Phil Osborn Email & Phone Number

Baltimore, Md, Us

Profitable Growth through Mergers and Acquisitions, Pricing Analytics & Strategies, Financial, Planning & Analysis

Fort Worth, Texas, Us

Dallas, Texas, Us

Dallas, Texas, Us

Whether the disruptions and opportunities occurring in an industry are shocking or subtle, we work closely with Business and IT Leaders to build an IT Services Catalogue, prioritize the Pain Points that will make the Business Case for the Cloud, and to assess their Readiness. We then work together to prepare and implement a Cloud Computing Strategy that addresses their issues and achieves their strategic and tactical objectives. In addition, we provide Project Cognizance as a Service, the assurances, cost controls and reporting needed to improve the success rate of IT projects and programs--delivery of tangible results, on-time, on-budget, every time. Successful projects are indispensible to achieving successful business outcomes. We searched for and discovered a break-through that enables us to dramatically improve the back-office efficiency of Project Managers and Program Management Offices (PMOs). We also improve the transparency and accountability that IT Directors and Executives need to manage enterprise risk. Our involvement assures clients they are taking the right next steps. Ultimately, we accelerate the client's success!Clients include: Rent-A-Center, hybris software and Morrison Supply Company

Aligned IT Capabilities, Organizational Competencies and Key Business Results with colleagues that led Sales, Marketing Campaigns (Lead Gen), Operations, Global Consulting Services, Product Management and R&D. The collaboration used insights gained from Customer Relevancy Analytics and Business Productivity Analytics to pinpoint the most important performance problems and breakthrough opportunities.Executive sponsor of internal Innovation Incubator that chartered twelve (12) Breakthrough Teams to improve Customer Relevancy, Operational Excellence, Partner Ecosystems, Product Leadership and Business Analytics. Collectively, these teams created productivity gains to achieve Corporate Goals of 10% and 5% improvement in profitability in FY08 and FY09. The gains enabled growth in Revenues with 14% fewer employees. Received INTERCIRCLE recognition in FY08 for Outstanding Performance.Executive sponsor of Integration Teams for two (2) Intervoice acquisitions resulting in the expected synergies.Led RTM's Global ISO 9001 Certification of our Quality Management System to continuously improve customer satisfaction, loyalty and lifetime value.Member of SAP's CRM Elite Council from 2008 to 2010; Speaker at SAPPHIRE 2007.Responsible for the global IT Organization and Capabilities using SAP’s the Enterprise Central Core (ERP), Customer Relationship Management, Business Warehouse/ Intelligence and Human Capital Management Systems. It was a $12M systems implementation investment.Responsible for implementing, upgrading and running SAP's CRM 7.0, BW/BI 7.0.1, ERP (ECC) 6.0 and HCM 6.0 Platform with in-house developed smart phone apps to provide extra mobility. Transformed enterprise IT competencies from Oracle-based skills to SAP-based skills while importing systems talent from the business; reduced the IT headcount by ⅓; transformed Data Center Infrastructure by virtualizing the servers and SANs; and improved overall job satisfaction of our IT employees.

Responsible for the firm’s strategy, marketing, sales, service delivery and financial performance.Client responsibilities include standing-in as senior management in large CIO, COO and CFO organizations with spending, and hiring/firing authority; leading IT organizations ranging from 250 to 2,500 people; defining and building big Data Warehouses, delivering innovative strategies and architectures that make performance breakthroughs; providing thought leadership and industry scenarios; running IT Service-Lines as a P&L business; building IT Services Catalogues, IT governance, SOX, quality assurance/testing and portfolio management; enterprise-wide risk/security management; and implementing strategy driven large-scale supply chain management/enterprise resource planning systems ($10M each: Oracle and Lawson). Also effective at leading value-based management plans, outsourced IT relationships, transition services agreements, acquisition integrations, and enterprise architectures.Clients served for at least one year:DSC Communications Corporation (1995-1996), USAA (1997), PrimeCo Communications (1996-2000), Verizon Wireless (2000-2001), EFW Inc. (2003-2004) and Aviall Corporation (2004-2005)Other Clients include: Dynegy Inc., General Motors, Interstate Batteries and Transnet Authored What is IT? [2004], and Measuring Productivity Gains: A Comparison of Total Factor Productivity to Business Productivity [2003-2004].Authored The Digital Economy [A.T. Kearney research 1996] for their Strategic IT Practice. The work was incorporated into the book Mastering the Digital Market Place, Practical Strategies for Competitiveness in the New Economy, [Wiley, 1999].Co-authored with Dr. Jack Becker at UNT, Electronic Commerce and Rapid Delivery: The Missing “Logistical” Link, [1998].

Chicago, Illinois, Us

Responsible for providing leadership and intellectual capital to rapidly grow the firm’s new Strategic Information Technology Practice from zero to $50M, 5% of the firm’s revenue, in 18 months. Developed the framework for Jupiter, the firm's project management methodology for rapid, repeatable results. Also, responsible for recruiting the firm’s IT talent from the country’s top 10 business schools.Client responsibilities were to envision strategy scenarios, formulate strategy, design enterprise architectures and implement large-scale systems ($150M) such as Enterprise Resource Planning, Supply Chain Management, and Customer Relationship Management to create performance breakthroughs. Clients served for at least one year:Philip Morris USA (1994-1995)Other clients include: Acme Metals, American Red Cross, Kimberly-Clark, Kraft Foodservice and TORO The intellectual capital responsibilities were to contribute to the firm’s ideas and methods for rapid, repeatable results with implementing new information technologies. The contributions include the use of a model office with a working prototype and a viability/usability assessment for the commercialization of new technologies.

London, Gb

Joined the firm as a college-hire in 1980, promoted to Manager in 1984, promoted to Senior Manager in 1987, and admitted as Partner in 1990.Responsible for the staff utilization and profit realization, as well as college recruiting for the Dallas consulting practice. Some of the key internal assignments included the MIT Management in the 1990’s research project and the development of the firm’s Information Engineering software with Knowledgeware and methodology, the Navigator Systems Series, a rapid application development project management methodology. Client responsibilities included gaining $5 to $10 million a year of new business, engagement P&L and coordinating partner for all of the firm’s services to large strategic accounts. Areas of consulting specialization include process innovation, IT strategy (SISPs), business cases/ROIs, large-scale systems, package selections, developing the firm’s oil and gas packages, testing/quality assurance, data center operations, disaster recovery planning, security, cash management studies, internal controls, general EDP controls, organizational change management, and overhead value analysis.Clients served for at least one year:Arco Oil & Gas (1982-1985), The Southland Corporation (1986), USAA (1987-1989 & 1991-1992), DSC Communications Corporation (1989-1990), US West (1990-1991) and Dell Computer Corporation (1992-1993)Other clients include: Argonaut Energy, Dr Pepper, EDS, General American Oil, GTE Telops, Hall-Mark Electronics Corp., Texas Instruments, and Texas Oil & Gas In 1991, attended the firm’s intensive Kellogg Business School Partner Development Program.Texas CPA License 1982 through 1988