Dennis K. Cuffel Email and Phone Number

Responsible for supporting a Mission Driven organization that employs more than 3,200 team members and is educating over 3,000 students every year. The organization acts as a steward for more than $130M in revenue and other funding streams. Provide organizational and technological transformation that enables the success and continued growth of the Goodwill Mission. • Invested heavily into teaching and mentoring team members on vital skills such as: leadership, management, business analysis, documentation, business communication, process design & execution and project management• Established routine meetings with Mission Partners for accountability, transparency and strategic planning• Improved Service Levels to met Mission Partners expectations while reducing head count by 50%• Virtualized our data center by: relocating our network head end to a hardened data facility, eliminating physical servers by migrating to IaaS and simplifying our Disaster Recovering by incorporating RaaS• Unified organizational stakeholders that allowed for the smooth opening / relocating of over 15 retail stores and 2 new schools in a 20 month period (including opening 3 stores in 13 days)• Drove Goodwill’s first successful compliance achievement with the Payment Card Industry (PCI)• Lead efforts to extend compliance into the areas of Private Health Information (PHI) and student privacy related to Family Education Rights and Privacy Act (FERPA)• Implemented new cloud based applications including Vonigo for Donation Pick Up and iCIMS for Applicant Tracking• Utilized Service Desk metrics to improve the delivery of our technology and services• Taught an increased sense of urgency and accountability through modeling and consistent follow up that has dramatically improved the overall operation and availability of IT infrastructure, services and applications

I teach a Business Consulting Class (BU 325). Students are grouped into teams from 3 to 6 members and perform consulting services for a business-oriented enterprise for the semester. As the semester starts, I view my role as a business coach. My objective, as the coach, is to constantly lead and inspire the students to provide value to their client. The final deliverable for the engagement is an in-depth set of consulting documents and a final presentation. From the business world these consulting documents are very familiar: competitive analysis, financial model, project plan, social media strategy, survey interpretation, educational curriculum, stakeholder map and the like. However, for almost all of the juniors and seniors taking this class, these business documents can be intimidating and at times even foreign objects. At the end of the semester, each team must submit their deliverable package, usually 30 – 60 pages of documentation, and present a 45-minute synopsis of their engagement to an audience of 50 to 60 people. The audience is inclusive of their client, university faculty members, other clients from other engagements, parents and peers. With few exceptions, the clients express their enthusiasm and/or appreciation at the level of detail, thought and insight provided by the students. During the question and answer session of the presentations, the dialog between the clients and the students represent a level of discussion that is substantive in nature and beyond a cursory understanding of the client’s business. The students demonstrate a level of subject matter expertise that imbues their presentation and interactions with confidence.

Dennis.Cuffel@LongitudeAdvisors.comFounded Longitude Advisors to accelerate business growth of medium, small and startup companies. Responsible for all aspects of the business including finding and securing new business, meeting and exceeding customer’s expectations, capitalization, managing all legal aspects, hiring talent and ensuring quality deliver. Longitude Advisors' Vision: To Accelerate business growth and improve the opportunities of the commercial success of new and evolving businesses by assisting companies with strategic navigation through and around obstacles while maintaining a determined, focused and concentrated goal of appropriate profitability.Specialties:Longitude Advisors' Mission: To galvanize the resources of people, know how, capital & relationships with an energized network of competent people and organizations that are inspired and motivated to create, build and grow successful companies one business at a time.Accomplishments include:• Secured over $2M in funding for businesses through loans, agreements, investments, grants and private placement.• Nailed numerous sale agreements for clients that exceeded $1.5M including a “first sale” for one startup.• Emphasized formal governance, transparency and role definition for owner/executive decision-making.• Instrumental in galvanizing client’s focus to launch new products / services creating new revenue streams.• Methodical approach to consulting including SWOT, process flows, cost & competitive analysis, focus groups, project management, business process re/engineering, research and networking.• Navigated startup & small businesses through huge/overwhelming challenges including lawsuits & product failures.

MMY Consulting empowers Clients to accelerate the exploitation of technology within their organization. From the enormity and complexity of Fortune 500 companies all the way to agile and energetic start-ups, MMY works side-by-side with Clients toward the advancement of their technology aspirations.As a Senior Consultant I provided consulting expertise to external clients and internal teams on the following projects: • State of Indiana - Family and Socials Services Administration (FSSA) – Provided project support for evaluating the impact of the Affordable Care Act (ACA).• State of Indiana – Department of Transportation (INDOT) – Assessed internal IT processes against the Information Technology Infrastructure Library (ITIL) model. • Rolls-Royce – North America – Developed a financial model and sustaining processes that support the cost breakdown and reporting of a multi-million dollar, multi-year infrastructure upgrade project.• Angie’s List – Planned RFP strategy and collected requirements for the procurement activity related to upgrading the growing and complex telephony environment. • MMY Consulting – Business & Service Development – Responsible for securing new business and building / managing new service offerings such as Application Development.

DKC procures and delivers a variety of disposable healthcare products. These products target mainly individuals that are incontinent. Customers include private paying individuals, Medicaid members and group home associations. Prior contributions include capitalization strategy; navigation of legal actions; upgrading marketing & internet presence; infrastructure stabilization & cost reductions, application rationalization and process improvements. My current role is only one of advising when needed (once or twice a year).

Director, IT Account Management – Patents & Licensing and New Media Services 2002 - 2003This position was responsible for managing the strategic relationship between Information Technology and two, of Thomson’s five, Strategic Business Units (SBU) - Patents & Licensing and New Media Services. Included in this responsibility was the liaison duties of two joint venture between Thomson and Carlton (Carlton was based in London and is now known as ITV). The two joint ventures were ScreenVision US & ScreenVision Europe. This position reported to the Chief Information Officer (CIO). Duties included (partial list):• Maintaining strict adherence to decision-making protocol with up to four separate and individual companies. • Holding routine steering committee meetings for each business unit and joint venture to discuss all relevant topics. Additional activities included agenda creation and review / practice of all presentations. • Designing and implementing integration approach for newly acquired businesses. This included, but is not limited to, creating and implementing a governance structure, determining funding level (budget), integrating infrastructure, and approving and directing all IT related initiatives. Divestiture actives were also included.• Evaluating potential business investments, including “Due Diligence”, related to technology and intellectual property.• Establishing rationalization process for application portfolio management against corporate technology roadmap. Creating high-level business requirements as the starting point for software selection criteria when needed.• Reporting “Best Practices” and benchmarks for monthly measurements; Conformed to PMO standards.• Controlling and optimizing IT spending levels for each business unit within the Thomson corporately defined limit.2003 approximate revenues: Patents & Licensing 418 € million and New Media Services 163 € million.

Held responsibility for delivery of infrastructure resources & processes for North/South Amer. that supported over $6B in annual sales. Scope included 100+ Thomson personnel & 60+ contractors, annual budget of $34M, 3 data centers (providing 24/7 x365 coverage), delivering services to 60 sites across 6 countries / 2 continents and operating 3 mainframes, 70 midrange servers & over 120 NT servers.Accomplishments:•Globalized and rationalized infrastructure by creating and implementing common hardware and software standards, developing common responsibilities, and defining common processes. Exited multiple hardware platforms and software packages. This reduction activity reduced our fixed costs and simplified our technical environment.•Initiated, led, implemented, and owned a successful global outsourcing initiative that provide consistent availability, operating world-class processes, ensuring disaster recovery capability, documenting and measuring service levels, and focusing the remaining infrastructure personnel on strategic management. Reduced Thomson headcount by 67% & eliminated 60 contractors while maintain services and adding new services.•Reversed the growing trend of the infrastructure budget by improving the utilization of assets, and controlling the introduction and elimination of technologies while managing the expectations of Application Development. Reduced infrastructure budget by 15% for 3 consecutive years.•Achieved up to a 20% cost savings with contract negotiations by creating and negotiating global level contracts with some unit price savings of 50%.•Communicated financial responsibility and transparency through the proper allocation of infrastructure costs while improving asset utilization. Created an itemized list of infrastructure hardware, software and services with their corresponding unit costs. This new financial transparency improved the abilities of both IT and the business to control cost and manage capacity.

Application Development Manager (from Programmer), IT Marketing and SalesManaged 40+ employees & 40+ contractors. Chartered and executed new projects that implemented, enhanced and maintained code for mostly Commercial Off-The-Shelf (COTS) software and several in-house developed applications. The scope of this position included: building business relationships creating and justifying the annual budget, supporting applications and development environments on multiple platforms and technology environments including client / server.Accomplishments:• Successfully implemented a new warehousing and logistics application after the third failed attempt from the former manager. Communicated and reset project expectations with Executive Management.• Envisioned, created and implemented a call center Customer Relationship Management (CRM) solution that delivered a 2-year return on investment and received the 1998 Call Center of the Year Award from Call Center Magazine. This solution integrated multiple client server applications at the desktop level and also integrated telephony features of the PBX and Voice Response Unit (VRU).• Introduced new consumer-facing services with the launch of the Direct TV / Digital Satellite System (DSS) product. This effort required the creation of two entirely new in-house developed applications and the modification of three legacy systems. This project also implemented new integrated faxing technology and required extensive integration with the telephony functions from both the PBX and VRU.• Engaged customers directly, including: Circuit City, Direct TV, Target and Sears; to work on specific requirements related to Supply Chain, Logistics, EDI, Vendor Managed Inventory, and Point of Sale Information.• Successfully implemented a managed staffing service with CDI. This initiative immediately reduced the average contractor hourly rate by 25% during a time in which the IT skill sets were in short supply.