Matt Hartzman Email & Phone Number

• Mitigating Cybersecurity and Data Privacy Risks:
• Conduct a comprehensive, risk-driven cybersecurity and privacy (HIPAA) assessment to identify and prioritize the most significant threats to your organization. The result is not only a practical, actionable plan but.
• Develop and implement a strategic integration plan for disparate systems post-merger or acquisition. This approach enables seamless access to both operational and strategic data through effective system.
• Implement a robust vendor management program designed to optimize performance while managing expectations. This repeatable, tailored process ensures that vendor relationships are aligned with your business goals.
• Create a technology transformation roadmap that focuses on automation, modernization, and scalability. By evolving legacy systems, this plan ensures that your technology infrastructure supports efficient business.
• Perform a thorough AI risk assessment to understand the potential benefits and pitfalls of AI within your organization. This includes an initial audit, followed by an education plan to raise internal awareness, and the.

Chicago, IL, US

• Supported $11M-80M in revenue growth and 70 to 425+ in staff. Created and led the implementation of the Office of Information Security requiring a pivot from compliance-driven security to security-driven compliance..
• Oversaw security, including the transition to employee leadership and ongoing evolution of both managing cyber risk and ensuring compliance required by clients.
• Developed leadership and sophistication of processes – e.g., budgeting, asset management, vendor management, and integration with security.
• Established a new line of business – commercial healthcare service. Delivered ~$5M over three years in sales before merging with legacy sales structure.
• Created cybersecurity and compliance capability from zero to supporting 40+ government and quasi-government clients over four years.
• Developed risk management capability from scratch on request of owners as business volume exceeded the ability to manage existential risks as project load went from three to five active projects to over 30 at any given.

Frankfort, IL, US

Led growth by leveraging technology and data in an organization where executives and professionals interested in board service can find and meet with those interested in securing exceptional board members. Created a committee of volunteers to successfully select, configure, and rollout a new Association Management System for a rapidly growing national.

Albuquerque, NM, US

• Reported to the CEO and Board of New Mexico’s largest medical laboratory.
• Advanced the current TriCore projects with the required IT resources and guidance.
• Started and continued the development of capabilities that drive the overall TriCore strategic plan, including Enterprise Thinking, Portfolio Prioritization and Management, Strategic Supplier Management, Enterprise.
• Contributed to the evolution of the Executive Management Team.
• Led the successful search for a permanent CIO.

Albuquerque, NM, US

Recommended by board member, hired by CEO to compensate for surprise departure of Chief Information Officer. Led development of enterprise thinking capability among executive team. Developed and implemented vendor management strategy and portfolio prioritization methodology. Recruited next permanent CIO.

Holland, Michigan, US

• Reported to Founder/CEO and launched the first vertical business practice – healthcare – within a ten year old company that focuses on optimizing and negotiating infrequent and complex technology purchases: hardware.
• Practice delivered >$1.5 million of revenue in first year with >80% gross margins. Approximately $8 million of value to clients.
• Architected and launched pilot for significant partner (2000 clients) – pilot scheduled; first 3 years of program has $20 million+ revenue potential.
• Established five new channel relationships resulting in >10 new deals in development.
• Identified and qualified another direct $2.5 million of deals in development.
• Created healthcare focused messaging and collateral.

Holland, Michigan, US

Represented new healthcare vertical and participated in general strategy.

Northfield, Illinois, US

• Led the $28MM/100-person information services division to support the growth of the $150MM professional society and service lines: including accreditation and proficiency testing for medical laboratories; health.
• Designed, sold, and executed $40-50 million transformation plan for business processes and core technologies to enhance market responsiveness, improve customer service and reduce costs.
• Introduced and led a portfolio management process including various cost control and reduction initiatives.
• Established repeatable operational processes through constructs such as Enterprise Program Management Office, Centers-of-Excellence, Capability Development, Change Advisory Board, etc.
• Developed and recruited effective staff leaders with a customer-centric focus. Led through example of relationship development across the organization.
• Initiated usability discipline and incorporated into development methodology.

Northfield, Illinois, US

As VP of Innovation and Chief Information Officer, advised senior leadership and entire board on technology issues effecting the business of the organization. Architected, sold to executive committee, and executed plan to overhaul technology acquisition and deployment strategy that required significant investment towards modernization.

Helped multiple organizations that had technology investments from the dot-com era not producing value. Created alternatives and helped execute plans to avoid writing off significant investments.

As COO (then President), brought in by angel investor to help lead internet startup. Took over top leadership position when incumbent left during the dot-com crash. Re-established six months of increasing revenue and increasing positive margin; then led multiple sell-side due diligence efforts that resulted in a successful sale.

Reviewed strategy, progress, and results with angel investors. Led search for potential buyers and successful exit.

• Repositioned business from consultancy to service bureau for leisure travel wholesalers by defining and selling strategic plan to ownership, supporting proof-of-concept sale, and led diligence required for the.
• Built and executed an operational plan to support the service bureau business model; new functions included program management, operations, customer service, and help desk.

Hamilton Township, New Jersey, US

Reported to owner and founder of Decision Consultants (Acquired by Ciber in 2002). Improved branch performance from last of eleven in profitability to 2nd in first 18 months. Transitioned from cost-based pricing to value-based pricing and developed some strategic clients. Hired to take on branch leadership after more than a year vacancy.

Hired by president for multiple roles over tenure including resdesigning and implementing recruitment strategy, leading the Chicago Region with P&L responsibilities, and delivering business consulting services including the creation of a Project Managment Office for Nielsen Markting.

Hired by owner to lead Columbus, OH branch. Proposed and implemented business expansion plan that included hiring a branch manager, acquiring and building out office space. Then led national consulting operations including sell-side due diligence in successful acquisition by Interaction Systems, a Kodak company.

Melbourne, Florida, US

Created job opportunity upon graduation by working with University Director of Academic Computing. Promoted from entry-level analyst to senior, then branch manager and district manager during four-year tenure. Responsible for the largest district in the country (larger than some branches).