Chuck Harvey Email and Phone Number

Senior technology consultant and advisor.

Recruited by the CEO and CFO to transform the company’s legacy technology capabilities. FreshRealm is a fresh food manufacturer and distributor selling to some of the largest grocery retailers across the United States. As part of the senior leadership team, my mandate was to ensure technology would enable rapid growth.

Recruited by the President and CFO to transform the company’s legacy technology capabilities. Royal food Service is a Produce Services company that serves that Atlanta areas. They have a second company, called Royal Fresh Cuts that cuts fruits and vegetables to order.Royal Food Service has been in business since 1994 and is still a family owned and operated business. The combined companies employ more than 300 people and generate revenues of more than $300M. They service more than 3000 customers- Implemented new processes for project management, full lifecycle testing and engineering to develop and deploy a new custom developed ERP solution to replace a 20 year old legacy system.- Improved on premise infrastructure and cyber security and started developing a strategy for migration to the cloud.- Started the effort to deploy a new ERP solution for Royal Fresh Cuts to migrate off the shared legacy application to Microsoft Business Central.- Worked with our existing warehouse management provider, BGC, to deploy their android application and enable automated scanning of orders to customers to eliminate manual invoice management and improve delivery and invoice accuracy- Upgraded devices supporting warehouse inventory management. Upgrades included Forklift computers and wearable scanning devices for selectors.- Improved WiFi coverage for the warehouse across both companies

Managing Director - EY TMT Practice.Working with EY Advisory Services to grow the TMT practice through Business Architecture, Technology Strategy, Enterprise Architecture and Organization Design. I bring 2 decades of exceptional experience in the TMT space to help EY customers deliver against their critical strategies.

Recruited by the COO/CFO to build the IT function for this new medical device company. Nuvectra spun out of Greatbatch to form a new publicly traded company specializing in Spinal Cord Stimulation (SCS) products. My role as CIO-CISO was to build the IT function including all Enterprise Platforms and IT Services.

Recruited by the company’s partners to transform the existing IT function and enable the company to scale quickly and deliver new technology products and service. This was a complete transformation of the hardware and software platforms and all IT related services.Delivered a data management architecture in SQL and NoSQL to support reporting, analytics and predictive analytics providing leadership with the data needed to make informed decisions to improve the customer experience and create new products and services.

Initially recruited to transform the delivery practices for the entire company. This included creating the enterprise PMO and IT PMO, including building the end-to-end delivery strategy from business intake through to IT delivery and business and operational readiness. Asked to lead all critical transformation programs to replace core legacy platforms and drive process improvements across the enterprise. Promoted to interim CIO and then to CTO for a critical and strategic investment to build Muve Music, an award winning mobile music platform.

Promoted to lead the technology functions for Boost Mobile, the pre-paid division of Sprint-Nextel. My role included building the new Billing and Care platform to enable the company to scale from 200K customers to 5M. Worked in partnership with the product team to build an innovative product catalog that made Boost the fastest growing Pre-paid wireless brand in the country.I led a team that delivered solutions for eCommerce, POS, Inventory and Order Management and distributor portals that drove sales and improved the customer and partner experience.

Directed the pre-merger IT Assessment for the Sprint and Nextel Merger to identify critical technology synergy opportunities across all customer and revenue facing operational platforms (e.g., Care, Billing, Provisioning). This initiative involved lateral leadership across functional teams of employees from both legacy companies (business and IT) and external consultants to analyze and define the “go-forward” insource/outsource strategy for six key portfolio areas, namely Billing Operations, Bill Print, Call Center Technology, Application Development and Maintenance, Testing, and Data Centers. Each of the five target areas were evaluated from a technical, operational, performance, and commercial (contract) perspective. Detailed financial and operational models were constructed in the form of a business case to support the team’s recommendations. The final deliverable associated with this initiative was a “Synergy Roadmap” used by the CIO to drive decisions and initiatives targeting IT consolidation and the delivery of IT Synergy. The result of this activity delivered the IT synergies to the company a full year ahead of schedule. The expected annual synergy capture associated with the recommendation is estimated to be in the range of $150M to $200M annually