Marc Bornstein Email & Phone Number

Pittsburgh, Pennsylvania, Us

Reporting to the Director of Project Management in the Strategy Realization Office & Enterprise Project Management Office of this $22B, 20,000 person Fortune 500 supply chain and distribution company.

Dallas, Texas, Us

Reporting to the SVP, Information Technology of this $1B, 90k+ single-family home leasing company, improved the “business of IT” including project selection/prioritization, measurement/metrics reporting, Agile maturity, and vendor management. Focused on aligning IT initiatives with business goals and delivering maximum return on IT spend through more efficient and effective IT processes. • Rejuvenated the IT metrics/reporting process championing a “what is measured improves” culture that reduced out-of-acceptable-range exceptions 80% in 6 months. Standardized reporting schedules, implemented actionable KPIs, created targets and definitions of “good”, had metric owners be the metric presenters, and instituted pre/post metrics debriefing sessions. • Increased Agile Maturity of all 11 Scrum teams over the initial baseline by implementing subjective team surveys and objective metrics of velocity, churn, flow status, and backlog health generated by JIRA Great Gadgets and EazyBI. • Developed and implemented a review, intake, resourcing and prioritization process for proposed new projects. Assigned numeric values for benefits, effort and complexity to reduce ad hoc, subjective intake and prioritization of new initiatives. Communicated quantified cost/benefits/risks along with “what if” scenarios to all stakeholders before starting an initiative giving leaders a chance to change prioritization. • Established an IT vendor management process. Benchmarked software, hardware and staffing contracts against current market. Negotiated with vendors to replace short term agreements with discounted multi-year contracts, cap end-of-contract price increases, extend payment terms an additional 15 days, and bundle services at the same pricing structure. Generated annual savings of $500K by renegotiating 11 contracts comprising 80%+ of software spend.

Chicago, Illinois, Us

DIRECTOR, PMO & Office of the CIOCision is a $2.0B media services company with 80,000 customers, 4800 employees at 24 locations globally providing software and services to advertising, public relations and marketing communications departments of agencies and major companies. Reporting to the CIO, works with business to set strategic IT direction for corporate applications, address governance/security risks, enhance end user experience and improve project processes. Leads PMO team shepherding critical initiatives. Created Project Management processes by migrating and standardizing Agile; utilizing JIRA tickets, and Kanban boards. Changed Microsoft Projects/Excel artifacts to Smartsheets.As Chief of Staff for the Office of CIO: • manages and audits $15M global IT budget; • conducts IT due diligence for M&A transactions; • reviews contracts including Microsoft & ServiceNow using Gartner; • tracks world-wide application inventory to expedite executive queries; • accelerates filling openings and verifies org chart accuracy; • institutes title rationalization/standardization, career pathing, and compensation bands; • increases employee engagement by town halls meetings, topic selection, surveys and Q&AMajor initiatives include:• Spearheaded strategic crisis team to:o Addressed business-critical Order-to-Cash problems from Salesforce & NetSuite go lives with 100s of improvements which resolved 1000s of customer issues.o Reset a 7-week late endpoint detection project by instituting daily monitoring. Delivered the phase 1 on time and phase 2 early. o Oversaw FTE & contractor onboarding enabling Day 1 productivity. Employee on-boarding survey improved from 25% to 80%. • Created success metrics & OKRs. Implemented monthly scorecards to address executive queries. Reduced the time to generate information by 50%. • Implemented best practices for reconciling cost center allocations, capitalization, and restructuring analysis. Saved $500K.

Beloit, Wi, Us

Director Project Management Office reporting to the CIO, sets the strategic direction for the 250-person IT team ($16M budget) by aligning project portfolio with overall business goals. Key influencer in selection of projects based on business readiness, sustainability risk, rapid ROI and corporate funding model. Oversees Project Managers working across the US, Canada, China, India, Italy and Mexico to complete 2-5 large, strategic programs annually with co-ordination of testing by 500+ people conducting tens of thousands of scenarios. Programs include acquisition integration, system upgrades, technology transformations and elimination of obsolete platformsInstrumental in implementation of an application standardization strategy to run the company on a single global ERP platform (Oracle EBS) that has achieved 80% adoption. Additional contributions:Updated Regal’s Project Methodology through consensus building workshops to remove complexity and consistently deliver highly complex projects on time, budget, with and zero harm to customers.Implemented “Gold Supplier” that lowered consultant turnover from 20% to 2%, reduced talent acquisition costs drastically and cut hourly costs 25%... while raising quality and productivity. Built a 2-year recent grad Rotational Development program that HR adopted and rolled-out corporate-wide. Recognized for cultivating a strategic partnership with Oracle Corp that created close relationships across Sales Support & Executives. Leveraged the relationships to negotiate favorable contract terms including shelving for a 40% reduction in Cloud costs, eliminating maintenance increases for 6 years, price holds, discounts of 80%, custom utilization metrics & licenses. Championed MDM to turn data into actionable information simplifying processes, removing waste , and eliminating manual work. Evolved MDM approach from using reactive tools to exploring new AI/ML with predictive analysis.

Chicago, Us

Joined the Oracle Center of Excellence (CoE) in the $20B Healthcare subsidiary with 50k employees in 100+ locations globally. Originally assigned to assess the health of current projects and guide struggling projects to successful delivery. Ran the largest, high risk Oracle upgrades, acquisition implementations, regulatory compliance programs and expanded the CoE to include Siebel and custom applications.Reporting to the VP of Business Applications CoE, led a team of 12 direct reports and 50 consultants with a $6M budget.Implemented standard repeatable processes for 30 go-live events/year in 11 distinct Oracle/Siebel environments. Established a continuous improvement culture to support $50 million spend on 100+ projects each year.Turned around the performance and reputation of the Regression Testing team with a focus on quality, improved processes, team-oriented goals, and extensive training and coaching.

Chicago, Us

Dotted line reporting to the Healthcare systems CIO, assigned to the most challenging projects. Harmonized several different version of validation which occurred as a result of a prior FDA consent decree. Provided repeatable standard processes across the entire organization, adopted best practices from the different validation approaches, and reduced implementation time by 40%. Trained additional associates as validation managers, and created validation grading system allowing many more people to approve validation requests.Key player in IT spend reduction from $14M to $4M (target was $7M) in the Great Recession. Embraced a higher risk strategy combining 8 programs under 1 program manager, eliminating 70% of the spend, selecting the best consultants, and delivering all functionality on time with high quality.Delivered the first Brazilian program on time and on budget. The program doubled operating margins from $6 million to $12 million by eliminating a third party systems and a $30M compliance risk. Commuted to Brazil to learn Brazilian regulations and localizations, upgraded consulting talent, created a detailed project plan and budget and hired a translator to produce status reports in English. Led implementation of $350M acquisition including ERP, MES, and PDM systems covering 4000 parts supporting high speed operations of 2000 customer orders per day.Reviewed backlog of 200 IT projects and reduced it to 11 IT projects Applied lean philosophies, combined similar projects together, applied business change management skills to alter business processes instead of customizing IT systems, used visual manufacturing principles to communicate status eliminating the need for new or modified IT reports.

Chicago, Us

Oversaw 50 programs in 25 global locations with a budget of $40M and 600 employees and contractors.Assessed projects currently in progress and turned around failing projects by insisting on building detailed project plans, refusing to commit to fictional dates, and candidly communicating problems to the executive team. Championed simplification by eliminating customizations and promoting Oracle functionality. Initiated Sarbanes-Oxley compliance review which had FDA validation added to the program scope.Recognized by Oracle for completing the largest Oracle upgrade to date. Rolled out Oracle upgrade methodology and best practices across all other GE Healthcare Oracle instances.

Recruited into the Oracle practice of this 2000 person consulting firm as a recognized delivery leader of offshore IT services. Leveraged the relationships with GE and added additional new generating over $4M+ in sales of offshore consulting services and a variety of on-site Oracle implementations, customizations, upgrades and rollouts including Financials, Purchasing, Time Reporting, Order Management, e-Commerce, Manufacturing, Project Accounting, and Shipping/Logistics. Clients included GE Corporate, GE Industrial Systems, GE Power Systems, GE Global Research, Church of Scientology, Waterpik Technologies, CNF Transportation, Mesa Air Group, and Byte Mobile

Miami, Florida, Us

Joined Answerthink as a private company and participate in the process of going public. Led teams of up to 45 Oracle consultants implementing and customizing Oracle applications including Financials, Purchasing, Order Management, Cash Management, Payables, Manufacturing, Planning, Sales and Marketing. Clients included GE Corporate, Webvan, Bellsouth and Exar Semiconductor. Built custom Purchasing functionality for GE that reduced time to add a new supplier from 3 weeks to 3 days saving $1.5M and a Payable application for Bellsouth saving $750k annually.

After completing 4 rotational assignments in Applications and Networking as part of GE’s IT Leadership Training program, joined the Trailer Leasing Division leading small teams in the US and Netherlands implementing Oracle Financials and migrating databases from Sybase to Oracle. Worked out of multiple locations; Stamford CT, Eden Prairie MN, Devon PA, Amsterdam Netherlands

Bs; Mba, Business; Finance And Information Systems

Bachelor Of Science (B.S.), Decision Sciences