Manoj Shah Email and Phone Number

Client: Time Warner (working as an affiliate of The North Highland Company), March 2015 - March 2019• Led a strategic assessment for the CIO; conducted site visits to Time Warner divisions (Turner Broadcasting, HBO, Warner Brothers to analyze and document resource management systems across the enterprise; assessed whether or not divisions could meet the client’s workforce management reporting requirements; built relationships with key client stakeholders and supported the design of an enterprise-wide reporting solution architecture• Developed an enterprise information security framework and set of standards and controls, inspired by ISO27001 and the NIST Cybersecurity Framework; obtained support from key information security stakeholders throughout Time Warner (HR, Physical Security, Legal, Internal Audit, and senior IT management) to establish enterprise standards.• Managed a program of multiple compliance and information security-related work streams; ensured the timely completion of a portfolio of 500+ high priority projects to support divisional and enterprise objectives• Worked with Time Warner’s CISO to develop an updated enterprise-wide Information Security policy and an associated set of robust, measurable standards and controls

• Created and led a group that established product planning, business case development, business analysis, competitive benchmarking, user experience, and visual prototyping as critical steps in Time Inc.’s digital product development lifecycle • Analyzed product ideas and business initiatives generated by Time Inc. brands/business units or by technology groups; crafted product definition documents, opportunity assessments, and business cases to justify investment and obtain senior management approval• Recruited a team of digital product analysts, user experience professionals, mobile strategists, project managers, and social networking experts; team served as a liaison between various technology teams (Mobile, e-Commerce, Digital Asset Management) and Time Inc. brands/business units • Managed team to work collaboratively with product owners to develop innovative products; team has assisted with ideation and development of 20+ mobile and tablet apps, four e-Commerce sites, and implementation of social features to increase website engagement• Worked with a CTO to create a business case to form an internal mobile application development team; led to the formation of a team that has built or overseen development of 30+ apps; created and implemented a mobile development governance process• Authored the functional spec for a ground-breaking, disruptive B2C site (maghound.com) that enabled consumers to purchase magazine subscriptions via a monthly membership model; created the proposal for a $15MM project; site operated from September 2009 to June 2012.

Independent Management ConsultantClient: Time Inc.• Led an eight-person client team to implement procedural, organizational, and system improvements; used customer service best practice KPI’s to report results and developed management reports for client executive team; identified critical skill gaps and high priority functional and technical training needs; managed delivery of focused training to address these needs; nine-month effort yielded a 30% improvement in team’s self-assessment scores; saved client $300,000 in additional labor costs; improved service levels• Led a nine-member team to implement Endeca ProFind v7 search engine for TIME.comClient: MRM Worldwide (Digital Agency) – U.S. Army Team• Assisted MRM with the transition of the U.S. Army account from Leo Burnett• Created and assumed the role of Operations and Infrastructure Lead after the transition was complete; led a three person team to manage U.S. Army vendors that provided services in marketing fulfillment, list processing, data entry, marketing event management, call center, and Interactive Voice Response • Led U.S Army vendor site visits around the country; evaluated marketing vendors and advised client on the ones with which to continue relationships

• Led a team of 15 client managers, Accenture staff, and contractors to redesign the client’s order-to-cash process as part of a company-wide reengineering and SAP implementation project; reduced client order cycle time and automated inefficient manual processes• Led a six-person team to create, pilot, and implement a 70-person Customer Care Center to support a new order-to-cash process; transformed client’s inefficient, internally-focused, silo-based order-to-cash organization into one that was effective, customer-centric, and process-based; pilot benefits were advertised by client president in speeches to business units around the U.S.• Assessed client’s customer base and segmented accounts based on channel and profitability; designed support organization to maximize service for highest margin strategic accounts and to lower operational costs for less profitable accounts• Created business case to quantify the benefits of implementing SAP and to undertake a reengineering program; resulted in the approval of the $9 million engagement• Led a team of 40 client and consulting personnel to conceptually design and prototype the second release of SAP