Chief Information Officer

WILLIAM E. HOWELL

** ******* ******* **** **** H: 978-***-****

Andover, MA 01810 O: 978-***-****

*******.******@******.****.*** M: 610-***-****

CHIEF INFORMATION OFFICER

Summary

Improve enterprise performance and stakeholder value, by leading global business and information technology strategy creation, implementation, and transformation initiatives. Optimize organizational structure and performance, reverse underperforming business units, implement reduced-cost solutions, globalize operations and negotiate with vendors. Create culture of customer service and product excellence, by detailed planning, commitment to quality and mentoring resources to meet customer expectations. Manage budgets to $525 million and teams of up to 1,200. Business/program expertise includes plant management, operations, offshore initiatives, acquisitions and integrations, manufacturing, product compliance, quality, safety and human resources. Create enterprise architecture, consolidate technologies, establish rapid technology investment returns, implement regulated and non-regulated IT systems including ERP and informatics programs, in manufacturing, corporate, R&D and commercial environments; in mid-tier and Fortune 500 businesses. Enterprise experience includes medical devices, pharmaceuticals, academia, manufacturing and technology.

Specialized Skills

Business Strategy Creation • Operations Transformation/Optimization/Management

Business Process Transformation/Redesign • Team Building/Hiring/Mentoring/Optimization

P&L Management • IT Architecture • Applications/Infrastructure Management

Governance Model Creation • Regulatory Compliance • IT Security • Global ERP Implementation

Offshore Solutions • Global Program/Project Management • PMO Creation

Merger/Acquisition Due Diligence/Integration

Career History

Accellent, Inc., Wilmington, MA 2004 to Present

Accellent Inc. is privately-owned (KKR); it manufactures medical devices, reports global sales of $530 million and has 3,400 employees.

Senior Vice President and Chief Information Officer (2007 to Present)

Vice President and Chief Information Officer (2004 to 2007)

Report to Chief Executive Officer; direct information technology organization to deliver business benefit; establish strategy and lead tactical implementation, aligned with business mission and goals. Direct non-IT-specific corporate initiatives, including plant creation/closings, and manage plants/operating locations.

• Created business plan to establish lower-cost Asian business operations and evangelized to board of directors. Upon completion, initiative will improve company profitability, without sacrificing product quality.

• Enabled corporation to recapitalize by collaborating with executive team to sell company to Kohlberg, Kravis and Roberts (KKR). Consulted with other KKR portfolio companies concerning facilities closure methods.

• Reversed deteriorating and hostile relationship with major customer (5% annual revenue); met with executive leaders, presented recovery plan and met/exceeded each milestone.

• Directed closing of $10 million Memphis, TN manufacturing plant. Managed daily operations, phased closure and helped place 51 of 54 displaced employees at other firms. Closure received recognition by Harvard Business Review.

• Closed Huntsville, AL $12 million manufacturing plant. Managed daily operations, directed phased transfer of operations to other facilities, improved customer relationship, product quality and monthly product revenue; and completed transition on time and budget.

• Developed first converged business/IT strategy and secured board of director approval for implementation; improved IT effectiveness and spending, while assuring funding of only those projects aligned with business objectives. Delivered IT services under budget at 1.2% revenue.

• Improved business productivity and data availability by standardizing enterprise computing infrastructure, including networks, hardware, software and telephony, which also reduced maintenance, outages and support costs.

• Inaugurated global Oracle ERP deployment; created business case, built sponsorship and won board approval. Created, implemented and automated standard global business processes at all operating units. Improved operational management effectiveness, decreased manufacturing /distribution costs and have transferred 98.5% of P&L to Oracle ERP without disruption to manufacturing or customers.

• Optimized IT organizational performance by implementing new recruiting model and upgrading skills of existing staff; which improved customer satisfaction and IT service delivery.

• Completed technology due diligence and integrated IT systems of two acquired companies.

Eli Lilly and Company, Indianapolis, IN 2002 to 2004

Eli Lilly is the world’s 10th largest pharmaceutical company; it reports $22 billion revenue and has 39,000 employees; it markets products in 143 countries.

Executive Director and Information Officer of Manufacturing and Quality Informatics

Reported to VP Global Manufacturing, VP Global Quality and VP/IT-CIO; served on senior management executive committee; developed and implemented global informatics vision and strategy for manufacturing and quality organization. Set technology direction for process/laboratory automation and IT, to manufacture regulatory compliant pharmaceuticals effectively and efficiently. Supported 14,000 users at 24 global manufacturing sites; managed $400 million budget and directed 1,000 employees and 200 contractors.

• Created IT automation strategy, in collaboration with executive management, to increase manufacturing productivity, while achieving Food and Drug Administration (FDA) compliance.

• Ensured high availability of manufacturing operations and 24/7 daily support to business operations, by establishing informatics lead role as member of Site Lead Team at 24 locations. New organization combined process/laboratory automation and IT organization with separate unit dedicated to business projects delivery. Improved recruiting quality and customer interaction.

• Inaugurated IT governance process, by establishing senior business executive council to oversee and approve project portfolio, review project progress and establish priorities. Implemented standard project management discipline, including Project Management Office (PMO).

• Improved IT initiative approval decision effectiveness, by establishing stage/gate process to ensure alignment with business requirements/value and return on investment (ROI). Business stakeholders have increased project understanding and value being added.

• Created organizational culture of “Quality in Everything We Do;” addressed FDA concerns, educated organization and leveraged proven methodologies.

• Improved IT solution consistency and drove business flexibility and value, through defining automation and IT architectural standards based on network models of bulk large/small molecule, parenteral/dry pharma and third party operations.

• Reduced risk of delayed product launches and mitigated cGMP deficiencies by establishing appropriate projects and metrics to ensure systems progress, which earned FDA recognition.

• Enabled manufacturing to meet patient demand, while driving down product cost, through implementing state-of-art IT and automation architecture for new bulk biotechnology manufacturing facility in Puerto Rico and new Pharma fill/finish operation in VA.

Bristol-Myers Squibb, Inc., Princeton, NJ 2001 to 2002

Bristol-Myers Squibb provides biopharmaceutical products globally; it traces its roots to 1858 and reports revenue of $19 billion.

Vice President, Technical Operations Information and Knowledge Management

Reported to President of Technical Operations and Senior Vice President Information and Knowledge Management; was full member of senior management executive committee of Manufacturing and Information Management (IM) divisions. Developed and implemented IM vision and strategy for BMS’ global Technical Operations organization (manufacturing, engineering and facilities). Established IM direction for manufacturing regulatory-compliant pharmaceutical products; supported engineering and facility organizations with IM solutions. Managed 150 globally dispersed staff and budget of $103+ million; supported 11,000 users at 38 global manufacturing locations.

• Created new central global IM role to support manufacturing organization, which resulted in unified strategy, common architecture, increased manufacturing flexibility and reduced costs.

• Established single global IM vision and strategy, in collaboration with senior business executives. Secured global executive sponsorship and support to execute strategy and increase financial commitment to IM from $18 million to $100+ million.

• Positioned IM as full partner to business units and full member of all senior executive teams. Co-directed several business initiatives and led two others (Batch Record Design and Maintenance System Redesign).

• Reduced business risk and ensured corporate compliance with FDA regulations by initiating Electronic Record and Signatures (21CFR Part11) project for all U.S. supply sites. Passed all audits without observation.

• Enabled increased research and development flexibility while reducing cost of laboratory operations, by collaborating with business stakeholders to create strategy for Laboratory Information Management Systems (LIMS) across Manufacturing and R&D. Evaluated competing products, collaborated on strategy, secured global approval and deployed solution.

• Implemented common Computerized Maintenance Management System (CMMS), across global manufacturing and engineering organizations, which reduced costs and spare parts inventory, while enhancing preventative maintenance analysis.

• Implemented IM systems to better manage corporate supply chain and reduce delivery time to end patients.

• Completed post-acquisition integration of DuPont Pharmaceutical IM systems, processes, technology and resources, into BMS IM environment. Eliminated redundant systems, headcount and overall spend.

GlaxoSmithKline, (GSK) Inc., RTP, NC and London, UK 1994 to 2001

GSK is third-largest global provider of pharmaceuticals; it employs 99,000 in 100 countries and reports revenue of $40 billion.

Vice President, Global IS Architecture and Planning (1999 to 2001)

Designed and transitioned GSK to common global information systems architecture; launched Emerging Technology Group to research and leverage technological opportunities to increase competitiveness, including e-Commerce, Web technology and wireless networking. Managed $525 million capex/$210 million operating budgets, directed 40 global technical and business experts and supported 90,000 users.

• Led merger integration team to create post-merger IT architecture strategy for combined Glaxo Wellcome and SmithKline Beecham. Architecture established common environment, reduced cost of ownership and improved data/business process sharing, yielding 25+% cost savings.

• Reduced technology ownership costs, improved commonality of use and assure implementation of consistent solutions, by establishing technical architecture for several major cross-business unit global IS applications, including SAP/ERP, e-business, medicine discovery knowledge base, global collaborative computing environment and high speed global networks.

• Created plan to consolidate local/regional data centers into four major centers, yielding improved service levels while reducing costs.

• Improved cGMP compliance and reduced business risk, through implementing enterprise-wide Quality Management System, to ensure application development met GLP and GMP standards.

Global IS Director, R&D Business Units, GlaxoWellcome (1997 to 1999)

Worldwide Director, Architecture and System Delivery, GlaxoWellcome (1995 to 1997)

Director, Technology Support and Communications, Glaxo (1994 to 1995)

University of North Carolina, Chapel Hill, NC 1983 to 1994

Faculty Member, Director of Computer Services (1987 to 1994)

Faculty Member, Director of Laboratories and Lecturer (1983 to 1987)

Earlier Career: Major Account Software Manager with Digital Equipment and Data Systems Manager with Mechanical Technology Inc., in Corning and Albany, NY respectively between 1977 and 1983.

Education

MBA, Duke University, Fuqua School of Business 1999

BS, Computer Science, Rensselaer Polytechnic Institute 1983

Awards, Publications, and Lectures

Numerous recognitions and professional awards from 1975 to the present including from employers as well as professional organizations. Successful plant closings were chronicled in “The Right Way to Close an Operation” which was published in the May 2009 issue of Harvard Business Review.

Delivered keynotes, lectures, professional development, and college courses on information technology, management, and personal development topics. Most recent presentations are “Ten Essential Lessons of ERP Implementations” at the 2011 New England Supply Chain Conference and “Managing Your Boss” to a meeting of the Boston and North Shore chapters of The Association for Operations Management.

In October 2009 chapter “Growing Productive Vendor Relations through Nurturing Supervision, and Feedback” was published in the text “Strategies for Optimizing Vendor Relations” (ISBN: 978-*********).

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