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Manufacturing Chief Information Officer in Austin TX Resume Darwin MacKew by DarwinMacKew


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.

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									                                                   Darwin G. MacKew
                                                   Georgetown, Texas 78633
                           Phone: 512.863.8190 • Cell: 512.966.1812 • Email:

                                           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

                                                            Career Synopsis
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:

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
              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:

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:

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

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.

         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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