W. Scott Clevinger Email & Phone Number

Washington D.C. Metro Area

Joined North Highland via acquisition of ACME Business Consulting, LLC, (2015)--------------------Roles in addition to consulting responsibilities: – Client Lead, Washington, DC (2019-20)– Performance Coach, Washington, DC (2019-20)– Local Market Principal, Richmond, VA (2017) --------------------Key engagements:--------------------Service Delivery Director – Currently leading outsourced PMO of 55 project managers, scrum masters, and business analysts for largest advocacy non-profit in U.S. Operating with $25M portfolio of 50+ projects, spanning InfoSec, Operations, and business, in a hybrid waterfall and Agile environment.----------Executive Coaching and Program Management Advisory Services – Brought into a Fortune 200 global reinsurance company as a strategic program manager to coach client executives and program leadership on a multi-year, $50-million data privacy and cyber security program, in response to the European Union's General Data Protection Regulation (GDPR). Collaborated with leaders to implement a distributed operating model empowering ownership, leadership, management, planning, and execution – with emphasis on communication and change management, issues/risks, and cross-project coordination. Introduced product owners for five business functions developing capabilities across 15+ work streams. Delivered plans and incrementally transitioned execution to client leadership.----------Strategic Communications – Supported Global Operations VP at Fortune 100, multinational hospitality company in providing business-critical communications regarding the GDPR policies, processes, and system changes. ----------IT Strategy for "Shadow IT" – Led development of an Embedded IT Assessment Playbook that defined an end-to-end methodology, processes, and tools to "Identify, Determine, and Disposition" 1,500 IT assets not owned by IT. Defined actors, roles, and responsibilities, as well as escalation and governance structure.

Portland, Oregon Area

Roles in addition to consulting responsibilities:– Market Leadership Team (2014-15)– Market People Lead / Recruiting, Development, & Engagement (2014-15)– Performance Manager / Coach (2014-15)--------------------Key projects for Federal Hydro-Electric Power Marketing Agency (U.S. Department of Energy):--------------------Strategic Planning, Advisory, and Program Management Services – Led strategic planning for the transformational launch of new enterprise IT/OT organization, consolidating silos of information and operations technology (IT/OT) organizations and infrastructure.----------Business and IT PMO Readiness Assessments – Provided assessment of enterprise readiness for development and implementation of power outage tracking system across multiple federal agencies.----------Cyber Security and Compliance Program Management – Executed turnaround and fast-track execution of major cyber and physical security compliance effort (electric utilities critical infrastructure protection).----------Software Development Program Leadership and Organizational Change Management (OCM) – Led assessment and cancellation of stalled, in-house, custom development of a major electric utility inventory modeling system.----------Product/Software Development Program Leadership – Led turnaround of highly complex, in-house, custom development of a real-world simulator for the operation of the Federal Columbia River Power System, resulting in the purchase of $20 billion of electric power across the Pacific Northwest.

Marlboro, Ma / Newport News, Va

Key engagements – Expertly executed multi-year projects, research, and business analysis for U.S. and international clients (see Infoglobo and New York Times examples below):

Rio De Janeiro, Brazil

Project: Strategic Planning for Infoglobo Comunicações e Participações S.A., Rio de Janeiro, Brazil----------Contributions: Partnered with Infoglobo project executives to design and lead international study of specific product design concepts in Brazil, the U.S. and Europe, leading to restructuring of overall strategic planning. ----------Direct report to VP/Masterplanning, Dario Designs.

College Point / New York, Ny

Project: New York Times College Point Production Facility Expansion Project | 2008 NY Industrial Construction Project of the Year----------Contributions: Together with NYT Executive Director of Production, built and directed Project Management Office (PMO) for $150 million expansion of newspaper production facility and consolidation with second NY metropolitan plant. Project produces $3.5 million savings in monthly operating expenses. ● Coordinated efforts of 25+ NYT and vendor project managers. Vendors included Turner Construction, AGFA, FMC Technologies, GOSS International (England, US), Müller Martini (Switzerland, US), HK Systems, and Schur Palletiser AB (Sweden). ● Developed and implemented comprehensive strategy for business continuity planning (BCP): facility hardening, production and project contingency planning, and alternate production site options.----------Dual-report to VP/Masterplanning (Dario Designs) and Executive Director / Production (New York Times).

Newport News, Va / Chicago, Il

Daily Press, Inc. / Tribune (TRB, Fortune 348)----------All positions below at Daily Press (Newport News) except where Tribune Company (Chicago) noted:

Role: Served on senior management team of ~$50 million business unit, focusing discussion and planning for strategic topics, including product changes, targeted markets, and internal communications. ----------Contributions: Directed process reviews of Editorial, Advertising, and Production. Successfully identified planning priorities, available sales time, root causes of billing errors, and optimum production scheduling. ● Collaborated with project directors, as business-side project manager, for initial phase of $1.8 million circulation system installation, developing project organization, funding proposal, and project plans. ----------Direct-report to President/Publisher.

Role: Managed manufacturing divisions including Imaging, Press, Packaging, Logistics, Distribution, and Quality for two production plants (newspaper and commercial printing), with staff of 180 and $6 million budget.Contributions: Directed on-time, on-budget construction and launch of state-of-the-art $10 million packaging production plant, which modernized equipment and systems, reduced staff, and streamlined production processes. ● Guided development plans for 6 department/project managers, contributing to multiple promotions. ● Guided development plans for six department/project managers, contributing to multiple promotions. ● Achieved record press productivity (15% gain) and lowest newsprint waste across Tribune newspapers.Direct report to VP/Operations.

Role: Led cross-company planning and integration projects, working with all Daily Press and Virginia Gazette departments, Tribune Corporate, systems vendors, and industry consultants. ----------Contributions: Performed feasibility analysis for 28,000 sq. ft. newspaper packaging production plant and equipment replacement, partnering with architectural consultant, Packaging division manager, and corporate staff. ● Led accelerated execution of Daily Press Product Plan: the newspaper’s content and distribution strategy. ● Guided final integration of acquired weekly newspaper group, Virginia Gazette Companies, LLC. ● Developed scenario-based business-continuity plans, which were used in response to Hurricane Isabel.----------Direct report to VP/Operations.

Role: Team-managed Technology Division, with a staff of 25, specifically focusing on Advertising Department systems and projects, including system upgrades and disaster-recovery planning.----------Contributions: Served on traveling international team for Tribune-wide systems development initiative, in alliance with CCI Europe A/S and Neasi-Weber International, for an enterprise ad sales system, CCI AdDesk Sales.----------Direct-report to Technology Director.

Role: Managed Advertising Operations staff including Prepress, Advertising Art, and ad-order divisions, with staff of 45 and $1.5 million annual budget. Contributions: Provided planning and systems for reorganization into integrated advertising sales/production teams. ● Served as project manager for implementation of $1.4 million CCI AdDesk Production system, automating the ad-production process using a fully integrated, database-driven production platform. ● Led full redesign of Classified newspaper section, working with consulting designer and mentoring atechnology management associate from corporate technology management development program.Dual-report to VP/Operations & VP/Advertising.

Role: Selected for corporate two-year senior-management development program focused on leadership, business application of technology, project management, and exposure to media industry.----------Contributions: Adeptly executed the following projects: Project management case study on www.metromix.com beta (Tribune Publishing). ● Planning and intranet site development for rollout of MS Office 97 (cross-Tribune) ● Research on centralized UNIX data center design (Corporate Technology and Chicago Tribune) ● Electronic Data Interchange (EDI) and Customer Relationship Management (CRM) reviews (Wright Group) ● Strategic plan for Internet business (McCormick Tribune Foundations / www.rrmtf.org).----------Direct-report to corporate Chief Technology Officer (CTO).

Role: Joined company as Systems Analyst and progressed through supervisory roles, while participating in corporate technology and supply-chain teams and completing core curriculum of supervisory classes.----------Direct-report to Technology Director.

Established studio specializing in award-winning graphic design, marketing, corporate communications, and publishing technology consulting.

Certificate, Executive Development Program (Edp50)

Certificate, Internet Business

B.A., English