Alexander Gutman Email & Phone Number

Providence, RI, US

Entrusted to continuously evolve digital and technology capabilities across the organization

Member of the CNBC Technology Executive Council, the premiere council of technology executives (CIOs, CTOs, CDOs, CISOs, etc.) assembled exclusively by CNBC. Members hail from top-tier companies and organizations across sectors and industries. The council, in conjunction with CNBC, leads ongoing high-priority discussions about employing breakthrough.

Jersey City, NJ, US

• Accountable for all technology services (IT/OT/Digital/Security), budget, initiatives and staff at China Construction America (CCA) and its subsidiaries in North and South America
• Drove digital transformation efforts through and owned the operational outcomes of a multi-year technology/data roadmap focused on:o Creating a shared services center model for all technology and data services across.

Paris, Île-de-France, FR

• Accountable for all the IT operations in the Americas zone focusing on establishing best practices in the areas of Business Intelligence, E-commerce and Innovation that could scale across other zones
• Developed, deployed and managed a data/analytics management team within the IT function ultimately focused on driving a 1% to 2% increase in zone revenue year over year through improved data-based decision making based.
• Developed and led the IT zone staff to deliver against key projects in the areas of Cloud Computing, ERP evolvement (SAP S/4HANA), Digital, Business Intelligence, HCM, Sales force enablement and CRM.
• Partnered with the global IT leadership team to drive IT transformation from a “support function” to a “strategic business partner”. Progress was measured through regular surveying of business, IT and management staff
• Supported M&A and carve-out activities regionally and globally
• Collaborated with IT and business leadership teams to prioritize and fund demand for IT engagements based on business benefits and ROI (qualitative and quantitative)

Amsterdam, NL

• IT BRM for the Sales/E-commerce (inclusive of direct and indirect retail), Marketing, Data and Business Intelligence (BI) functions at Heineken USA
• Acted as single point of entry for the business and the prioritization process to manage IT demand
• Main point of contact for all IT enabled business process or organizational improvements
• Drove definition of business requirements for IT solutions and the creation of underlying business cases, ROI analysis and functional specifications
• Led priority-setting conversations to ensure timelines and resources could be planned and met
• Led strategy discussions with senior business stakeholders to understand departmental needs and set priorities

London, GB

• Managed the Financial/Commercial planning agenda to move the business from silo-based complex data manipulation to a simplified and integrated performance management mindset, through deployment of an innovative and.
• Led the development of a Center-of-Excellence (COE) support framework and organization for the cloud-based Financial/Commercial planning and reporting solution footprint to ensure operational excellence. Specifically.
• Established and ensured financial, governance and auditory compliance for all Financial/Commercial planning and reporting initiatives. Specifically, took a lead role on:o Establishing key initiative deliverables.

London, GB

• Led the development of the new and innovative IT strategy for the market. Owned the identification and execution of all IT enabled initiatives, inclusive of M&A and manufacturing/plant activity, within the region
• Accountable for engagement and relationship management with technology solution providers that illustrated the ability to drive innovation and simplicity while balancing cost, quality and benefit realization within.
• Developed and maintained strong business leadership engagement across the region, balancing the needs of the business with the strategy of IT to maximize value for the region and ultimately Diageo
• Managed the overall regional portfolio of initiatives (initiatives included deployment of Salesforce, Workday and others) and services inclusive of prioritization, resources, funding and benefit realization
• Identified technology and data needs of the region in partnership with the region’s senior leadership team and deployed applicable solutions
• Ensured delivery of major IT programs within the portfolio – business milestones delivered on target and costs contained within plan

London, GB

• Led process improvement efforts and resources using the LEAN methodology to ultimately make processes simpler, faster and better. Delivered multiple LEAN events in support of the long-term strategic goals of the.
• Partnered with the Sales and HR teams to ensure LEAN methodology was used to deliver best practices and global standards in areas of pricing and promotions as well as the annual employee reward processes
• Developed a scorecard mechanism capturing a set of cost-to-serve, productivity, profitability and commercial metrics to provide a market specific snapshot view of business performance. This mechanism is now utilized to.
• Developed and led LEAN training events so as to embed the LEAN methodology and a process improvement culture within the organization

London, GB

• Developed and drove adoption of the Information Security team’s operating strategy - Partnered with the Chief Information Security Officer (CISO) and other senior team members to define and embed the team’s Vision.
• Managed various Information Security program aspects of a company wide network architecture transformation initiative as network support transitioned from multi to a single vendor support model. This ultimately.

Norwalk, CT, US

• Managed an internal business integration program as the organization standardized on a single portfolio management and customer relationship management approach. The integration led to ~$7BB in additional portfolio.
• Managed a cross-system strategic effort to standardize risk-based pricing model attributes so as to sustain the organization’s AAA credit rating. Loss of rating could have led to ~$5MM annual revenue loss for the.
• Led the development of an IT strategy to implement and support a COE for Uniform Commercial Code, Insurance and Title processing. The initiative budget was set at ~$4.5MM with a ~2 year payback in the form of headcount.
• Introduced an automated process to manage and audit operating system privileged access accounts across the organization. Reduced the number of system-privileged accounts by over 33% and improved process capability by.
• Coordinated the implementation of a wireless network connectivity solution for remote leadership program training purposes, which reduced annual network setup costs by 30%
• Successfully completed GE's Information Management Leadership Program (IMLP)

Executive Master Of Science In Technology Management, Data Management And Analytics Specialization

Master Of Business Administration (Mba)

Bachelor Of Science, Industrial Economics