Mel Hudson-Nowak Email & Phone Number

Toledo, Oh, Us

Fort Worth, Texas, Us

Lead the Compliance and Risk Management functions within the technology organization, providing leadership and guidance on all matters related to IT governance, compliance, risk, and regulatory needs. Partner effectively with executives inside and outside technology to ensure compliance and appropriate risk management to achieve GM Financial's Strategic Priorities.

Rosemont, Il, Us

Direct report to Chief Information Officer in series of four expanding roles, creating broad technology domain expertise and driving transformation. Experience gained in strategy, portfolio management, application design and development, vendor management, platform and infrastructure decision making, data and analytics, cyber security, DevOps, and internet of things (IOT). Key accomplishments include:• Implemented a modern, data-driven digital solution to optimize fleet routing for 6,000 trucks, delivering 3.7% increase in cases per mile in targeted regions.• Generated $15m annual cost savings and $120m inventory carrying cost reduction through reimplementation of leading forecasting platform to unlock trapped capabilities.• Achieved 10% reduction in headcount and seamless integration of 70 technologists from a $1.8B acquisition through two successful restructuring initiatives.• Founded and led a grassroots group mentoring program, uniting like-minded leaders and catalyzing a Company-wide ERG program of 10 diverse groups five years later.• Established key talent programs at US Foods including CodeFest annual innovation session and technology intern program where recruiting grew from 3 to 20 interns.

Rosemont, Il, Us

• Appointed to lead supply chain technology transformation with technology enablement across 15 to 20 initiatives in routing, replenishment, fleet management, freight procurement, and warehouse management. • Developed organization strategy and recruited leaders and staff, adding five new high-caliber leaders in eight months and more than doubling resources under management from 60 to 130. • Achieved executive and board approval for five-plus-year, $85 million initiative to implement top warehouse management system to replace 30-year-old, custom built, and COBOL-based application. • Coached leaders through change, including new portfolio governance model, project to product shift, and heightened performance expectations, resulting in largest team improvement in employee engagement within technology.

Rosemont, Il, Us

• Supported both interim CIO and permanent CIDO in transition, providing critical thought leadership in organization redesign and future technology roadmap while managing third-party consultant pod and engagement. • Gained additional responsibility for strategic leadership of cybersecurity function, working with senior vice president of infrastructure and operations to develop comprehensive cybersecurity program and incident response. • Led key technical transformation initiatives in finance, pricing, and business intelligence to create digital capabilities, address technical debt, and meet emerging business needs. • Quarterbacked restructuring of company’s IT function to address strategic gaps and ensure placement of 70-plus technology professionals from acquired company. • Championed talent development by chartering founding women’s employee resource group as first president, establishing governance and ensuring effective succession to next generation leadership.

Rosemont, Il, Us

• Assumed additional responsibility with accountability for finance, revenue management, human resource, and legal application portfolio, including maintenance and new systems development. • Led and managed IT function through corporate restructuring effort, creating sustainable organizational structure while achieving 10% headcount and cost savings for future growth. • Implemented comprehensive three-year functional roadmaps and improved business case analysis tools to ensure executive alignment and return on investment for new technology. • Modernized human resource systems by transitioning from best-of-breed solutions to single Workday instance, streamlining user experience and eliminating technical debt. • Sought like-minded leaders to envision, sponsor, and launch group mentoring program for junior-level women to advance their personal and professional growth (served as company’s first ERG two years later).

Rosemont, Il, Us

• Gained additional responsibility via Project Management Office (PMO) center of excellence, project coordination, and release management functions. • Prepared for initial public offering by leading development of IT functional strategic plan and prioritization of key technology initiatives after merger with Sysco cancelled.• Instituted monthly IT leadership engagement cadence, including program management, operations management, and strategy and talent management events, to drive alignment and business outcomes.

Rosemont, Il, Us

• Assumed responsibility for IT procurement following first-year, senior director-level promotion (March 2013).• Established key project and budget controls to deliver $180 million spend within annual plans. • Developed inaugural intern program, growing from three IT interns in 2013 to 21 in 2019. • Empowered junior associates to create “hackathon” and grew into annual innovation event, CodeFest. • Maintained low employee attrition (10%) throughout Sysco merger uncertainty through CIO video series. • Chaired company effort at GCFD Hunger Walk, resulting in largest and continually growing team each year.

Bowling Green, Oh, Us

Provided expertise in linking financial management systems and budget data to academic metrics and operations building tools to evaluate academic operations and achieve improved efficiencies.

Bowling Green, Oh, Us

Set strategic direction and drove business performance of $40 million student affairs auxiliary portfolio, including residence life, student health service, and recreation and wellness departments. Benchmarking and early efforts led to:• Partnership with Wood County Hospital to build the Falcon Health Center, a new facility on campus operated by the hospital. (2013)• Construction of a new Greek village, 10 buildings with 426 beds to support 33 sororities and fraternities living on campus. (2016)• Extensive renovations to the Student Recreation Center (SRC) to modernize the layout and upgrade equipment. (2014)

Bowling Green, Oh, Us

Chief Audit Executive for mid-major public University reporting administratively to the CFO and functionally to the President.• Created and executed risk-based audit plans that resulted in the identification of process improvement and risk reduction opportunities in key areas of the university.• Developed an innovative audit workpaper system, leveraging off-the-shelf software to improve execution and documentation of planning and testing activities.• Improved corrective action resolution process by developing severity criteria, creating a tracking database and presenting quarterly reports to the audit committee.• Enhanced talent management through key recruiting efforts, development of internal student training program, and performance management rigor.

Dearborn, Michigan, Us

As Chief of Staff to the General Auditor and global Audit Directors:• Drove initiatives in the General Auditor’s Office (GAO) to improve audit design, data analysis, problem resolution, and risk modeling for global staff of 150 professionals.• Analyzed audit data to understand control trends throughout the global Ford operations and developed clear presentations to the Audit Committee of the Board of Directors.• Led GAO-wide talent efforts including competency analysis, succession planning, performance reviews, team engagement, and employee satisfaction initiatives.

Dearborn, Michigan, Us

Various roles in Ford Finance post MBA graduation with quick promotion to senior analyst and supervisor positions.• 2002-2004: Finance Supervisor, F150 Product Development Team. Interfaced with engineering, purchasing, marketing, and manufacturing operations in development to understand customer needs and create cost competitive solutions in alignment to vehicle targets.• 1999-2002: Audit Roles, General Auditor’s Office. Understood critical business processes, assessed controls, analyzed potential risk, and fielded recommendations to deliver business outcomes. Achieved Certified Internal Auditor status in 1999.

Göteborg, Se

International assignment at wholly owned Ford Motor Company subsidiary:• Created a high-caliber internal control department to support company Sarbanes-Oxley regulatory compliance.• Led team of 10 ex-pat and local professionals, effectively coordinating with Internal Audit and External Auditors.

Ba, English Language And Literature

Mba, Finance, Marketing