Sherry J. Email and Phone Number

Strategic partner with senior leaders across Customer Operations, Finance, Sales & Digital Marketing functions to drive value through technology.Notable responsibilities and achievements:-Supervise portfolio leaders including management team and offshore support teams with consistently higher employee engagement scores over new tech averages-Manage software spend in-line with budget and maintain all 3rd-party software vendor contracts and consulting/outsourcing relationships. -Manage M&A practice as well as integration strategies across all functions.-Established an agile focused technology services framework for delivering programs for business value (ie enhanced revenue and improved customer delight).-Recognized as rising IT leader and named in Top 50 "Ones to Watch" in 2020

Led global teams supporting internal Blackbaud business operations including service desk, production operations, telecom, identity governance, cloud engineering as well as strategy and budget planning.Notable responsibilities and achievements:-Launched Blackbaud Women In Tech Affinity group.-Led initiative to establish our IT Financial Management practice through Technology Business Management (TBM) with the goal to provide cost transparency of IT Spend across all business functions.-Substantially reduced infrastructure footprint by transforming assets to the cloud and eliminating use of a data center, all while remaining under cloud budget costs.-Defined and led initiatives for Disaster Recovery and Business Continuity including mock scenarios as well as crisis management events.

-Promoted into this key leadership position to manage an 18 month project consolidating multiple ERP systems into one integrated system while simultaneously streamlining more than 700 software applications from all of the recently acquired distributors during the company’s realignment from 15 to 8 regions.-Continue to optimize workflow efficiency and program/project management by providing leadership direction to five employees and other subject matter experts for multiple ongoing projects.-Evaluate and prioritize all incoming requests for application implementations and collaborate with the senior management team of the business units to focus on the most critical project needs.-Continually evaluate program and project progress to ensure all costs remain within the $6 million budget.

-Promoted into this program management role to lead due diligence from an IT perspective during the North American Distribution Business Unit ($5 billion business unit) transition from a joint venture distributor model to a fully integrated, wholly owned Cummins business model.-Earned recognition for exceeding all due diligence goals/expectations by collecting inventory of 700+ different software applications, hardware assets, and contracts from all of the distributors and creating the strategy to successfully consolidate and eliminate duplicate applications.-Provided additional leadership for training and on-boarding new IT employees regarding Cummins Distribution Business Unit systems, policies, and processes.-Initially assigned to Distribution Product Lifecycle Management (PLM) IT Leader role for eight months to lead the development of a comprehensive PLM strategy for the Distribution Business Unit; program was canceled and all resources were redeployed into the Acquisition & Transition Project in March 2014.

-Promoted into this newly created role to manage the portfolio of technology investments and establish structure for the Corporate Architecture Group that included assessing technology risks and managing roadmaps to support application requirements and overall strategic business objectives.-Created the Architecture Review Board that was instrumental in evaluating potential new products and managing the introduction of new technology to ensure consistency of overall IT on a global level. -Established a baseline list of technology standards, developed a comprehensive roadmap process, and developed an obsolescence planning process that reduced variation of technologies and costs that served as key inputs to a newly purchased architectural tool (Troux) that was implemented in Q1 2011.

Six Sigma Black Belt - Cummins Turbo Technologies (2008 - 2009)IT Functional Excellence Director (Strategy, Budgeting and Project Management) - Corporate IT (2005 - 2008)IT Security Project Manager - Corporate IT (2004 - 2005)Applications Development Group Leader - Cummins Turbo Technologies (2001 - 2004)

Various Positions Held Including:Rapid Business Solutions Team LeaderOracle Program Office LeaderCMS Metrics Project ManagerBusiness Systems Analyst