JungMee Lee

November, 2016

PersonalJungMee Lee

Year of birth Born in 1965

Telephone (mobile) +82-10-4995-6375

Education & Qualifications

1987 Yonsei University, Korea Bachelor of Science, specialized Physics

1999 Yonsei University, Korea Executive MBA – Supply Chain Management Program

2002 University of Washington, WA, USAWeb Service Technology Certification Program

2009 KAIST, KoreaAdvanced Innovation Management ProgramCEO program of executive MBA school

Career Summary2015 to Present 2008 to Present

2003 to Present

IBM Korea CTO (Chief Technology Officer) Executive Architect, Member of IBM Academy of Technology

IBM GBS Korea2015 to Present2008 to Present

Distribution Sector LeaderGlobal Partner (IBM global executive)

2011 to 20152010 to 20112009 to 2013

Application Innovation Service Line LeaderDelivery Excellence LeaderIT Architect Profession Leader

2007 to 2010 SOA and Technology Service Leader

2005 to 2007 Enterprise Integration Service Leader

2004 to 2005 Industrial Application Business Leader

2003 to 2004 EAI Service Leader

1996 to 2002 IBM Korea2000 to 2002 IBM B2B e-Business Engagement Manager

1996 to 2000 IBM C/S Service Application Architect

1987 to 1995 Korea Techno Venture InstitutesSoftware Engineer, IC Electronic Equipments, Severance Cardiology Center

Professional Experience

2015 to Current

2015 to Current

Chief Technology OfficerReports To: General Manager(CEO) of IBM KoreaNumber of Technical Community : about 1,000 techniciansSet up and execute the Technical Programs of IBM Korea

- Plan and Lead the TEC-K program and SIG activities(TEC-K is the affiliate IBM Academy of technology.

Under TEC-K, 10~20 Special Interest Groups running).

- Plan and Lead the Korea technical training programs

- Lead the Korea technical professional certification boards

- Communicate with GM and BU directors, and external as representative of IBM Korea technical community

- Plan and Conduct the Regional Technical Event

Participate and Act as a member of Korea CTO club (organization supported by KOITA)

Speech about IBM key technical initiatives at external forumsWrite articles and interview as the IBM CTO with externals.

Distribution Sector LeaderReports To: GM of IBM GBS KoreaNumber of direct reports : 3 executives & 4 senior managing consultants

Number of managed resources with matrix structure : 6

2014 to 2015

2011 to 2015

Number of Staffs : 3 executives

Responsibilities: o Lead business development for

distribution sector includes consumer packaged goods, retail, and travel and transportation industry.

o Manage Korean DIST sector accounts and build the relationship with client executives

o Plan and Execute the marketing event to manage the reputation of GBS Korea DIST business

Achievements:o Achieved the target of DIST business

revenue o Executed quarterly marketing event to pull

the interests in omni channel marketing and advanced analytics

o Developed new accounts for DIST Korea business

Dedicated Project Management in NS Shopping NGSProject Size : $13.2M USDNumber of Project Team members : about 150 FTEsBrief summary of project :

full scale next generation system PI for NS shopping based on theme “Beyond Amazon and QVC”. Full scale of commerce system for omni channel integrate from telecommunications, TV, Call Ctr, Internet, and Mobile and whole back-end process systems with global solution.

Brief summary of my engagement : When we started project, I was engaged as an accountable executive. But major subcontractor went away just before SIT and project fell into trouble situation. I reported situation to clients all business executives and asked their understanding the postpone of Go-Live. I engaged at project as a full time dedicated project manager based on NS Chairman’s request. With a project completion

plan and re-sourced sub contractors, I made project on track and completed all clients SIT and check list for go live. This project is a country first omni chnnel commerce with global packaged solution and personalized and recommendation technology. Above all, direct communication with NS CEO and PM, executives were very important to make a progression from the troubled situation. Now new system is doing all NS business across omni channel.

Application Innovation Service Line LeaderReports To: GM of IBM GBS KoreaNumber of direct reports : 80

Number of managed resources with matrix structure : 30

Number of Staffs : 4 executives and 5 managers

Responsibilities: o Lead delivery of all AIS projects : AIS

business boundary consists IT system environment assessment and planning consulting, Architecture Consulting, Complex Solution Implementation, System Integration, All SI business, Technology based IT consulting

o Lead business development from pipeline generation to make the contract signing

o Plan and manage the competencies and business offerings

o Manage the AIS organization and practitioners

o Communicate with global AIS leadership team

o Collaborate with other service line and sector team

Achievements:o Dedicated Project Management in NS

Shopping NGS project during 1 yearo Dramatic Growth of the service line :

Number of consultants increased from 18 to 90

Yearly Revenue increased from $1.5M USD to $40M USD

o Renewal service line with many program and initiatives. Weekly AIS business cadence (business leadership)Ad-hoc PM’s hour (delivery excellence)Monthly AIS academy program (skill sharing event), Quarterly AIS Award program (recognition)AIS team workshop each half-yearVariety in many networking programsDevelop future leaders (promote 5 associate partners)

o Develop new competencies in growth initiatives such as smarter commerce, mobile, and cloud. Through real projects engagements

2010 to 2011 Delivery Excellence LeaderReports To: GM of IBM GBS KoreaNumber of direct reports : 4

Number of Staffs :

Responsibilities: o Review and Approve all IBM GBS proposalso Manage all GBS projects delivery, Quality

Assuranceo Lead risk management for all GBS service

deliveryo Monitor the quality of Project deliveryo Manage the IBM’s project delivery

capabilityAchievements:

o Keep the DE negative with minimum level (manage the profitability of GBS service business)

2009 to 2013 IBM Korea Architect Profession LeaderReports To: CEO of IBM KoreaNumber of direct reports : N/A

Number of Staffs : N/A

Responsibilities: o Lead all IBM Korea architect professional

communityo Lead certification board of IBM architectso Lead all architect professional training

programo Support Open Group Architect certification

processo Communicate with global architect

profession office and local business leadership team

Achievements: o Certify more than 50 IBM certified

architects and 3 IBM senior certified architects

o Conduct 4 architect professional training programs with all local instructors who qualified as WW instructors

2006 to 2009 SOA and Technology Service LeaderReports To: GM of IBM GBS KoreaNumber of direct reports : 40

Number of Staffs : 3 managers

Responsibilities: o Lead delivery of all technical IT

consulting and technical SI projects o Lead business development from pipeline

generation to make the contract signingo Plan and manage the competencies and

business offeringso Manage the service organization and

practitionerso Set up and Lead the SOA competency in

IBM GBSAchievements:

o Develop the SOA training material for all GBS consultants and customers

o Enable the GBS consultants in SOA through more than 10 times of SOA training for all GBS consultants

o Lead solutioning and delivery of country first pure SOA based big scale SI projects in telecommunication industry and electronics industry

2003to 2005 Enterprise Application Integration Services Leader / Industrial sector - Application Innovation Services Business LeaderReports To: AIS Leader of IBM GBS KoreaNumber of direct reports : 18

Number of Staffs :

Responsibilities: o Lead delivery of EAI projects o Lead EAI business development from

pipeline generation to make the contract signing

o Plan and manage the EAI competencyAchievements:

o Re-build the EAI competency and EAI business from the ground

2000 to 2002 IBM B2B e-Business Engagement ManagerReports To: e-business services Lead in IBM KoreaNumber of direct reports : 11

Number of Staffs :

Responsibilities: o Lead B2B e-business offering development

: e-procurement, e-marketplace, e-sales for enterprise

o Lead B2B e-business service saleso Plan and manage the B2B e-business

competenciesAchievements:

o Built 3 e-marketplace references (Unibid.com platform implementation, engineM.com platform implementation, ITMEX marketplace business modelling) in Korea

1996 to 2000 IBM C/S Service Application ArchitectReports To: IBM Business Innovation Services LeadResponsibilities:

o Design and delivery the solutions using distributed IT environment

Achievements: o Delivered services with designed solutions

on demands in Hanwha Energy, Kukmin Ilbo, DaeWoo Construction, LIG R&M insurance, Jeil Bank, etc.

Software Engineer at Korea Techno Venture Institutes

1987 to 1995 Worked in ICS equipments in Kwangju as a MIS solution consultant and lead designer of MIS system

Lecture of C-language and UNIX O/S as an external lecturer in Samsung SDS

Worked in Severance Hospital Cardiology Center as a software engineer

Worked in many projects as a software engineer specialized in MRP II, MIS, Sales System

Personal Strengths Balanced leadership in both of technology and business

Experienced in both of technology and business for 29 years. By leading technology-based business solutions, solved client’s business weaknesses and provided improvement initiatives. Built competency with strong driving force and client partnership.

o Has led IBM’s strong technical professional care program as an architect profession leader. Now also working as a CTO. Led architect profession to establish variety of professional training programs and qualified instructors. With active communication with GMs and each BU directors, supported an excellent technical professional contribution.

o Developed and maintained a wide range of communication programs to solve disagreements between business/sales team and technical teams. Successfully encouraged all technical professionals actively participate at IBM’s transformational initiatives.

o Led the projects with deep understanding of clients’ business weaknesses and strategic business plans. With balanced leadership, established a trust between internal team and client executives.

Build new competencies in various sectors Built stronger competence by leading IBM’s diverse

development projects, such as Service Oriented Architecture, Business Process Management, Full Scale Smarter Commerce, and B2B e-Business. Consistently challenged oneself to plan and execute new vision in cooperation with team members.

o Demonstrated an outstanding leadership in building new organization and developing competence in new area. By designing strategic

roadmaps, rendered effective outcomes in business plans. With persuasive rhetoric and clear plans, achieved business goals.

o Capable of fast learning and adapting in changing company directions (IBM has transformed all organization and measurements with aligning company transformation strategy). Trained to understand company strategy quickly and motivate team to move aligned with company strategy.

o Currently by leading a cognitive business, IBM’s AI (artificial intelligence) business with machine learning, experiencing widely business-applicable technologies. As a mandatory business background for the new era, AI business leads to accurate optimization and prediction based management. With trained skills and experiences with cognitive business, would be able to lead future business leaderships.

o Has proven competence to build the organization and motivate dramatic growth in business. Trained numerous mentees and junior colleagues who want to follow my challenging leadership. With such passionate and progressive leadership, has differentiated myself from peer executives with same historical executive tenure.

Working experiences in multicultural backgrounds and foreign colleagues.

Ever since joined IBM in January 1996 as an experienced hire, worked with global leaders in designing and delivering the business solution. In 2006, promoted to an executive and actively contributed to the company with new initiatives, leading my team. By comprehensive analysis in problematic architectural decisions and technical issues, came out with alternatives and recommendation and applied them to render positive results.

o Technical professional career management in IBM is not led by manager but led by employee

ourselves. I actively set up the role model in global so to motivate myself to develop my career with leveraging my expertise and passion. With this active career management, I could survive and manage my life in global IBM very well. Moreover, I could learn and be familiar at working in multicultural environments and foreign colleagues.

o I have worked with American manager and Chinese manager before. I learned that nationality of manager is not important for the clear understanding of expectations and transparent communication. Putting extra efforts to solve the language barrier for more effective communication, built trust with foreign colleagues.