1 value proposition examples (per ed jowdy)

Value Proposition

Steinar Hjelle

Operations Executive

H: 860-404-187 [email protected]: 860-986-9915

Steinar Hjelle

Operations Executive

H: 860-404-187 [email protected]: 860-986-9915

Financial Outcome

• Managed large budgets• Led expense reduction• Negotiated financial deals• Contract & vendor negotiations

Financial Outcome

• Managed large budgets• Led expense reduction• Negotiated financial deals• Contract & vendor negotiations

Leadership

• Managed sizable organizations• Developed high performance teams• Developed and promoted talents• Implemented coaching models

Leadership

• Managed sizable organizations• Developed high performance teams• Developed and promoted talents• Implemented coaching models

Performance Measurement

• Developed performance scorecards• Developed process dashboards• Set standards and managed performance

Performance Measurement

• Developed performance scorecards• Developed process dashboards• Set standards and managed performance

eBusiness Technologies

• Business critical capabilities• Drove effective use of technology• Optimized end-user experience• Effective integration and implementation

eBusiness Technologies

• Business critical capabilities• Drove effective use of technology• Optimized end-user experience• Effective integration and implementation

Project Management

• Multi million dollar projects• Project selection criteria• Project governance

Project Management

• Multi million dollar projects• Project selection criteria• Project governance

Six Sigma

• Black Belt trained• Certified Six Sigma trainer• Six Sigma implementations• Managed Six Sigma Projects

Six Sigma

• Black Belt trained• Certified Six Sigma trainer• Six Sigma implementations• Managed Six Sigma Projects

Change Management

• Certified trainer• Managed large change initiatives

Change Management

• Certified trainer• Managed large change initiatives

Customer Focused

• Voice of the customer to specific requirements• Research based• Customer satisfaction

Customer Focused

• Voice of the customer to specific requirements• Research based• Customer satisfaction

Strategic Vision and Planning

• Business Architect• Developed long term strategies • Developed multi year implementation plans

Strategic Vision and Planning

• Business Architect• Developed long term strategies • Developed multi year implementation plans

Education

• Master of Business Administration• BS in Mathematics/Statistics• Air University/Air Command and Staff College

Education

• Master of Business Administration• BS in Mathematics/Statistics• Air University/Air Command and Staff College

Industry Experience

• General Electric• IBM• The Hartford Financial Services

Industry Experience

• General Electric• IBM• The Hartford Financial Services

mailto:[email protected]

mailto:[email protected]

ERP Transformations SAP Implementations

• System Integration Within and Outside the Enterprise• Customer Channel Management• Org Structure and Process Simplification• Process and Organizational Change

Business Technology Alignment

• High Volume Distribution Systems• Data Warehousing and Information Delivery• Mobile Technology to Manage New Project Introductions, Project & Service

Global Program Manager

• Programs Aligned to Strategy

• Project Managing

• Project Resourcing

• Risk and Mitigation Management

• Portfolio Management

Strategic Planning Architecture

• Strategy Formulation (Derived)• Common Platforms and System Architecture• Information and Solutions Architecture• Process Modeling/Blueprinting• System Reusability

Business Driven Initiatives

• E-commerce, E-business

• Sales from Automation and Sales

Productivity Systems

• Vendor collaboration and communication.

Organizational Leadership Skills

• ERP Transformations, Major Changes In Roles and Responsibilities• Building and Sustaining Top Talent• Change Management through Merger and Acquisition Process

Customer Driven Customer Design

• Market and Customer Intelligence• Customer Selling and Service Strategies• Manage Order to Cash While Improving Systems• Customer Experience and Interaction

Integrated Supply Chain

• Sales and Operations Planning

• Collaborative Forecasting & Planning

• Continuous Replenishment

• Vendor Managed Inventory

Acquisition & Integration

• Evaluation and Risk Management• Decision Making Criteria for Operating Model and Systems• Human Resources Management and Team Building

203-570-2103 John Van Kirk [email protected]

of 2

Key Accomplishments

Implemented the first complete phase of the enterprise SAP platform for Stanley Security Solutions Integrated seven Acquired Business Units at Stanley Security Solutions Architected the common platform for Common Process, Information and Systems at Diageo. Implemented the the Enterprise SAP implementation for USSC (TYCO) Established the Continuous Replenishment Process (CRP) at USSC Implemented Sales force Automation at USSC Built the process and systems to support a Global Inventory Management System at USSC

Summary

A Results Oriented Senior Information Technology Executive.

Experience in the Security, Consumer Products, Healthcare, Medical Device and Pharma Industries

Creative, analytical, decisive problem solver with ability to drive cost effective solutions

to achieve business objectives

203-570-2103 John Van Kirk [email protected]

VALUE PROPOSITION

Page 1 of 2

Education

• MA in Linguistics, York University, England

• BA in English, North Adams State College a/k/a MCLA, MA

• Six Sigma Master Black Belt• ASQ Certified Six Sigma Black

Belt• GEP Certified Quality Instructor

in Six Sigma DMAIC Methodology.

Leadership• ASQ Section Chair• Develop High Performance Teams• Identify & Develop Talents• Change Agent

Business Outcomes

• Revenue Growth• Cost Reduction• Productivity Improvement• Cycle Time Reduction• Customer Satisfaction• Employee Satisfaction• Error Reduction• Innovation

Industries

• Financial Services• Manufacturing• Technology

Detail Oriented

• Project Plans• Outcome Focused• Tracking Tools• Change Management

Manage Resources

• Six Sigma Projects• Managed Functional Budgets• Employee Productivity

No Surprise Approach

• Weekly Updates• Monthly Reports• Milestone Presentations• Manage Changes

Methodologies

• Six Sigma• Lean Six Sigma• Lean

• Plan Do Check Act (PDCA)

Pg 1of 2

Value Proposition

Marta A. NicholsContinuous Improvement Specialist

Six Sigma Master Black Belt413-822-4713

[email protected]

Continuous Improvement

• Systems Thinking• Customer Centric• Focused on Prevention• Culture Change

Statistical Analysis

• Data Driven• Metrics• Charts & Graphs• Teach & Use

Marta A. NicholsContinuous Improvement Specialist

Six Sigma Master Black Belt413-822-4713

[email protected]

Problem Solving• Reduce Defects• Reduce Expenses• Streamlines Processes

Managing By Data

• Collection & Application• Statistical Analysis• Goals & Deliverables• Results Oriented

Customer Focused

• Internal & External• Banking Operations & Sales• Manufacturing Order Entry to

Logistics

Project Management

• Small to Large Projects• Critical Path Method• Gantt Charts• Charter Negotiations

Team Player

• Cross Functional• Self Directed• Steering Committees• Flexibility

Technology

• Microsoft Office• Word, Excel, PPT, Visio• Minitab Statistical Software• Databases & Report Software

Value Proposition

Pg 2of 2

Miguel A. NistalMiguel A. Nistal

Global ExecutiveGlobal Executive General ManagementGeneral Management

(860) 693-1815 (h)(860) 693-1815 (h)(860) 518-0280 (m) (860) 518-0280 (m) [email protected]@aim.com

Strategic Thinker

• 3-5 year vision• Global perspective• Results oriented• Execution via Goal Deployment Process

Global Manufacturing & Sourcing Expertise

• Operations in Asia, Mexico, Canada,

Europe and the USA• Productivity improvement centric to

style• Make vs. Buy analytical skills

Mergers & Acquisitions

• Knows process from first contact to integration

• Can identify strategic bolt on’s• Successful in integrating cultures

as well as business• Meets acquisition financials

Innovative Product Development

• Product management experience

• Market expansion mentality• Understands consumer value

proposition and leverages it• Thinks outside the box

Global Selling & Supply Chain

• Know the markets and the cultures

• Build businesses overseas• Build customer loyalty

Financial Acumen

• Every decision is analyzed

• Manage risk with return• Constant focus on improving

ROI/ROCE• Know how to solve problems

Accountable and Builds Trust

• Have a message…share the message

• Set the goals (numbers) and get buy in from the team

• Communicate, motivate and invigorate…the team will perform.

Global Capital Management

Understand balance sheet and funds

flow importance and requirements Skilled in managing down inventories

and receivables, growing payables Focused on increasing working

capital turns Delivers improved return on capital

Education

M.B.A. - North-eastern University

B.S. - Trinity College

Sales

Proven track record growing share of customer/wallet and market share

Marketing/PR

Marketing Plan Brand Champion Distribution Channel

Management

Strategic Planning

Strategic Plan Competitive Analysis Surveys Segmentation

Communications

Full employee meetings Annual shareholder meetings

Peter C. BennettSales & Marketing

[email protected]

Advertising/PR

Print, Radio, TV Press Releases Public Speaking & Seminars

Project Management

15+ product launches Name change project Annual reports Mergers/Acquisitions

Industries

Healthcare Financial Services Telecommunications

PRODUCT DEVELOPMENT

• Global experience• Engineers, Chemists, Technicians

with global focus• General industry and Automotive

experience

TECHNICAL SERVICE

• Group turnaround• Perception is all there is• Recruiting success• Encourage “What if” thinking

BUSINESS PROCESSES

• Stage Gate• Innovation• Elimination of “Fuzzy Front End”• Programmed Innovation• Cross functional teams

STRATEGIC DEVELOPMENT

• Automotive Direction Team• Sales/Marketing- our friends• Voice of Customer• Identification of needs• Establish common vision

VALUES

• Honesty, trust, respect• Accountability• Dedication

MANAGEMENT

• Make superstars/Develop people• Accountability• Assist under-performers in best

path forward• Work must be fun, successful• Budgets/planning

PRINCIPLES

• Integrity• Break a few rules/take some risks• Decision maker• Grow personnel• Group/company success

RESEARCH & DEVELOPMENT

• Long term vs. short• Partnerships• Implementation into PD• Macrotrend understanding

PAUL J. RACHIELLES

Product Development Leader

[email protected]

Philip D. PalermoSenior HR ProfessionalManagement Consultant

[email protected]

Industry Experience

• Fortune 500 companies• Start Up business subsidiary• Mergers and Acquisitions• Due diligence

Leadership

• Development of high performing teams• Management skills coaching• Consultation on organization design and performance, people brokering, and succession management Supervision of HR teams in geographically dispersed locations Education

• MBA- Organizational Development• B.S. – Finance• Effective negotiations, Myers-

Briggs, organization design

Strategic Vision Planning

• Formulation of HR strategies• Partnership with clients to develop and execute short and long term plans• Strategic consultation with management.• Environmental analyses and market competitive assessments

Customer Focus

• Business problem analysis• Customer needs assessments• Partner in determining effective business solutions• Coordination of all HR services for clients

Team Work

• Lead HR project groups on new program development • Key role on internal organization changes• Managed HR support to new company assimilations

Management Development

• Lead sessions on collaboration, team building, conflict management, delegation, and process improvements• Conducted supervisory leadership training programs• Facilitated executive sessions to address critical business success factors

Business Outcomes

• Increased Revenue Production• Expense management savings• Increased employee and customer satisfaction levels• Streamlined organizations and business processes

STEPHEN T. MERKEL

Senior [email protected]

860-306-3487

TURTLE WAX

Succession Planning – grooming of founders son International Expansion External Development

ST. FRANCIS HOSPITAL

Strategic Planning Enhanced orthopedic offering by brokering movement of Hartford Orthopedic to St. Frances Fund Raising

HARTFORD CHAMBER OF COMMERCE

Led chamber board in endorsing mayoral candidate for election and charter reform Raised money to support election and city approval of “strong mayor”

STURM RUGER COMPANY

Hired new CEO, VP Operations and VP Sales and Marketing Raised cash by selling off non operating assets, lowering inventories and receivables, and delaying payables Share buy back

BOARD EXPERIENCE Eight years of Public, Private and Not-For- Profit Board Experience

Global Experience

18 years of P & L responsibility running domestic and international business Lived four years in London and four years in Mexico City Worked for both domestic and international companies with leading global brands

Acquisitions

13 Acquisitions and integrations across 22 countries both Public and Private Two divestitures, stand alone and carve out Four years as head of M & A

Distribution Experience

Understand earns, turns and support as it relates to distribution partnership and success. Experience with dozens of channels including industrial, AAM, consumer, hardware, HVAC, Pest, Food service, paper, Jan San, electronics, aerospace, OE service parts, farm and Ag Developed distribution worldwide

New Markets/Products

Have fostered geographic, channel, market share and new product growth thru development, license and acquisition world wide

Results

As head of a leading global industrial business, increased sales 48% and operating profits 71% in five years 11% CAGR in sales and 16% CAGR in operating profits over 12 years 18 years of improving the value offering and raising gross margins

STEPHEN T. MERKEL

Senior Executive

[email protected]

Strategic Planning

Developed and executed three to five year plans for global, North America and European businesses

Value Offering/Gross Margin Improvements

Introduced high margin new products priced to value Re engineered and outsourced products Improved productivity Tested price elasticity Extended product offering Closed factories

Crisis Management Managed through natural disaster, fraud, wild inflation, catastrophic loss of facilities, hostile , divestitures and financial uncertainty

Sales/Markets

Experienced with high margin value added products as well as commodity product sold direct and through distribution Sold and worked with all types of business including multi national industrial companies, Retailers, Automotive, Aerospace, Electronics, Medical Disposable and MRO

STEPHEN T. MERKEL

Senior [email protected]

860-306-3487

FOCUS Buy, Buy into with option, or, run with option to buy a small business $5 to $100 M in sales within manufacturing or service sectors 50 miles or less from Hartford.

SMALL COMPANY EXPERIENCE

Ten years of P & L experience with multiple businesses under $100 million in sales

GLOBAL EXPERIENCE

18 years of P & L responsibility running domestic and international business with 56 wholly owned subsidiaries. Lived four years in London and four years in Mexico City Worked for both domestic and international companies with leading global brands

ACQUISITIONS

13 acquisitions and integrations across 22 countries both Public and Private Two divestitures, stand alone and carve out Four years as head of M & A

RESULTS

As head of a leading global industrial business increased sales 48% and operating profits 71% in five years 11% CAGR in sales and 16% CAGR in operating profits over 12 years 18 years of improving the value offering and raising gross margins

GROSS MARGIN IMPROVEMENTS

Introduced high margin new products priced to value Re engineered and outsourced products Improved productivity Tested price elasticity Extended product offering Closed factories

DISTRIBUTION EXPERIENCE

Understand earns, turns and support as it relates to distribution partnership and success Have expanded distribution worldwide Experience with dozens of channels including Industrial, AAM, Consumer, Electronics, Aerospace, Jan San, Hardware, HVAC, Plumbing, Pest, Food Service, Paper, Hospitality, Fire Arms, OE Service Parts, Farm and Agriculture.

LBO EXPERIENCE

Leveraged purchase with private equity Developed Value Creation Plan Communicated VCP to lenders and investors for approval

Brand•Consistency•Internal alignment•Promotion•Web leverage

Strategic Planning•Created and implemented multi-million dollar business plans•International application leveraging expatriate experience•Track record of sales and margin growth

Delighting the Customer

•Customer centric based products and services•Creative solutions•Partnership

Demand Creation•Grew European business from <$1m to >$12m•Profit improvement through pricing, promotion and positioning•Segmented business to deliver goals•Leverage web collateral

Product Management•Implemented product segmentation•Pricing and margin implementation•Created product strategies to drive the business

David S LeGrandMarketing and Business

Development Professional

[email protected]

Innovation•StageGate•Prioritization•Customer focused solutions•Management of cross functional teams

Markets•Aerospace•Automotive•White Goods•General -filter, assembly, medical•Ag/construction/truck/trailer•Consumer

The Person•Energetic•Focused•Team player•Creative•Educated

Leadership•Area Mission/ Goals & Objectives•Individual Development/ Mentoring•Budget•Open Communications•Partnership (Business, Enterprise, Support)

Architecture•Service Architectures•Legacy (Mainframe, Client/Server)•.NET, Java EE, CICS•Integration (Vendor, Legacy)•Business Rules, Document Mgmt•User Interface•Database (SQL, Oracle, DB2)

Technology Governance•Architecture Review Process•Systems Development Lifecycle•Standards and Best Practices•Strategy Assessment & Reporting•Cross-Project Governance•Design Accountability

Portfolio Management•Business Processes/ Capabilities•Business & Technology Portfolio Management•Artifact Repository•Sunset

Ron CalabreseValue Proposition

Values•Honesty, Trust, Reputation•Accountability•Completeness of Organization•Follow-Through

Principles•Team Oriented•Collaborative Decision-Making•Cross-Project Communications•“Hands On” Leadership

Architecture Accountabilities Business Alignment – Ensure ongoing alignment of the architecture and

technology choices with the business strategies

Development and Integration Standards – Ensure a common set of policies for building and integration software systems

Project Governance – Ensure that the business system solution conforms to the architecture policies and fulfills its non-functional requirements

Inventory – Maintain an inventory of software assets and their relationships

Infrastructure – Provide direction and provisioning of a shared physical infrastructure (test through production)

2-Way Communications/Collaboration – Ensure proper collaboration and communication with stakeholders, including adjusting standards and best practices

COTS – Provide for the evaluation/selection of Commercial Off-The Shelf software

Ron Calabrese, 860 749-6775, [email protected]

Architecture Principles Business Alignment: Architecture and technology choices must be

aligned with and led by the needs of the business and are affected by both their top-and bottom-line.

Team-Oriented Decision-Making: Follow an “eyes wide open” approach to decision making as we plan the execution of our business and IT strategy.

Incremental Implementation: Iteratively deliver architecture and business value incrementally. (“Big Bang” doesn’t work.)

Minimize the Effects of Change: Integrate solution components as loosely as possible with an eye toward minimizing the ripple effects of change. When providing for system services, always understand and minimize the effect of change on the service consumers.

Transition Flexibility: In executing our strategy, be sensitive to the pace at which the business and IT communities can absorb the change; we’re all heading to the same destination but we do not all have to transition at the same pace.

Reuse: Reuse software that we have; prefer to buy, configure, and integrate the right solutions rather than build custom software.


Architecture Principles (cont.) Managed Exceptions: Deviations from plan are public and managed.

Plans must be established to bring exceptions back in line with strategy.

Managed Inventory: Less software is better. Actively manage the portfolio so that we understand what each project adds, and as well, what each project can retire.

Project Constraints Balancing: IT solutions must fulfill both functional and non-functional requirements. Be sure that non-functional requirements are qualified, quantified and prioritized (e.g., is agility more important than schedule? What kind of agility is required and where? What response time is expected?).

Cross-Project Mentality: Solve problems horizontally so they can be shared across the division, but do it in a way that allows for specialization where necessary.

Repeatable Success: Software development best practices, reference code and promoted architectures are always based on successful implementations.


SOA Vision“Service Oriented Architecture (SOA) is an enterprise strategy that promotes the development of business

processes around loosely coupled business services, for the purpose of enabling business speed and flexibility.”

Business and IT Alignment

·Provide a common portfolio-based domain structure organizing required business functions.·Provide clearly defined insurance data taxonomies relative to the business.·Provide governance (i.e. “clear ownership”) around the domain and data structures employing relevant industry standards.·Establish procedures and tools for the creation and maintenance of business process models.·Perform joint planning relative to investment and opportunity; document in a consistent way (i.e. “heat map”).·Provide for constant communication across domains.

Asset Management ·Provide for the discovery and management of supported, reusable artifacts (services, portals, diagrams, etc.).

Consumer/ Provider ·Establish an application solution assembly approach that separates the creation and management of business processes (via solution assemblers) from the provisioning of services (via service providers).

Service Change Management

·Insulate consumers of services from service upgrades reducing the need for constant retesting of functionality.

Business Process Orchestration

·Provide a tool that enables the creation of business process solutions through the assembling of business services.

Integration ·Eliminate point-to-point and extract-based integration by mapping to and from agreed-upon standard taxonomies.

Consumer-Driven Quality

·Promote a consumer-driven approach to service construction and maintenance, maximizing consumer satisfaction.

Infrastructure Abstraction

·Abstract away any need to manage or maintain environments or infrastructures from the solution and/or service providers.

Service Contracts/ Management

·Manage the environments based on well defined service levels (taking into account performance, up time, growth trends, and correlation across services).


SOA Readiness

Run Time

Service Level Management/Infrastructure

Portfolio Governance/ Service Provisioning

Business/IT Architecture

Alignment/ Common Road Map (Services)

Industry Standards Governance

“Measured” Quality

Clear Domain-Based Ownership of

Services, Data, Products

(Managed Redundancy)

Just in Time Provisioning/

Resource Flexibility

Managed Service Versioning

Design Time

Application Design/ Assembly

Return on Investment

Accountability

Business/IT Architecture

Alignment/ Common Road Map(Workflows)

Environment Provisioning

Common End User Utilities

(Email, Word Processing, Spreadsheet, etc.)

Service Level Contract Definition

Managed Operating Systems/

Infratructure Services

Common Systems Management Tools (Performance, Monitoring,

Capacity Planning, Reporting Tools)

Common Deployment/ Build

Systems

ServiceLevel

Agreements

Process

SOA-Based Methodology

SOA-Based Development/

Assembly Process

SOA-Based Project Management

Standards

SOA-Based Implementation

Process

SOA-Based Design Review Process

ArtifactRepository

SOA-Based Training

Foundational

Common Enterprise Data Models/

Payload Standards

Common Development Tools/

Best Practices (Integrated IDE, EAI, Rules,

Reporting)

Knowledge Management

Systems

Common Enterprise Architectures/

Principles


Custom-built, single-purpose applications

Redundant, inconsistent processes, applications

Single-purpose hardware/software

Business consistency through shared services, data, processes

Planned, engineered standard suite of assets

Managed inventory displays use of assets

“Full” life cycle management: strategy to sunset

Managed Inventory Shift

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Moving from “Build” to “Manage”

Business consistency through shared processes, services, data

Planned, engineered standard suite of assets Managed inventory (displays asset usage) “Full” Software Life Cycle Management: strategy

to sunset


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REVISED1/17/2007

DRAWN BYSTA Claim Workflow Team

Accenture Proprietary and Confidential

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5.1.3 Set Diary for Follow-up

Claim Rep IMPACT

5.1.2 Enter Summary Note

Claim Rep IMPACT

Underwriting



PAGE1

REVISED1/17/2007



5.1 Review Injury

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PAGE1

REVISED1/17/2007



5.1 Review Injury

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PAGE1

REVISED1/17/2007



5.1 Review Injury

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Claim Rep IMPACT



PAGE1

REVISED1/17/2007



5.1 Review Injury

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PAGE1

REVISED1/17/2007



5.1 Review Injury

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ese

rves

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ide

nd

s

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en

se P

roce

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g

Ta

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Inve

stm

en

ts

etc

.

Re

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g a

nd

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aly

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s

An

aly

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rtin

g

Ext

ern

al R

ep

ort

ing

Ma

na

ge

me

nt

Info

rma

tion

etc

.

Software Assets and the Portfolio

Inventory

Information Architecture

Business Services Business Services Inventory, Shared Business Components

Business Object Model, Logical Data Models, Physical Data Models

Bu

sin

ess

Pro

cess

es



PAGE1

REVISED1/17/2007



5.1 Review Injury

Causation

FROM:Investigation


File

Claim Rep IMPACT


No

LEVEL ONE ACTIVITY

LEVEL TWO TASKS


TO:Nurse

ReferralYes

IME Needed?

Peer Review Needed?

No

No

TO:IMEYes

TO:Peer Review Yes

No

Claim Rep ; Solution Handlers


Claim Rep IMPACT


Claim Rep IMPACT



PAGE1

REVISED1/17/2007



5.1 Review Injury

Causation

FROM:Investigation


File

Claim Rep IMPACT


No

LEVEL ONE ACTIVITY

LEVEL TWO TASKS


TO:Nurse

ReferralYes

IME Needed?

Peer Review Needed?

No

No

TO:IMEYes

TO:Peer Review Yes

No



Claim Rep IMPACT


Claim Rep IMPACT



PAGE1

REVISED1/17/2007



5.1 Review Injury

Causation

FROM:Investigation


File

Claim Rep IMPACT


No

LEVEL ONE ACTIVITY

LEVEL TWO TASKS


TO:Nurse

ReferralYes

IME Needed?

Peer Review Needed?

No

No

TO:IMEYes

TO:Peer Review Yes

No



Claim Rep IMPACT


Claim Rep IMPACT

Use

rIn

terf

ace

sS

ervi

ces Get Policy

Get Agency

Get Claim

Bu

sin

ess

Dat

a O

bje

cts

refpolicy

claim

Dat

a

Technology ServicesShared

InfrastructureShared Platforms: Servers, Storage, Mainframe, Network, Security

Shared Technology Product & Component Services Inventory, Shared Frameworks

Business Portfolios

Technology Portfolios


Projects and InventoryProject Team

Tech Lead

Project Manager

Developers

Business Analyst

Project Planning, EstimatingResource PlanningOverall project mgmtStatus updates to Area Heads

Business Project PlanningCreate Requirements/Functional DesignCreate TestCases

Create Technical RequirementsCreate Technical DesignsOversee developmentCreate Transition plans

Input to designsDevelop CodeCreate source control projectCreate test cases / scripts

Inventory

ProductionQuality

AssuranceBusiness

Architecture

Business Process Models

Business Requirements

Business Use Cases

ArchitectureDevelopmentEngineering

UI ComponentsWeb Pages

Web Services, Business

Components

Business Objects, Logical

Data

Shared Infrastructure (Mainframe,

Servers, Network)

Architecture Models,

Frameworks

Test Cases

Test Scripts

Technical Documentation

Business Documentation

Training Classes/

Curriculum

· Focus on long-term, cost effective components satisfying multiple consumers

· Manage against a Portfolio

· Manage costs· Manage redundancy· Aware of all

“consumer” requirements

· Is able to migrate “consumers” to the “next” strategy

· Provides for versions· Understands “lines of

accountability and responsibility”

· Can “charge” an efficient price for services (across)

· Understands the impact of change to their inventory

System

InitiationBuild AcceptanceRequirements

Analysis & Design

5/16/08


Modeling andPortfolio Updates

Architecture Governance

Strategies Projects

Support

Demand Management

Production Turnover

Feedback Process

BusinessPortfolio Impact

TechnicalPortfolio Impact

TechnicalDesignReview

ProductionReadiness

AssessmentEnterprise

Line

Systems Development Life Cycle (SDLC)

Inception Elaboration Construction Transition

System Origination

ImplementationAcceptanceBuildAnalysis & DesignRequirementsSystem Initiation


Adaptable Adaptable

Expose “core insurance” capabilities via a set of adaptors so they are simple to snap into anyany new business workflow or over anyany new delivery technology.

Technology:Technology:

Web Services - Service OrientedArchitecture (SOA)

XML

Configurable Configurable

Organize “core insurance” competencies into manageable “business”“business” configurable, independent software components ready to go anywhere.


Rules Engine

COTS (Vendor Integration)

Java, .NET, Legacy Extension

Common Frameworks

Assemble, Assemble,

Rapidly assemble the inventory of software components into each unique workflowunique workflow for each new business opportunity.


Integration tools

Inventory

ServicesServices ComponentsComponents Don’t WireDon’t Wire

Today’s Solutions


Industry Experience• Financial Services • Pharmaceutical • Oil and Gas• Telecommunications• North America and Europe

Leadership• Result driven IT manager • Provide strategic perspectives

and team leadership skills• Change champion, motivator,

educator and project manager

ITIL Service Manager“ITIL Master”

Manager, IT Advisoryat KPMG

Education & Cert.• MS, Computer Science and

Engineering• BS, Mechanical Engineering • ITIL Service Manager• ITIL Practitioner

Thought Leadership• Developed KPMG’s ITSM

approach and collateral• Presenter at Massachusetts

STARS conference and PMI• Developed 2 day ITIL training

Project Management• Implemented a multi year

strategic ITSM program• Project managed client

engagements as consultant• Project managed major

change management initiative

Frameworks• Developed an Integrated

Control Framework based onCOBIT, ITIL, ISO 20000,BITS and ISO 27001

• Sarbanes-Oxley, COBIT and technology integration

Change Management• Implemented awareness and

change programs for ITSMand security projects.

• Change champion and teambuilder

• ADKAR; John P. Kotter

Process Design• Service Level Management

and charge back approach• Change Management• Release Management• Incident Management• Other IT processes

Thorsten Manthey - Value Proposition(617) 513 0000 ITIL Service Manager [email protected]

Governance• Defined a detailed IT process

governance framework• Established process KPIs and

balanced scorecard approach

Languages• English• German• Swedish

ITSM Tools• Developed an ITSM tool

evaluation methodology• BMC Remedy ITSM 7.0• Atrium 2.0 CMDB

EXTRA ??

Thorsten Manthey - Value Proposition(617) 513 0000 ITIL Service Manager [email protected]

Thorsten Manthey - Accomplishments(617) 513 0000 ITIL Service Manager [email protected]

Process Improvements and Governance Managed, designed and implemented IT Service Management programs and Process

Improvement initiatives at large and small companies in North America and Europe. Designed a comprehensive IT Service and IT Process Governance Framework together

with a business value driven IT Service Portfolio, IT Cost Model and IT Service Chargeback approach aligned with business priorities.

Developed and implemented comprehensive Process & Service Level Agreement (SLA) reporting structures and identified Critical Success Factors (CSF) and Key Performance Indicators (KPI) with integration into an IT Balanced Scorecard, to drive company and management performance.

Planned and executed senior management presentations, explaining ITIL and IT Service Management benefits and program objectives. Facilitated workshops with senior management on ITIL ROI.

Conducted process maturity assessments and self assessments based on the Capability Maturity Model (CMM) and established short and long term goals for a Process Improvement program.

Managed detailed design and implementation of processes and procedures, focusing on process integration, operational effectiveness and efficiencies.

Acted as Process Owner for Service Level Management for a financial service organization, defined a comprehensive IT Service Catalogue, SLAs and conducted contract negotiations.

Evaluated and analyzed partnerships, SLA and outsourcing options to reduce overhead and costs to enable superior IT service delivery.

Organizational and Cultural Change Designed cultural and organizational change management programs by establishing

and executing successful communication and change & awareness strategies, including set-up and management of different communication channels such as; news letters, on-line web based training, innovative lunch-and-learn workshops and Intranet web portal facilitating “single-point-of-entry” for all documentation, training material, handbooks, processes, user guides and templates.

Managed and coordinated mandates to develop and implement new work methods, policies and procedures based on ITIL. Developed and implemented client specific Process Management methodologies and policies; covering document numbering, version control, templates and organizational responsibility & ARCI matrix.

Prepared and executed ITIL trainings, including certification preparation to prepare participants for the ITIL foundation certification exam.


IT Service Management Tools Managed evaluation and selection advice for IT Service Management tools and ITIL

training providers. Weighted categories including business objectives, technical, functional, process and vendor evaluation.

Managed implementation of Remedy ITSM 7.0; Modules: Service Desk, Change Management, Asset Management, Configuration Management Database (CMDB – Atrium 2.0) and Service Level Management. Designed and implemented a logical IT Service based CMDB model.

Sarbanes-Oxley and COBIT

Defined Sarbanes-Oxley (SOX) testing strategy, retention guidelines for documentation and created templates for process narrative descriptions, flows, control register, testing and walkthroughs.

Performed SOX execution, evidence gathering, walkthroughs, test plan development and control testing.

Mapped COBIT Control Objectives to specific company Control Objectives.

Developed and implemented an Integrated Control Framework, based on COBIT, ITIL, ISO20000, ISO17799, BITS and IT General controls to facilitate efficient and effective IT audit execution.


Integrated Control Framework (ICF)• The ICF is COBIT based and provides a visual mapping to Best Practices and Standards

such as the ITIL processes, ISO27001 security requirements, ISO 20000 IT Service Management standard and regulatory requirements such as SOX.

Thorsten Manthey - Thought Leadership(617) 513 0000 ITIL Service Manager [email protected]

IT Service Management Approach• Developed a comprehensive and holistic IT Service management approach based on IT

Services, Processes, Metrics and Risk to be delivered in defined releases. This approach can be customized towards each clients environment and used throughout the clients multi-year IT Service Management program.

Program Management

Services

Processes

Metrics

Risks

Rel

eas

es


IT & Business Value Creation• Many IT organizations have the desire to achieve a higher degree of partnership and

alignment with the business which is driving the adoption of IT Transformation. Businesses today are counting on their IT organizations to transform IT service delivery and organizations that master the management of the full life cycle of IT services to deliver tangible business benefits.


IT and Business Alignment• Establish and align IT Vision with the business

vision

• Define measurable and realistic IT objectives aligned with the business objectives

Operational Excellence• Implement the IT objectives enabling People,

Processes and Technology

• Generate process efficiencies and cost effectiveness, control and compliance assurance together with industry certifications

Risk Management• Execute an IT Risk Assessment to identify

vulnerabilities and critical assets

Governance• Establish a governance and management

framework.

To create IT and Business value and achieve operational excellence requires a combination of strategic actions, business alignment, organizational and people capabilities, risk management, governance and enabling technologies.


System Integration Across Global Entities Org Structure and Process Simplification Process and Organizational Change SAP, Navision, JDE, Macola, BPCS & legacy

applications

Business Applications

• SAP and Other ERP Systems for High Volume Transaction Processing

• Data Warehousing and Information Delivery

• CRM & Mobile technology

Global Program Management

• Programs Aligned to Business & IT Strategy

• Project Managing• Project Resourcing• Risk and Mitigation Management• Portfolio Management


• Strategy Formulation• Business & IT Alignment• Common Platforms and Information

Systems Architecture• Process Modeling/Blueprinting• System Reusability


• Margin Improvement Through Price Optimization and Global Visibility

• Inventory Reduction with Sales & Operations Planning / Forecasting

• Vendor Collaboration and Communication• Cycle Time Reduction - Automation


• High Performance Teams• Change Management• ERP Transformations, Major Changes

In Organizational Roles and Responsibilities

• Merger and Acquisition Process

Operations, Controls & Compliance

• Team Productivity• Systems Stability• Sarbanes-Oxley 404• Internal Audits• PCI Compliance• Disaster Recovery / Risk Mitigation


• Sales and Operations Planning• Collaborative Forecasting & Planning• Continuous Replenishment – “Sell one,

Make one” • Vendor Managed Inventory• Supply Chain Transparency


• Evaluation and Risk Management• Decision Making Criteria for

Operating Model and Systems• Rapid Integration & Benefits

Realization• Human Resources Management and

Team Building

Ravi Kurumety [email protected]

About Ravi Kurumety …

Excerpts from references:

• Ravi is an intelligent, inquisitive, and motivated individual who exhibits these traits with true professionalism, discipline, and integrity. As the President of a large division of the Stanley Works, there are several traits that I look for and develop with employees: Accountability, Integrity, Respect, Vision, and Speed. Ravi demonstrates all of these traits, reinforced with continued reliability and confidence.

• Ravi has a bias and passion for excellence and continually strives to be best in class. In addition, Ravi is more than an individual contributor, he is a natural leader who builds positive working relationships, works for the good of the team, treats others with respect, and energizes others around him.

• Ravi Kurumety is a unique individual exhibiting knowledge, maturity, ambition, integrity, and a style that continues to grow with time.

• He is an engaging personality and is able to develop key relationships at levels of the organization. His attention to detail and ability to balance business needs with IT objectives served him well in his ability to achieve the results desired and expected by Business and IT management. He is well respected by many of his peers and his ethics and commitment to his employees earned him their admiration, respect, and commitment to put forth 110% effort


Excerpts from a recent Predictive Index Assessment:

• He has a strong sense of urgency, initiative and competitive drive to get things done, with emphasis on working with and through people in the process.

• Ravi is a confident and venturesome 'doer' and decision-maker who will delegate details and can also delegate responsibility and authority when necessary.

• Ravi is a self-starter who can also be skillful at training and developing others. He applies pressure for results, but in doing so, his style is more 'selling' than 'telling'.

• Ravi is an ambitious and driving person who is motivated by opportunity for advancement to levels of responsibility where he can use his skills as team builder, motivator and mover.

About Predictive Index Assessment Technique:

• The Predictive Index (PI) provides objective, reliable and valid information to assist decision makers in developing a motivated, productive organization of talented people. With PI, managers gain a much clearer understanding of a person's individual needs. Managers trained in PI can best position a person for success and develop each individual's strengths.

• (http://www.piworldwide.com/PredictiveIndex/Assessment.asp)


System Integration Across Global Entities Org Structure and Process Simplification Process and Organizational Change SAP, Navision, JDE, Macola, BPCS & legacy

applications

Business Applications

• SAP and Other ERP Systems for High Volume Transaction Processing

• Data Warehousing and Information Delivery

• CRM & Mobile technology

Global Program Management

• Programs Aligned to Business & IT Strategy

• Project Managing• Project Resourcing• Risk and Mitigation Management• Portfolio Management


• Strategy Formulation• Business & IT Alignment• Common Platforms and Information

Systems Architecture• Process Modeling/Blueprinting• System Reusability


• Margin Improvement Through Price Optimization and Global Visibility

• Inventory Reduction with Sales & Operations Planning / Forecasting

• Vendor Collaboration and Communication• Cycle Time Reduction - Automation


• High Performance Teams• Change Management• ERP Transformations, Major Changes

In Organizational Roles and Responsibilities

• Merger and Acquisition Process

Operations, Controls & Compliance

• Team Productivity• Systems Stability• Sarbanes-Oxley 404• Internal Audits• PCI Compliance• Disaster Recovery / Risk Mitigation


• Sales and Operations Planning• Collaborative Forecasting & Planning• Continuous Replenishment – “Sell one,

Make one” • Vendor Managed Inventory• Supply Chain Transparency


• Evaluation and Risk Management• Decision Making Criteria for

Operating Model and Systems• Rapid Integration & Benefits

Realization• Human Resources Management and

Team Building

Ravi Kurumety [email protected]


Excerpts from references:

• Ravi is an intelligent, inquisitive, and motivated individual who exhibits these traits with true professionalism, discipline, and integrity. As the President of a large division of the Stanley Works, there are several traits that I look for and develop with employees: Accountability, Integrity, Respect, Vision, and Speed. Ravi demonstrates all of these traits, reinforced with continued reliability and confidence.

• Ravi has a bias and passion for excellence and continually strives to be best in class. In addition, Ravi is more than an individual contributor, he is a natural leader who builds positive working relationships, works for the good of the team, treats others with respect, and energizes others around him.

• Ravi Kurumety is a unique individual exhibiting knowledge, maturity, ambition, integrity, and a style that continues to grow with time.

• He is an engaging personality and is able to develop key relationships at levels of the organization. His attention to detail and ability to balance business needs with IT objectives served him well in his ability to achieve the results desired and expected by Business and IT management. He is well respected by many of his peers and his ethics and commitment to his employees earned him their admiration, respect, and commitment to put forth 110% effort


Excerpts from a recent Predictive Index Assessment:

• He has a strong sense of urgency, initiative and competitive drive to get things done, with emphasis on working with and through people in the process.

• Ravi is a confident and venturesome 'doer' and decision-maker who will delegate details and can also delegate responsibility and authority when necessary.

• Ravi is a self-starter who can also be skillful at training and developing others. He applies pressure for results, but in doing so, his style is more 'selling' than 'telling'.

• Ravi is an ambitious and driving person who is motivated by opportunity for advancement to levels of responsibility where he can use his skills as team builder, motivator and mover.

About Predictive Index Assessment Technique:

• The Predictive Index (PI) provides objective, reliable and valid information to assist decision makers in developing a motivated, productive organization of talented people. With PI, managers gain a much clearer understanding of a person's individual needs. Managers trained in PI can best position a person for success and develop each individual's strengths.

• (http://www.piworldwide.com/PredictiveIndex/Assessment.asp)

1 value proposition examples (per ed jowdy)

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