Cindy Hicks Email & Phone Number

Plano, Tx, Us

Plano, Tx, Us

Plano, Tx, Us

Oversaw up to three business portfolios—Toyota Enterprise Security Service, Corporate Accessories, and Service & Parts. Defined IT strategies and worked with vendors and internal stakeholders to execute large-scale IT initiatives that improved business and technology capabilities.CORPORATE ACCESSORIES DEPARTMENT► Played integral role in migrating enterprise data center to Texas by transferring the application portfolio for the entire After-Sales division (a project that extended beyond Corporate Accessories Department). Provided leadership to develop product life-cycle management tool for Toyota and Lexus accessories. This effort resulted in a single portal to aggregate functions across engineering, planning, pricing, purchasing, marketing, supply, and document management.SERVICE & PARTS SUPPORT / WARRANTY► Planned, prioritized, and managed 17 international and domestic mobile application development, business analytics, and e-commerce projects including initiatives that enhanced customer service, reduced warranty expenses, and improved operational and technical capabilities. Created the first enterprise e-commerce solution for Toyota and Lexus Parts & Accessories. TOYOTA ENTERPRISE SECURITY SERVICE (TESS)► Directed 100+ resources to design, develop, test, and implement the solution, and subsequently migrate 50 corporate and consumer applications (including mission-critical applications) to a new security platform. Completed the multimillion-dollar program and delivered substantial cost savings by introducing a decision-making model and engaging enterprise architecture to streamline services.

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Protected the organization’s information, assets, and reputation through security planning, controls, assessments, and best practices. Audited and evaluated compliance with infrastructure security, applications security, and privacy regulations and standards—including the time-sensitive telematics security assessment with 60+ internal and external stakeholders.INFORMATION SECURITY & COMPLIANCE MANAGEMENT► Partnered with Chief Information Security officers to develop the North American Security Roadmap. Streamlined security operations to complete or advise on 55 projects each year including critical enterprise initiatives. Led a team that initiated Toyota’s understanding of (and commitment to) vehicle security; traveled to Japan to present data and raise awareness with the parent company, ultimately leading the organization to merge this key role into security management.

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Rehired to manage IT projects across a broad range of business support services—human resources, legal, administrative services, and corporate communication. Directed IT teams to enhance, update, and support key software applications and systems. Developed staffing and sourcing strategies, and assembled a team of 10 loyal and motivated associates and consultants.CROSS-FUNCTIONAL LEADERSHIP & COMMUNICATION► Met changing technology needs of cross-functional business support departments by establishing open lines of communication with leaders and stakeholders. Maintained accountability for department budgets, forecasts, and cost-saving strategies.

San Francisco, Ca, Us

Sought out to apply for contract position with Toyota (via Pro Unlimited), successfully returning to Toyota after leaving for a personal reason—to volunteer with several organizations in Africa. As Senior Project Manager, led and mobilized technology teams and worked with business stakeholders to implement standardized practices, procedures, work instructions, and controls to ensure regulator compliance and improve information systems and service delivery.

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Selected to join the technology leadership team and execute special projects that enabled enterprise growth, stability, and focus on innovation. Collaborated with business and technology stakeholders (including senior executives) and external vendors to seamlessly execute IT projects and drive measurable outcomes throughout the global enterprise.TOYOTA VALUE ACTION PROGRAM II► Elected to cross-functional team to analyze $500M in potential cost savings (proposed by an outside consulting agency) to establish a structure and process to evaluate opportunities and determine which projects were feasible and most meaningful to the organization. Identified $51M in achievable savings over five years.NEW OPERATING MODEL► In a project that grew out of Toyota Value Action Program II, led team to restructure the information systems software delivery organization for transparency, accountability, and customer focus. Collaborated with executive managers and stakeholders to meet competing needs across automotive, customer service, enterprise and affiliate verticals.AUTOMATED WAREHOUSE MANAGEMENT SYSTEM (WMS)► Worked closely with the Product Manager to measure the impact and feasibility of implementing a WMS throughout the North American parts distribution network. Led 25 team members to deliver WMS proposals. Influenced senior business leaders to create actionable release plans.

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Oversaw deployment of a solution to optimize inventory in the company’s parts distribution supply chain. Led and coached 50 employees, consultants, and contractors to configure, implement, and deliver demand planning, service parts planning, and data warehouse systems. Performed root cause analysis and rapidly resolved project and technology issues.IT DELIVERY MODEL► Guided the transformation to a new IT model to deliver functionality to the business every three to six months (a new concept at the time when Waterfall was the go-to methodology for IT project management).PROJECT MANAGEMENT & PRESENTATION► Achieved 100% of ROI objectives for the $50M, three-year project. Selected to present insights at the i2 Value Delivery Services Seminar to an international audience.

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Launched the first interactive version of the company’s intranet to keep pace with technology and improve communications at the enterprise level. In one example, created a website that delivered timely sales data for executives.

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Led business and information systems employees to newly build an automated parts receiving system to support a major business transformation project, which established the foundation for Toyota’s current two-tier parts distribution network. The current model improved implementation of just-in-time inventory and enhanced customer service.PRIOR EXPERIENCEBegan career as a technologist (Programmer Analyst) for Toyota. This role led to a progressive career in information technology project management, strategy, leadership, and coaching.