MARK W. ELSNER
Mobile: (408) 368 7957 http://www.linkedin.com/in/markelsner email@example.com
Introduction: Indirect spend management professional with deep experience at addressing information technology expenditures. I
possess a global perspective with experience across many different cultures. I am technologically literate, entrepreneurial and highly
effective at achieving results within increasingly complex, matrix organizations. I approach problem resolution in a creative and
innovative manner and have the adaptability and self confidence to propose and execute unique solutions.
For the past ~7 years, I have held several director level roles with public companies, ranging in annual revenue from ~$1.7B to ~$14.5
B and my spend management responsibility has ranged from ~$300 M to ~$700M. Individual category cost reduction achievements
range from ~10% to ~40%, along with numerous indirect and operational benefits. Each position was a transformational effort, to
mature sourcing activities; across procurement operations, contracting & negotiations, sourcing strategy & processes and structured
vendor management. Formally trained while working for ~5 years as an international management consultant with A.T. Kearney,
focused primarily on IT cost reduction & control, sourcing, supply chain, business strategy & operations improvement for telecom
Experience across several industries; Media & Entertainment, Clothing / Retail & Telecom. Industry roles with Yahoo!, The Gap &
The Children’s Place. Consulting Experience with BellSouth, Cingular, Nextel, Spring PCS, Lucent, KPN Telecom (Netherlands),
Telecom New Zealand, Rogers (Canada), Cesky Telecom (Czech Republic), Orange (France) and Vodafone (Germany)
Leadership / Management Style: Results oriented individual, who can quickly assess, develop and implement operational
strategy, through the execution of the most efficient and pragmatic means viable. Leadership & management style is “hands-on” and
enjoy directly supporting critical initiatives. Approach is holistic and highly communicative, taking into account the requirements of
other business functions and stakeholders at all levels and geographies within an organization.
Key Strengths & Experience:
Category Experience: Deep technology category experience across Software, Hardware, Telecom Services, Network, On/ Off-
Shore Development and Data Center Construction / Leasing. Other indirect category spend experience includes Advertising /
Print, Marketing Agencies, Digital Design & Production, Staff Augmentation, Professional Services, Facilities Construction,
Leasing & Maintenance, Store Supplies and Travel.
Strategic Planning & Execution: Strategic mindset, yet results driven, hands-on, tactical management & execution. Holistic
perspective to address a broad range of business objectives; financial, operational, organizational, systems, tools, policy, etc.
Transformational Initiatives: Each industry position was a transformational initiative to mature sourcing & procurement
practices, requiring a high degree of collaboration, communication, facilitation, training and change management
Staff Development: Assess, train and augment staff, based on business requirements, capabilities, strengths, experience and
International Experience: Lived abroad and travelled in 3+ dozen countries. Completed 15+ international / global sourcing
initiatives, predominately in the EU and in SEA.
E-Procurement: Introduction and use of e-procurement tools & platforms; Spend Analytics, Reverse Auctions, Sourcing
Platforms, E-Signature, Contract Management, E-Catalogs
Business Assessment & Analytics: Investigative, consulting skills to determine and address the root cause of business issues.
Ability to develop, and quickly execute complex, fact based analyses
Project Management of Complex Initiatives: Consistent track record to prioritize and execute against a diverse set of business
objectives within matrix organizations. Experienced at working with staff at all management levels and across many business
functions. Have managed dozens of cross functional teams and direct staff
MBA, Concentration in Operations, Cornell University, 1999
MS, Systems Management, University of Southern California, 1993
BS, Engineering & Management, Clarkson University, 1990
Additional Professional Experience:
3-years business development and account management with ALCOA in the aerospace & defense industries. Identified new
material applications & product development opportunities on commercial and defense aircraft. Annual revenue
responsibility of $18 M.
4-years as a U.S. Army officer in the Signal Corps branch (Communication Systems) stationed in Germany Led and
managed 50 technicians focused on telecommunication network design, installation, operation and maintenance. Responsible
for $43 M in packet data communication systems and $22 M for annual training and maintenance.
MARK W. ELSNER PAGE 2 OF 4
Yahoo! 2008 - Present
Director of Strategic Sourcing
Responsible for cost control and reduction of ~$600 M in annual, operating and capital expenditures for technology commodities,
related services, media content and digital production. (Hardware, Software, Telecom Services, Backbone Network, Data Center
Operations & Build-Out, and related Professional Services) Manage a professional staff of five. Provide leadership and management
for other major department initiatives.
Achieved ~17% cost reduction in 2008, ~20% in 2009, ~11% in 2010 and ~16% in 2011
Developed and implemented sourcing strategies through management of cross functional teams and global vendor management
framework, for the two largest spend categories (servers & storage). Achieved numerous operational efficiencies
Implemented E-procurement tools (Ariba) in support of all procurement activities wherever possible; administration of RFPs /
RFIs, Reverse Auctions and Vendor Scorecarding
Developed & implemented localized, preferred vendor network for creative design & digital production of advertising formats and
web pages, in Indonesia, Malaysia, Vietnam & The Philippines
Introduced standardized, global financial performance metrics for media content to predominately support business planning and
execution. Metrics were used to assess profitability, revenue growth and identify cost control / reduction initiatives
Proposed re-scoping of global deployment of a crowd sourcing platform for media content. Recommended leveraging the platform
across a larger number of content sources, due to the portals ability to automate content licensing & acquisition, track performance
(# of Page Views) and ability to execute micro payments via Paypal.
The Children’s Place 2007 -2008
Director of Indirect Strategic Sourcing
Led the initial introduction and expansion of formal, strategic sourcing practices, across $670 M non-merchandise expenditures,
within a high growth, ~$1.7B clothing retailer for children. Recruited and managed several sourcing professionals, accountable for
leading and managing sourcing initiatives. Directly and indirectly influenced spend through multiple service delivery models; such as
sourcing led, business partner led and consultant supported. Focused on pragmatic execution in resource lean environment and
modified sourcing approaches as required.
Conducted enterprise wide spend analysis and developed both short & long-term sourcing plans for each major category. Total
non-merchandise scope of $670 M in operating ($450 M) and capital ($220 M) expenditures. Created detailed sourcing, staff
resource and benefits plan for each, non-merchandise, spend category.
Initiated formal sourcing projects and achieved the following % cost reductions; Store Supplies (16%), Distribution Center
Supplies (20%), Advertising / Print (14%), Logistics (12%), Store Maintenance (23%) IT Hardware & Maintenance (15%) and
Telecom Services (35%). Developed and implemented both sourcing project management and savings tracking programs.
Worked with Executive Management to change mid-level management behavior and perception of sourcing, through both training
and active engagement / ownership of sourcing programs. Positioned all projects as “their” initiatives and accomplishments.
Introduced and developed business cases to utilize consulting services as cost effective, variable resource model for the support
and completion of major sourcing initiatives.
Led the introduction and development of new store, cost build out and estimating model to improve both budget and spend
management of approximately $130 M in capital expenditures. Redefined fixture spend categories and accounting treatment to
facilitate accurate PO / invoice processing and financial reporting.
MARK W. ELSNER PAGE 3 OF 4
Gap Inc. 2004 - 2006
Director of Technology Sourcing, Global Procurement
Responsible for sourcing oversight of approximately $300 M annual spend for technology products and services. Categories included
HW, SW, IT professional services and telecom services. Managed several strategic sourcing professionals, along with larger, cross-
Led oversight of telecom sourcing strategy that allowed competitive bidding and technology convergence for Gap’s 3,000+ store
data network. Key elements required renegotiation of current voice and data agreements with 50% revenue commitments to create
competitive bidding leverage and provide enough time to migrate respective networks. Achieved annual negotiated savings of $2
M with MCI on $6.5 M spend through rate reductions and $1.8 M with Sprint on $15.3 M spend through network modifications.
Initiated sourcing of IT contract programmers for both on- and off-shore (India). Achieved annual savings of $4.2 M on $35 M
annual spend. Led development of refined Master Consulting Services Agreement, used with both contract programmers and
Developed and implemented sourcing strategies for major software ELA agreements with IBM, CA, Compuware and BMC.
Primary support analyses include detailed license inventory and respective pricing, determining current usage and future licensing
requirements, developing competitive product swap-out matrices and reviewing contracts for business terms improvement
opportunities. Reduced operating expenses by $20.3 M over 3-years.
Led negotiation team for high profile, e-recruiting, hosted solution (Taleo). Completed negotiations within 3-weeks and ensured
100% compliance of desired business & legal terms. Total contract value of $6.3 M for 4-year term.
A.T. KEARNEY 1999 - 2004
Management Consultant – Senior Manager, Communications & High Tech Practice
Project lead for Telecom Industry & Technology Solutions practices. Responsibilities include managing client relationships,
maintaining project administration, and driving thought leadership within consultant-client teams to achieve both qualitative and
quantitative results. Primary clients were BellSouth, Cingular, Nextel, Sprint PCS, Lucent, KPN Telecom (Netherlands), Telecom
New Zealand, Rogers (Canada), Cesky Telecom (Czech Republic), Orange (France Telecom) and Vodafone (Germany)
Developed and led mega-vendor sourcing strategy with client’s largest, incumbent IT supplier (IBM). The respective products and
services included enterprise software license purchases and maintenance, new mainframe purchases, hardware maintenance and
systems implementation project. Achieved annual benefits of $2.7 M (17%) on $16 M cost baseline. Total 3-year benefits were
Conducted U.S. Market retail distribution assessment and strategy development for European wireless carrier considering U.S.
Market entry as Mobile Virtual Network Operator (MVNO). Developed CPGA (Cost per Gross Add) model by retail channel and
carrier-owned retail operation cost model.
Led wireless handset strategy initiative for CDMA carrier, to include the partnering with larger, international carrier to gain
quicker market access to innovative handsets. Objective was to improve competitive positioning against their primary competitor,
who operates a global GSM network.
Development of handset vendor strategy for a global wireless carrier based in Europe, with annual handset spend of approximately
$2 B. Identified approximately $330 M in potential benefits. Assessed handset procurement practices across both their corporate
organization and across four major operating business units by country; Portugal, Italy, Germany & The UK
Led assessment and development of IT cost reduction initiatives for Czech Telecom, which included project governance, business
unit charge-back for IT services, organizational structure and operational improvement/ outsourcing. Worked directly with CIO
and direct reports to develop project charters and business cases. Initiated project execution to achieve estimated 27% reduction of
IT Opex over 2-year period.
Led IT rationalization work-stream on an Enterprise-wide cost reduction initiative for regional Bell operating company. Developed
cross-business unit cost baseline ($1.6 B) and identified savings and operational improvement opportunities to reduce annual
expenses by 25% over 2-year period.
MARK W. ELSNER PAGE 4 OF 4
ADDITIONAL PROFESSIONAL EXPERIENCE
ALCOA (Aluminum Company of America) 1994 - 1997
Senior Account Manager – Aerospace Commercial Rolled Products & Extrusions Divisions
Sales of aluminum sheet, plate, forgings and extrusions to OEMs and contractors in the aerospace & defense industries. Responsible
for account management and business development activities, consisting of pricing strategy, service levels, new material applications
and addressing manufacturing process issues. Primary customers were Boeing, Airbus, Sikorsky, Gulfstream, Piper, Lockheed Martin,
FMC, and Air Products & Chemicals.
Led business development teams, consisting of aerospace engineers, field service engineers and metallurgists.
Created and implemented joint, direct–distribution sales and product fulfillment strategy for selected accounts, improved delivery
performance and reduced both party costs.
Negotiated & realized highest ROA (36%) ever achieved on a single product for a 3-year contract, revenue = $2.5 M.
Negotiated 5-year, $22 M supply agreement. Average ROA of 20%.
Exceeded annual volume goal by 28% and annual revenue goal by 67%.
Promoted to senior account manager within one year. Increased revenue responsibility from $6 M to $18 M.
United States Army Signal Officer 1990 - 1994
Company Executive Officer, 440th Signal Battalion, Darmstadt, Germany
Deputy Commander for a Signal Company responsible for battlefield communication network design, installation, operations and
maintenance. Primary equipment consisted of 2 mobile switches, 12 microwave links, and respective power generation equipment.
Network protocol was packet data switching supporting all modes of communication links to include wire-line, wireless, satellite, etc.
Led and managed 50 technicians focused on telecommunication network design, installation, operation and maintenance.
Responsible for $43 M in packet data communication systems and $22 M for annual training and maintenance. Also served as
liaison officer to foreign military forces.
Directed personnel to achieve 100% operable networks during 4 major training exercises.
Led unit teams to achieve average equipment readiness rate of 96%, 6% above objective despite 20% budget cut. Awarded Army
Battalion Signal Officer, 95th Military Police Battalion, Mannheim, Germany
Provided technical expertise on installation, operation and maintenance of all computer and communications equipment for the largest
U.S. Military Police Battalion, widely dispersed geographically throughout Western Germany. Served as liaison officer to foreign
Initiated and organized over 35 annual, educational, and joint training exercises with German, French, British, Belgium, Canadian
and Turkish military units. Awarded Army Commendation Medal.
Redesigned standard communications architecture for Military Police Company. Adopted by the Department of Defense for
implementation across all Military Police units.
Designed and supported communications network for airport security operations in Mombasa, Kenya in support of humanitarian
aid to Somalia.
SKILLS & INTERESTS
Conversationally fluent in German.
Enjoy international travel, home improvement, scuba diving, swimming, skiing and outdoor activities.