Stephen Rauch Email & Phone Number

Farmington, Ct, Us

Us

Us

Manage IT controls and tools for a $29B commercial corporation. Management of IT controls issue closure. Create and deploy tools supporting IT compliance. Sarbanes-Oxley compliance testing. Export compliance.

Us

Managed $50M WHQ budget as a VP, CIO direct report. Recharged more than $45M of internal costs. Executed department’s Sarbanes-Oxley compliance testing. Led department to achieve renewal of quality certification. Developed executive communication presentations. Supervisor of one offshore financial analyst.

Windsor Locks, Ct, Us

Lead IT Export manager for Hamilton Sundstrand responsible for developing and deploying IT export program ensuring ITAR-controlled data is not exported to foreign nationals. Coordinates with International Trade Compliance (ITC) group as the IT point of contact to resolve export investigation queries, corrective actions, and UTC Internal Audit findings.

Palm Beach Gardens, Fl, Us

Managed $30M World Headquarters budget as a CIO direct report. Managed and recharged more than $28M of internal costs. Provided for reporting and direction for global budgeting and reporting tools.Program manager for indirect spend reduction realizing $20M in cost reduction in IT and telecommunications costs over the past 3 years. Created $8M investment appropriations to deploy field service and sales support tools which will save more than $3M per year. Program manager for WHQ ITSarbanes-Oxley compliance program. Strategic & Financial Planning: Provided financial support for Global IT budget presentation. Provided details for $85M global budget and projects evaluation. Rated as excellent by the president of the company. Cost Reduction: Low Cost Application Provider initiative yielded more than $300K in HQ annual savings and more than $1.5M in cost avoidance by using global contracts for applications development and support. Process Improvement: Documented and improved IT recharge process and well as implementing work authorization process. Reduced year over year budgeting escapes by more than 50%. ACE pilot for WHQ IT; silver certified.

East Hartford, Ct, Us

Reported to the Director, Manufacturing Systems and responsible for development and allocation of$48M IT budget. Reported actual versus budgeted costs for Manufacturing Operations Controllers andShop Floor Project Managers. Strategic & Financial Planning: Developed annual roadmaps and budgets for Manufacturing systems based on company goals describing objectives and the flow down of tasks. Translated these goals into financial plans. Financial Analysis: Developed Access & Excel tools to enable operational managers to report IT expenses. Effective management of IT Spend for Mfg Operations contributed to customer satisfaction being 15% higher in Mfg Systems than IT overall. Favorable budget actuals past two years. Relationship with Manufacturing Operations Plant Controllers ensured communication of all IT expenses. Recovered $900K in contractor over billing. Project Management: Conducted Source Selection and implemented a Visitor Management system for Protective Services. Led the team to install and deploy the system to the East Hartford campus. New process savings 1.5 man-years of effort. Process Improvement: Led team that developed the business processes to ensure IT has the required skills to perform its annual deliverables. Acquired tool and developed business processes for successful IT rollout. Reported to CIO gaps in training required to satisfy training initiatives in the department.STEPHEN E RAUCH Page 2 Process Improvement: Led team that developed new processes for computer move recording and inventory entry in Remedy inventory system. These processes reduced turnbacks 95%, and made the change records 100% accurate, made desktop inventory 95% accurate and reduced inventory record inaccuracy by 72%.

East Hartford, Ct, Us

Manager for $250M IT, $75M ERP, & $15M Restructuring Budgets including $180M internalchargeback. Administered Information Technology & ERP application contracts, work authorization,contractor governance. Responsible for IT General Ledger entries, Invoice Payments, A/R, A/P, andProcurement. Variance analysis of chargeback within 1% per month. Financial Analysis & Performance: Developed three accounting changes for liquidation of IT expenses through MIS Chargeback. Developed processes for the implementation of changes shifting internal billing of $39M in costs. Created brief to have enterprise software depreciated at a 10-year life rather than 5 years prompting a UTC corporate policy change on the depreciation of enterprise software deferring over $20M in depreciation expenses annually. Completed DCAA audit two years in a row with no findings. Audit ensured Government forward pricing rates were accurate. Project Management: Participated on a team to develop a vendor Offshore Software Development Proposal for P&W. Generated a presentation to support rates to P&W, which saved the company over 40% in billable labor. Streamlined equipment purchases process for test stand equipment reducing their lead-time by 75% for new equipment. Coordinated ten Singapore offices for international outsourcing effort. Interfaced with local managers and gathered requirements for IT support. Effort supported corporate initiative for IT services. Leadership, Management, Team Building: Managed three analysts which annually processed $19M in invoice payments. Reengineered payment process and reduced vendor late payments by 80%, A/P outstanding 35 days in IT.

Randolph Afb, Tx, Us

Planned and managed cost, schedule, and performance for $45M Information Technology project.Reported on 200-member communication squadron executing $60M IT budget. Led 20 Air Forceagencies technical requirements and task orders for services from two large government contractors on a$675M information systems support contract. Project Management: Created work breakdown structure (WBS) and execution plan to capture all IT costs, prioritize IT investments and allocate resources. The process for creating the WBS and execution plan facilitated allocation of $60M budgets and reallocated $5M for infrastructure modernization. Installed base acquisition opportunities on the World Wide Web saving $200K effort; previous access was limited to electronic bulletin board. Awarded Company Grade Officer of the Quarter, 1996. Leadership, Management, Team Building: Led contractor and government team to organize a Standards Based Architecture process; first in Electronic Systems Center. The process lead to reduced network maintenance costs in the command. Chosen to lead three-person team in evaluating technical services proposal. Distinguished two out of nine offerors saving 30% from original budget. Quality Advisor; Created unit Business Plan rated best in Electronic Systems Center saving $250K; Awarded Air Force Achievement Medal, 1997. IT Acquisition & Contract Administration: Technical skills used to evaluate computer peripherals for a $1B hardware contract for the Air Force.

Randolph Afb, Tx, Us

Masters Of Business Administration, Management Information Systems Concentration

Bachelor Of Science, Computer Science

Meteorology