CRAIG J. MILLER
CHIEF INFORMATION OFFICER
Business Alignment / Emerging Technologies / Transformation / Global / M&A Integrations / Startups Turnarounds / ROI / Revenue Growth / Cost Reduction / Change Management / Service Delivery
IT Business Executive with more than 28 years of experience across multiple industries. Proven track record in leading rapid IT innovation, optimization and change for top firms. Combining strong business acumen, client management and extensive technical skills, I have been able to deliver strong top-line growth and bottom-line profitability.
Developing and implementing effective “game-changing” strategies
Driving innovation to create competitive advantage
Maximizing IT investment with strong alignment to business objectives and performance
Planning and executing rapid transformations and optimizations
Delivering accelerated results with strong risk management and minimal business disruption
Improving cost productivity, time-to-market, quality and service level management
Building high performance organizations
A creative problem-solver, I have been described as a results-oriented leader who creates a positive environment through strong partnerships, fostering teamwork, developing talent and empowering associates. Extensive experience building and managing all IT functions, including:
Strategy • Architecture • Project Management • Application Development • Data Management • Infrastructure
IT Operations • Sales • Marketing • Retail Operations • Supply Chain • Distribution • Warehousing • Finance/HR
E-Commerce • Mobile Computing • Business Intelligence • ERP • Outsourcing • Vendor Management
CAREER HISTORY & SELECTED ACCOMPLISHMENTS
EVP, Chief Information Officer, Movie Gallery/Hollywood Video, 2008-2009. $2B retailer with 3800 locations. Recruited by the CEO & Board of Directors to upgrade IT as part of an aggressive turnaround strategy. Significant contribution in business development, IT transformation, talent development and cost reduction.
Planned aggressive, 18-month IT transformation. Chapter 11 reorganization at Movie Gallery demanded bold strategies. Served as executive member of Board of Directors. Assessed and planned implementation of new retail technology portfolio for all business functions including, POS, merchandising, inventory, labor management, e-Commerce, and supply chain at 3800 stores in 90 days.
Integrated Movie Gallery and Hollywood Video IT operations. Three years after merger, both IT units were operating independently. Planned and implemented full IT integration, instituting common management controls, vendor contracts, infrastructure, and labor across business functions. Consolidated data center operations and selected outsourcing partner, reducing operating costs by $7M.
Reduced cost and implemented IT efficiencies. Movie Gallery was operating with new stringent quarterly targets. Developed aggressive plans for productivity and cost reduction initiatives. Consolidated IT operations (US and Canada), established strong business engagement, created PMO, upgraded talent and re-negotiated contracts. Improved cost productivity 43% and reduced headcount 41%.
SVP, Shared Information Services, Bank of America. 2005-2008. Developed an enterprise information strategy to leverage data assets for competitive advantage. Implemented a new operating model for client engagement, service delivery, development, cost management, governance, asset allocation, change management and production management. Led M&A implementation for LaSalle, MBNA, and Fleet.
Enhanced business performance with new data analytics. Bank of America (BofA) has one of the largest data environments in existence. Developed business information portfolio, improved service delivery, and optimized data infrastructure to enable several billion dollars in balance sheet benefits.
Improved data warehouse cost productivity. BofA was looking to improve value and reliability. Created shared services, upgraded talent and infrastructure, re-negotiated contracts, outsourced support and enhanced production controls. Improved service levels by 76% and increased cost productivity 28%.
Leveraged BofA data assets for competitive advantage. Bank wanted better utilization of vast of data assets to help drive growth. Developed an information portfolio and established IT governance across functions; Consumer Marketing, Risk Management, Asset Management, Corporate Investments and Retail. New analytics led to market share gains and better overall business performance.
Achieved $45M in capital cost avoidance. BofA was needed better capacity planning. Led Six Sigma initiative through execution, including demand forecasting, reclamation & remediation, workload governance, data reengineering and asset acquisition. Reclaimed initial 80 TBs and improved service level management 76% within 90 days
Director, Technology Services, Europe IT, Pepsi Bottling Group, 2001-2005. Led global IT strategy. Managed staff of 180 with $75M capital/operating budget. Reduced costs $28M annually and cut time-to-market for IT solutions by 53% for all business functions including, sales, distribution, warehousing, inventory, finance, HR.
Led global market business analysis and IT economic assessments. PBG was looking for global market share. Led business analysis and economic assessment in U.S, Mexico, Canada and Europe, developing IT plans to support go-to-market strategies and enhanced solutions for supply chain logistics. Gained approval for three regional solutions, with Europe migrating to common SAP ERP system.
Directed three-year migration to shared services at Pepsi. Pepsi Bottling Group (PBG) needed to reduce IT costs. Created three shared services to support 350 facilities and 11,000 distribution routes: mobile application development, data management and operations support. Improved service levels 32% and cost productivity $28M. Deployed new mobile solution for 11,000 routes in six months.
Formed an Application Center of Excellence. Developed technology strategies standards, Best Practices for the engineering and development of all enterprise solutions including sales, distribution, warehouse and inventory management, finance, and HR. Enhanced e-commerce solutions for customers and suppliers. Managed application integration, technology lifecycle, vendor relationships, emerging technology and right-sourcing strategies. Significantly reduced time-to-market and overall application development economics.
Sr. Group Manager, Shared Services, Bottler Strategy, Acquisitions, PepsiCo, 1997-2001. As Sr Group Manager, led development and execution of strategy to integrate the worldwide Pepsi bottling network to provide a common, global IT service portfolio.
Improved cost controls, reliability and time-to-market. PepsiCo was seeking service improvements across all business units. Turned-around data center operations, outsourced support, established architecture governance and instituted a PMO. Improved cost productivity 15%, increased reliability and reduced time-to-market 18%.
Turned around PepsiCo ERP sales implementation. Implementation of new call center ERP sales application was five months behind schedule and 70% over budget. Developed and manage rapid turnaround plan, including Seibel development boot camp. Accelerated execution of development plan by three months, reducing project costs $2.8M.
Consolidated seven IT functions into single shared services unit. PepsiCo needed to improve economics across all divisions. Joined PepsiCo leadership team to create a new enterprise operating model, shared technology blueprint/roadmap and organizational realignment plan. Result was a streamlined, service-oriented organization with declining three-year cost basis of 15% year-over-year.
Vice President, Applied Visions, 1987-1997. Started software and systems development firm serving the IT and commercial software markets. Specialized in the implementation of emerging technologies and distributed computing. Enabled companies to leverage new technologies to support innovative business models.
Increased revenue ten fold. Rapidly built Fortune-500 IT client portfolio by accelerating and turning around under-performing projects, and helping clients transition to emerging computing solutions.
Contributed to top-line revenue growth ($20-65M). Developed retail software for emerging markets.
Earlier: Chyron/Eaton/Fife, 1981-1989. Began career as a Software Engineer, Architect and Project Manager.
Education: MS in Systems Engineering from the Polytechnic Institute of NYU and a BE in Computer Engineering from SUNY Stony Brook. Six Sigma Green Belt certified.