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Darwin MacKew is results-oriented, and skilled in developing high performing and lean functions. He excels at learning business operations and creating strong relationships across an organization. Darwin has expertise and knowledge in multiple industries, with significant experience in manufacturing and distribution.
Darwin G. MacKew Georgetown, Texas 78633 Phone: 512.863.8190 • Cell: 512.966.1812 • Email: firstname.lastname@example.org Information Technology Executive Results-oriented, skilled in developing high performing and lean functions. Excels at learning business operations and creating strong relationships across an organization. Expertise and knowledge in multiple industries, with significant experience in manufacturing and distribution. Demonstrated success planning and delivering effective IT solutions for Human Resources, Finance, Engineering, Manufacturing, Marketing, Sales and Supply Chain functions. Strategic thinker with a record of accomplishment of success in IT transformations and governance development. Background managing global IT teams (direct and matrix) of up to 71 people and expense budgets up to $35M. Functional Purchasing Team experience includes oversight for direct and indirect materials spend of more than $230M and a staff of 21 global purchasing professionals. Master of Science in Computer Based Information Systems. Signature Skills Six Sigma, Lean Manufacturing Global Technology Development Oracle EBS, QAD, MS Dynamics, SAP Acquisitions and Integrations Strategic and Operational Planning Data Modeling & Architecture Governance Development Project and Portfolio Management Benchmarking, Metrics & SLAs Business Process Reengineering Manufacturing, Distribution, Retail Essbase / Hyperion Data Warehouse Team Building & Development Data Center Consolidate / Outsource Collaboration / Portal Development Critical Leadership Initiatives Created the IT functions at Peregrine Inc. and ITT Fluid Handling systems. Recruited to be the first IT Leader for these organizations after they separated from their parent organizations. Responsible for developing and executing strategies for people, processes and technologies based on a “clean sheet” approach based upon a “Design, Build, Run” philosophy. Moved from a completely decentralized governance model to a shared services environment. Revamped the IT functions at Dresser-Wayne and Igloo Products. Hired to restructure the decentralized IT functions in order to better leverage IT investments. Key success factor was rebuilding the entire IT function in logical steps that were vetted, approved and budgeted with full approval of Executive Management. Promoted to be accountable for a Global Supply Chain Organization. Asked to take a “fresh eyes” review of global sourcing strategies, people, processes and technologies that supported manufacturing facilities across the globe. Career Synopsis IGLOO PRODUCTS CORPORATION • 2009 - 2011 A privately held corporation, Igloo Products is the most recognized brand in coolers since its inception in 1947. Igloo employs over 800 people at its global manufacturing & distribution center in Katy, Texas. Vice President and Chief Information Officer Reporting to the CFO, engaged to analyze, upgrade and apply best practices discipline in the IT function to become a strategic partner for Igloo’s functional staffs. Tasked with reengineering multiple, cross-functional, non-standard and manual processes, upgrading infrastructure and staffs to support aggressive cost reduction and growth plans. Business Problem – IT was not an enabler for the business strategy of organic and M&A growth. o Solution – Developed and implemented upgrade strategies for staff, ERP, Supply Chain, Warehouse Management, Transportation Management and CRM applications, and infrastructure. Created a flexible model for project support using outsourced service providers, laying the groundwork for complete outsourcing of non-essential IT Staff. Darwin G. MacKew Phone: 512.863.8190 • Cell: 512.966.1812 • Email: email@example.com Vice President and Chief Information Officer ….cont’d o Outcome – IT became more flexible and was able to focus on key projects that were able to save the company over $500k in yearly expenses, collaborated with key executives to align technology with business needs, and increased SLAs for end-user support. o Outcome - Developed plans for implementing company-wide Business Process Changes for Quote to Cash, Procure to Pay, Plan to Produce, and Ship to Bill processes. Facilitated use of standard Oracle workflows, streamlined documentation, and removal of non-value added activities. DRESSER INC. • 2006 - 2008 A privately owned company, Dresser, Inc. is a diversified supplier to the oil and gas industry offering products ranging from valves and power generation engines to retail gasoline dispensers. Sales in 2007 topped $2.2 billion. Dresser employs over 6,500 individuals globally. Director of Global Infrastructure Reporting to the CIO, promoted to provide leadership to 7 direct reports and a staff of 30 responsible for global data centers, SOX compliance, Oracle database administration, network infrastructure, desktop and portable devices, telecommunications, enterprise security and disaster recovery. Managed a $20M expense budget and a $4M capital budget for over 6,500 users and 140 locations. Business Problem – Dresser wanted to move from a decentralized governance model for IT to a centralized model. o Solution - Designed and implemented strategies and coordinated efforts to create a global client services organization supporting multiple ERPs, CRM, PDM, HR, Engineering, Finance, Sales and Marketing. o Outcome - Integrated four disparate IT organizations into a 24/7 common IT infrastructure. Expected savings to reach over $1.5M. o Outcome - Created governance model that defined local versus central responsibility for critical infrastructure at over 20 Tier 1 and Tier 2 locations. Wayne Division of Dresser Inc. A $650M division of Dresser and global manufacturer of retail and wholesale fuel dispensing equipment and POS systems. Wayne employs over 2,000 across the globe. Vice President of Information Technology Reporting to the division’s global president, led a global staff of 30. Managed global applications, infrastructure; and outsourced providers focused on the best resources and most important value-added issues. Interfaced extensively across all business disciplines. Maintained a $13M expense budget and a $1M capital budget for 15 locations and over 2,000 users. Business Problem – IT function was not a business partner. Projects were not completed on time or budget. Costs were high and staff was not responsive to issues. o Solution – Create a global governance model, portfolios for ERP, Legal, Finance, CRM, PDM and Engineering applications and infrastructure, develop roadmaps to make the technologies current with business needs, a data center consolidation plan based on regions, and a two-tier ERP Strategy. o Outcome - Prioritized more than 100 open projects in Dresser-Wayne’s pipeline. Established an Executive Steering Committee to vet and prioritize projects. Efforts slashed the project list to less than a dozen and focused development based on true business needs. FLUID HANDLING SYSTEMS (division of ITT Industries), Rochester Hills, Michigan • 1999 — 2006 $450M division of a $7.9 B diversified manufacturing company specializing in the manufacture of fluid and vapor conveyance systems for the global automotive and light duty truck markets. Division sold to Cooper Standard in 2006. Fluid Handling Systems employed over 2,000 globally. Darwin G. MacKew Phone: 512.863.8190 • Cell: 512.966.1812 • Email: firstname.lastname@example.org Global Director of Purchasing and Information Technology 2004 — 2006 Selected by the President to build a global team, develop global systems and processes, and make the FHS supply chain more efficient. Managed purchasing strategies for North America and Europe with expansion into China. Responsible for more than $160M in direct materials spend and $70M in MRO spend. Guided a staff of 12 in North America and 9 located in Germany supporting 15 manufacturing facilities in Europe and North America. Business Problem – The Global Supply Chain group was not seen as a partner to the business, material spends were not coordinated, cost savings targets were not met, processes were inefficient. o Solution - Reorganized departments from a regional view of commodities into strategic global commodity teams. o Outcome - Reduced redundancy of individuals calling on the same vendors with conflicting messages and contracts reducing headcount by 3 FTEs and over $250k. o Outcome - In conjunction with Sales and Engineering, saved over $2.5M in direct and indirect materials spend in 2004 and $2.1 M in 2005 despite double digit cost increases for plastics and steel based raw materials (approx. 4 - 5% of controllable spend). Focused on validating cost structures for materials used and working with suppliers to implement processes such as Kanban and vendor managed inventory saving over $1M. Director of Information Technology Business Problem – Create a Global IT Department post divestiture of two major divisions. o Solution – Partnered with Division and Corporate staffs to create an IT function that fit the needs of the organization’s functional departments – HR, Finance, Sales, Engineering and Legal o Outcome - Formed a staff, updated infrastructure and developed policies and processes to support the global organization. Business Problem – Business Processes were inefficient and not suitable for a downsized organization. o Solution - Directed a six-month business process-reengineering project to redefine order-to-cash and inventory-to-shipping processes. o Outcome - Created a Best Practices Team as part of the IT organization. Team charged with standardizing processes and tools used to enable all business processes globally. Team increased manufacturing operations cash flow more than $3M between 2003 and 2005 primarily in the service parts business. Business Problem – ITT Industries wanted to consolidate IT functions within a Shared Services environment. o Solution - Collaborated with Corporate CIO and other Divisional CIOs to develop and implement a robust governance model for IT. Efforts expanded sharing of technologies and resources across the entire global organization. o Outcome – Migrated LAN, WAN, Help Desk and Telecom support to a centralized model. Created new career paths for employees, increased resource utilization by double digits. PEREGRINE INCORPORATED, Southfield, Michigan • 1997 — 1999 Privately held, $1.2 billion start-up manufacturer of interior and exterior systems for North American automotive and light duty truck markets. Director of Information Technology Business Problem – Create an entire IT Department based upon a corporate strategy of acquisition and divestiture. o Solution – Led teams of up to 160 people to design and implement replacements for over 500 legacy systems and an outdated Application Infrastructure with new QAD and PeopleSoft Enterprise Applications, Intranet Applications, Internet applications and a “state of the art” Infrastructure all Darwin G. MacKew Phone: 512.863.8190 • Cell: 512.966.1812 • Email: email@example.com Director of Information Technology ….cont’d. closely aligned with business needs – which was complete within 6 months and within budget. Implementation garnered “Rapid Implementation” award from the Midwest QAD Users Group. o Outcome - Managed all “day to day” operations with a staff of 12 Peregrine employees and 59 EDS employees at nine different locations – which included $25M for EDS (outsource) and approximately $10M for Peregrine. BECKER GROUP INCORPORATED, Sterling Heights, Michigan • 1995 —1997 Privately held, $650M manufacturer of interior and exterior systems for the automotive and light duty truck markets. The Becker Group employed over 1,000 people at 10 plants across the United States and Germany. Project Manager – Responsible for implementation and support of standard ERP and Release Accounting package. FEDERAL MOGUL CORPORATION, Southfield, Michigan • 1990 — 1995 Publicly held, $2.2B manufacturer and distributor of hard car parts to the automotive and light truck industry. Federal Mogul employed over 5,000 people across the globe. Systems Analyst – Accountable for design, implementation and global support for a custom DRP package. GENERAL MOTORS CORPORATION, Detroit, Michigan • 1984 — 1990 Luxury brand division of the publicly help automobile manufacturer. Cadillac employed over 10,000 people across North America. Business Analyst - Created action plan with hardware and software specifications used by Cadillac Motor Car Division for its Zone Office Automation project - which increased efficiencies at Zone Offices saving time and dollars supporting over $8B in revenues. Education MS in Computer Based Information Systems • Eastern Michigan University, Ypsilanti, Michigan • 1993 BS in Administration (Major Accounting) • University of Michigan, Dearborn • 1981 Significant Relevant Technologies Microsoft Office - Excel, Access, Word, Publisher) Collaboration - SharePoint 2007, e-Mail - MS Exchange, Notes, GroupWise Operating Systems – Windows, HP-UX, Linux, Solaris Database – DB2, Oracle 9.i, 10.i, MySQL, Access ERP - Oracle EBS 11.5.x, QA6.x, SAP 6.x, CMI, MS NAV LAN & WAN – Cisco, HP, Bay Telecommunications – Cisco & Avaya VoIP, TVoIP HP, Dell, Sun, DEC IBM AS/400 mini-computers Applications – Oracle (EBS, Warehouse Management, Transportation Management, Demand Management), EDI (Sterling Commerce, SPS Commerce, IBM), SAP (FI/CO, HCM), PeopleSoft HR, Infinium, Ceridian
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