems & Regional Capital Markets Trading (Globally)

CIO of retail branch technology and telecommunications systems in the organization's 500+ branch offices supporting 25,000 retail brokers and back office staff.

Managed 40+ Institutional Trading IT Infrastructure locations globally supporting Citi-Capital, Citi-Mortgage, Equity/Options/Commodity trading, Investment Banking and Private Bank businesses.

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Managed a $168M technology annual project budget for the Salomon Smith Barney infrastructure.

Spearheaded operations within 20 Capital Market branches in the US and Canada. Businesses included equity/fixed income trading desks, banking locations with 3K+ desktops, 1 thousand plus trading turrets, 15 PABXs, and supporting networks.

Managed Global Video Conferencing operations in 220 video conferencing rooms across 109 countries.

Operational Enhancements:

Captured corporate savings totaling over $50M through successful negotiation of $500M worth of contracts with major vendors such as AT&T, MCI Worldcom, Compaq, Cisco, and Avaya.

Enhanced capital forecasting as well as expense, order processing, and inventory management through system development/implementation.

Selected to serve on the Desktop Review Committee challenged with evaluating desktop outsourcing agreements following the merger with Salomon Smith Barney and Citibank. Result: Saved over $150M by canceling a superfluous contract.

Instrumental in capturing cost-effective and quality support of 330K desktops in 118 countries. Generated RFP guaranteeing vendor over $160M worth of business annually for 2 years.

Captured $150M savings (3 years) by terminating an outsourced contract with Compaq as well as over $5M

annually through skilled negotiation of a buyout contract.

Headed negotiations and sale of ADP's Market Data Ticker Plant, which was later sold to Reuters.

Saved over $2M monthly in market data expenditures through automation of entitlement review processes, enabling comparisons to monthly revenues and broker business.

Slashed video and audio-conferencing costs by 3 million of dollars annually by negotiating new contracts with global suppliers and establishing conference scheduling/confirmation procedures in excess of 200 rooms.

Modified 2nd and 3rd Level Help Desk support team to also manage software distribution updates/changes and during evening hours. Reduced staff support from 20 heads by 50%.

Project Highlights:

Pioneered 2 of the largest distributed system conversion projects in Wall Street.

Designed, developed and implemented broadcast video conferencing system to 460 locations.

Planned and consolidated 27 communication support regions into 1 global communications support.

Retrained 80 team members into other technology positions and saved 10 million dollars in operating and capital costs globally.

Directed a $250M NextGen distributed system and telecommunications platform upgrade for Salomon Smith Barney's retail branches and institutional trading systems at 460 locations.

Led system design, supplier support planning, applications quality assurance testing, help desk consolidation without impacting network and desktop production. This project was completed within 18 months over weekends and resulted in over $5 million dollar saving annually.

MERRILL LYNCH PIERCE FENNER & SMITH, New York, New York (May 1982- Feb 1996)

VP, CIO Branch IT Infrastructure and Regional Capital Markets Trading (Globally)

Managed and coordinated technology support for 500 retail branch infrastructures and 40 Trading floors globally. Supported than 25,000 Retail brokers, back office staff, and 2000 traders globally.

Supervised the management of 125 global market data contracts totaling $270M in annual cost.

Organized and built 14 regional data centers supporting banking services throughout the US.

Managed more than 60 projects annually at an average cost of 150 million annually.

Developed, designed and Implemented the largest distributed technology conversion on Wall Street. Converted all existing Quotron technologies to IBM distributed architecture, installed new cable infrastructure to every desk location,

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installed four new servers at every location and installed 17,000 new PC desktops. This project also requires new telecommunications and satellite services. The entire project was completed in 18 months at a cost of 950M.

Directed the installation and relocation of the organization's international systems and telecommunications in 40 countries globally. Annual budget in excess of 200 million annually.

DATAPOINT CORP, Arlington VA (Sep 1981 – May 1982)

Senior Systems Engineer, Pentagon, Washington DC

Provided Systems Engineering support, Offices of Secretary of Defense and Secretary of the Navy on Datapoint technology, architecture and application development using Databus software. This was a beta infrastructure POC for Datapoint.

UNITED STATES AIR FORCE – TS-SCI

PERSONNEL SYSTEMS MANAGER (PSM) (6 Meritorious Service Medals)

PENTAGON, WASHINGTON DC

Career, Information Technologist started as a programmer and grew into Information Systems Management.

Served five years at 8th and 15th Air Force Headquarters on the Air Force IG team inspecting data automation facilities throughout Strategic Air Command.

Served 9 years at Headquarters USAF in the Office of the Vice Chief of Staff Personnel. Assisted in the software development of General Officer selection processes before Congress.

Supported USAF Personnel Systems Management Operations throughout my tenure at Headquarters USAF.

Other assignments included tours in Europe and South East Asia during the Vietnam conflict.

EDUCATION:

Bachelor of Professional Studies in Information Systems and Business Administration

Empire State College (SUNY), New York, New York

AFFILIATIONS:

Board member & member, Technology Management Committee (TMC) and Member of the Ways & Means Committee, New Netherland Institute (NNI) http://www.newnetherlandinstitute.org

Deacon & CFO Blawenburg Reformed Church

Former Chair, Market Data Sub Committee, Securities Industry of America (SIA). Negotiated Industry contracts with NYSE, Nasdaq, ADP, Thomson, Reuters, Bloomberg, Telerate, and ILX.

Former Member: TMC SIA, TMC Hughes Network Systems Executive Advisory Council, ADP Advisory Council and ADP Service Committee for the Securities Industry Clients

PERSONAL ACTIVITIES/INTERESTS: Private Pilot, Avid Golfer, Married with four children

REFERENCES: Angela Smith (Sr. Advisor, for Cyber Security, Risk & Resilience OMA), Larry Hale (Dir. IT Subcategory, GSA ITC), John Radziszewski (Dir. IT Category Management, GSA ITC)

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