Pragmatic Technology and Business LeaderProven CIO with exceptional business acumen. Leads complex projects and systems transformation initiatives. Focused on cybersecurity, critical infrastructure, and network management. Designs IT roadmaps and digital strategy. Implements ERP systems, process improvement, and cost reduction programs. Savvy project manager with change agility. Experienced in public and privately held companies. Integrates technical requirements of M&A transactions. Deep knowledge of aerospace and defense, construction, building materials, manufacturing, and remote logistics markets. Managed sensitive U.S. government projects in Australia, Cyprus, and Russia.I welcome the opportunity to serve you as a Partner of Fortium Partners, the #1 provider of technology leadership. Find out more at:https://www.linkedin.com/company/fortiumpartnershttps://www.FortiumPartners.comhttps://www.linkedin.com/in/thollingsworth/

MTH Tech was founded by Troy Hollingsworth after a 30+ year career working in a variety of positions and industries; while working both domestically & internationally* More than 30 years of management experience* More than 15 years of executive management experience* Extensive business experience in addition to IT experienceAs a Chief Information Officer (CIO) Troy has a record of successfully managing large cross-functional teams, complex projects, and major business process and system transformations. Proven track record implementing and maintaining large complex networks; enterprise scale business systems; and supporting large and diverse organizations both domestically as well as internationally. Strategic focus on value creation though the application of Digital & Information Technology (IT) to solve business needs. Highly collaborative, and results driven

As a board member of Aion Cyber Security it is my responsiblity to :* Ensuring that the Company’s goals are established and strategies are in place to achieving them;* Establishing policies for strengthening the performance of the Company including ensuring that management is proactively seeking to build the business through innovation, technology, new products, services and the development of its business capital;* Monitoring the performance of management and ensuring key metrics are in place;* Ensuring that the Company adheres to high standards of ethics and corporate behavior; an* Promote business to the company through known networks

Led the separation of the IT Network and systems within the Boral Building Products companies prior to the sell to Westlake Chemicals. Remained the Building Products CIO during the transition and integration with Westlake Chemicals.

Led the successful consolidate and Integration of Headwaters and Boral USA IT networks, systems, and support. Responsible for all aspects of IT at 183 locations supporting over 5,000 employees. • Integrated two separate IT departments including tool and process consolidation within 60 days of acquisition • Consolidating seven legacy ERP systems into on instance of SAP through effective Project Management • Delivered $4M in Synergy savings within the first 12-months of closing representing a 20% annual savings on IT costs

While still managing IT within the Boral North America business remotely, I was promoted to lead the digital transformation of IT for corporate Boral and the Boral Australia business. I returned to focus on the NA business in late 2020 due to the pandemic and travel restrictions.• Began the implementation of SAP S/4 HANA to replace Oracle across all Australia businesses,While still managing IT within the Boral North America business remotely, I was promoted to lead the digital transformation of IT for corporate Boral and the Boral Australia business. I returned to focus on the NA business in late 2020 due to the pandemic and travel restrictions.• Began the implementation of SAP S/4 HANA to replace Oracle across all Australia businesses,While still managing IT within the Boral North America business remotely, I was promoted to lead the digital transformation of IT for corporate Boral and the Boral Australia business. I returned to focus on the NA business in late 2020 due to the pandemic and travel restrictions.• Began the implementation of SAP S/4 HANA to replace Oracle across all Australia businesses,• Negotiated global contracts for SAP and Microsoft Office that included significant cost savings and improved service levels,• Restructured the technical support model to a hybrid insource/outsource model that provides for significant cost savings and improve service levels,• Let the development and selection of a new telematics solution supporting over 7,000 vehicles,• Implementation of a robotic process automation system focused on customer experience improvements,• Consolidated the Boral Cybersecurity function across Boral Australia and Boral North America,• Reduced operating costs and headcount by over 20% without a reduction of service performance,• Led the move to consolidate Boral Australia on to the Boral North America Office 365 platform – focused on improved collaboration.

Led the successful corporate consolidation and integration of all IT needs for six strategic business units consisting of more than 150 locations and over 4,000 employees. Consolidated multiple networks, E-mail systems, ERP Systems, CRM Systems, data centers, IT processes, and the IT organization while upgrading all systems to modern hardware and applications. Led the Information Technology department of the organization with employees spread across all U.S. time zonesIntegrated multiple networks into one company wide MPLS Network consisting of 159 locations in the U.S., U.K., Canada, and MexicoLed the implementation and standardization of Microsoft GP as the integrated Enterprise Resource Planning (ERP) System for the companyLed the implementation of Microsoft CRM as the enterprise CRM solution for the entire companyConsolidated seven e-mail systems and nineteen company domains into one Cloud based solutionNegotiated and began implementation of a companywide Unified Communication (UCaaS) cloud based solution reducing costs of services by over 75%Established Service Level Agreements, metrics, and process improvements across all IT Service areas that resulted in dramatically improved customer supportConsolidated and integrated nine company acquisitions into the overall IT network and support model during a two-year period of rapid growth

Lead a team of over 300 managing all areas of infrastructure support including information technologies, continuous process improvement, facilities, transportation, Environmental Health & Safety, and catering for a $1.4B/year division with over 4,400 employees. Led the strategic and tactical planning for all information system requirements of fourteen L-3 Divisions with >$2B in annual revenue and over 7,000 employeesLed a team of over 180 IT employees supporting all the information technology, data center management, network design & management, desktop support, PC Install group, and telecommunication with an annual budget of over $30MLed a team of over 400 employees and outside consultants on a successful three-year implementation project that replaced ~2,200 legacy mainframe and custom applications with a combination of SAP ECC, Teamcenter PLM, SAP ME, Opentext, MS SharePoint and SAP BPCSuccessfully led a business process transformation and ERP system implementation project that replaced >95% of the divisions legacy business processes and supporting business systems. Managed the divisions Enterprise Center of Excellence tasked with maintaining and the continuous process improvement of all business processes and the supporting systemsLed a team of over 120 facilities staff supporting twelve buildings consisting of over 1.1 million square feet of office and factory space, management of three cafeterias, security, transportation, Environmental Health and Safety, and plant maintenance with an annual budget of over $38MOther positions held at L-3 Technologies

Responsible for the creation of a new commercial logistics and services business area focused on international and oil and gas services. Management responsibility for all aspects of performance including business development, budget control, finance, HR, supply chain, legal, contracts, and operations. The business area has grown from no contracts in 2001 to over $60M in revenue in 2003.Integral leader of the business development team that was awarded the world’s largest catering and facilities management contract (estimated at $1B over 10 years) from ChevronTexaco. Led the mobilization team on a $50M/year catering, facilities management, and transportation contract from TengizChevroil in Kazakhstan. Oversight includes human resources, logistics, finance, information technology, and operations functions of the contract. Led the proposal effort and negotiation team on a contract award to provide logistics and information technology services to Shell in Sakhalin, Russia. Contract requires Raytheon team to manage and report status to Shell on all logistics efforts on and off of Sakhalin Island through the use of a dedicated web-based logistics modeling and tracking system.Opened new foreign companies in Russia, Ukraine, Netherlands, Kazakhstan, and Indonesia (including three joint ventures with other companies) to provide catering, facilities management, transportation management, logistics, aviation, and information technologies to the oil and gas industry. Responsible for creating and receiving approval of a strategic business plan to move Raytheon into the Oil and Gas services business providing logistics, catering, facilities management, transportation management, aviation services and information technologies at remote sites around the world. Plan forecasts annual revenues in excess of $300M in five years with operations located in Houston, Netherlands, Australia, Kazakhstan, Uzbekistan, Russia, Nigeria, Angola, Algeria, and Indonesia.

Provided executive management on eight separate U.S. Government (DTRA) Cooperative Threat Reduction (CTR) contracts in the Former Soviet Union (FSU). Contracts included the de-militarization of heavy bombers in Ukraine (Heavy Bomber Elimination Contract); logistics support for 56 remote locations in Ukraine, Russia, and Kazakhstan (Cooperative Logistics Support contract); shipping and logistics to/from the FSU (CTR Single Shipper contract); Nuclear weapon movements (Nuclear Weapon Transportation); and the Cooperative Threat Reduction Integrating Contractor (CTRIC) IDIQ contract to provide logistics and weapons de-militarization services to all the FSU countries.• Managed the development and maintenance of an interactive web-based information system providing customers with 24/7 access to all aspects of the CTR contracts. This included real-time cost and budget reports, projected project profitability, contract performance and ad-hoc reporting. • Eliminated obstacles in the procurement process by implementing a new computer system accessible through the internet by employees at various remote site locations, decreasing purchase order approval time thereby reducing equipment down-time and paperwork.• Led the growth of Raytheon International Logistics from three contracts to eight, including five separate contract wins in 2001 (out of five proposed). • Increased sales by 125% in less than three years ($20M in 1999, $24M in 2000, $35M in 2001, and $50M in 2002). • As manager of the Cooperative Threat Reduction Logistics Support (CLS) program, directed logistics and maintenance support for 56 locations in the former Soviet Union achieving a 96.74% Award Fee score, the highest score in the seven year history of the program.• Integral leader of the business development team that was awarded one of five ID/IQ contracts for all future DTRA CTR programs in the FSU. Contract valued at up to $1B over 5 years

Coordinated Cost Account Managers and planners in utilization of the Department of Defense budget/cost/schedule system (Earned Value Management System). Conducted budget and manpower planning, earned value performance measurement, cost estimating, forecasting, planning and scheduling. Managed an annual budget of more than $100 million annually. • JACADS was the first Chemical Demilitarization program to receive and maintain certification of the Department of Defense Earned Value Management System.• Led the preparation, corporate review and negotiation of government fiscal budget proposals for a $100+ million annual contract.