CIO

Scott L. Carcillo

* ****** ***** *****, *********, NJ 07020

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

Mobile 646-***-****

Business Transformation/Information Technology Executive

CIO/CTO, COO, Product Leadership

A focused leader who manages top line (Growth), bottom line (Productivity) and customer experience (Loyalty) in B2B and B2C companies while providing employees with opportunities. Have leveraged leadership expertise, Six Sigma, NPS (net promoter score), and a modified version of Topgrading to help drive those efforts. Skills have proven successful across 8 industries in both large, global companies and smaller companies.

Professional Experience

MCube Investment Technologies (Plano, TX)

2010 to Present - CEO, Technology Products and Services

Have responsibility for the P&L within this vertical. The group represents 75% of the resources and profitability of the firm. The group develops products that we sell/market as well as products for clients. The primary focus is in Financial Services.

Ambrose Employer Group, LLC COO/CIO 2008-2010 (New York, NY)

Ambrose provides payroll, benefits, and HR administration services for clients. Responsibilities included: Client Service, Benefits Advocacy, 401k plan, Technology, Legal, Product Development and Process Improvement. This required that we have strong relationships with our clients and our partners.

• Improved client satisfaction (and in turn retention) by 42%

• Implemented Pay for Performance, metrics and dashboards which improved internal productivity by 15%

• Created Product Management group and delivered 6 new products in 6 months

• Delivered technology overhaul for client-facing and internal systems

• Implemented a Software as a Service (SaaS) model for 80% of the technology platform, implemented social media, SEM/SEO and blogging with clients

Wynn Resorts, Las Vegas CIO 2006-2008 (Las Vegas, NV)

The Wynn is the most luxurious property in Las Vegas and Macau. While the guest experience was one of discovery, luxury and fantasy; the expectation for running the business was near flawless execution with total attention to detail. Revenues were approximately $4.5B in 2008.

• Led the IT innovations for the following industries for Wynn Resorts: Hospitality, Retail, F&B, Gaming, Entertainment, Conventions, Construction and Leisure

• Built the revenue management expertise for the company by recruiting RM people into IT, building a discipline and associated systems and then transitioned it into its own business unit

• Tracked guest activities through a highly-integrated, real-time architecture

• Led Business Process, IT Architecture and IT Design efforts for Wynn Encore

• Virtualized entire architecture as part of Wynn Encore efforts

• Allocated 20% of staff to open Macau (SAR, China) and made personal visits to assess readiness (pre/post opening) and concurrently reduced downtime at Wynn (LV) from 300+ hours/month to expected performance

• Implemented Six Sigma and a modified Topgrading approach

• Reduced staff turnover from 240% annually to 4%

• 24x7 global environment with 100+ resources and a $50+ MM budget

Sun Chemical Corporation CIO 2003-2006 Parsippany, NJ

Sun Chemical is a $3.5B ink and pigments business and the role was to create a capability and infrastructure from the ground up that streamlined the company and made acquisitions easier to integrate. Based on the acquisitive nature of the business, they had never attempted to achieve synergies and had created a significant SG&A structure.

• Created a Global Blueprint by bringing together 130 people from around the world to participate at varying levels in the SAP program

• Dealt with Country Managers throughout Europe, Africa, South America and North America as well as global product leaders and BU leaders throughout the US

• Decreased SG&A costs by 6% and improved inventory turns by 2 (ensuring our value chain was optimized) through deployment of Shared Services and SAP

• Managed a $120MM budget and converted it from 83% support costs to 50% support costs so the rest could be re-invested in innovation

• Deployed Six Sigma and a modified Topgrading approach (globally)

• $120MM, 200+ resources, 200+ locations around the globe

Digex Incorporated CIO/Six Sigma Leader 2001-2003 Beltsville, MD

Digex sold, built, installed, operated and maintained computer systems for 700 customers globally. Digex had $200MM in revenues until it was acquired by Verizon (via MCI/Worldcom). Coming into the position there were a series of issues: poorly running systems, a support mindset, minimal innovation, and a lack of direction.

• Increased on-time delivery from 48% to 98% through highly integrated architecture and SLAs

• Delivered Net-Native Architecture that could scale horizontally or vertically

• Created visibility into SLAs and other metrics providing a 20% increase across the board for customer satisfaction, operational excellence, product innovation and employee satisfaction

• Implemented Six Sigma, Topgrading and decreased IT costs by 40%

• Recipient of CIO 100 award and 11th best integrated architecture worldwide by InfoWorld

General Electric CIO, Energy Services 1998-2001 Atlanta, GA

This was the largest Service business within GE with $6B in revenues. The IT budget was over $200 million and there was a staff of over 400 IT professionals. The organization directed, developed and executed IT/e-business requirements including new application development and integration for more than 120 major business applications and associated support teams.

• Delivered $300MM+ in benefits from technology deployments and Six Sigma

• Converted $2B of a $6B portfolio of Sales to the web in 18 months

• Delivered CRM and consolidated ERP (Oracle) on a global scale

• Led all IT due diligences for acquisitions and led post-acquisition integrations

• Delivered $12MM in Six Sigma savings (Managed 3 MBBs, 8 BBs, 400 GBs)

• Advised Product Managers on how best to deliver our product offering (system/software)

Accenture Experienced Manager 1996-1998 Washington, DC

Worked with IT Directors/CIOs to help them understand how best to leverage the talent in their departments, prioritize projects in their portfolio, and how to recognize where they had deficiencies and how to strategically fill them with outsourcing or redeployment of resources. These efforts saved the businesses over $80 MM, and enabled them to focus internal resources on core competencies, outsourcing the remaining work.

Booz Allen & Hamilton, Inc Associate 1992-1996 Lexington Park, MD

Lead client process improvements and system implementations for numerous Government organizations. Streamlined and implemented information systems providing business process improvement solutions for finance, personnel, human resources, and messaging services. Built a $2.5MM business in a 15 month period. Was name-requested by client to lead Colin Powell initiative to eliminate friendly-fire losses after Desert Storm and successfully reduced it from 38% to ~1%.

Allied Signal Sr Programmer 1990-1992 Lexington Park, MD

We delivered applications that analyzed submarine message traffic. We revamped the Navy’s air traffic control program to modernize their environment. We collaborated on simulation software for landing on carriers and land.

EDUCATION

Johns Hopkins University, 1998, Masters, International Business

Catholic University of America, 1990, BS, Computer Science

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