• The Group is comprised of a number of companies and branches at global distribution – Israel, India, the USA and Hong Kong.• The Group develops, produces and markets unique products for the diamond industry.• Some of the company products are developed in a cloud (AWS) environment.• Prior to joining the Group, the company did not have a CIO and I was required to establish a department to address everything relating to information systems and operations.• Within 3 years I established the Information Systems Department, with the following responsibilities: MIS, IT, DEVOPS, Security.• Holding this position I have revolutionized everything connected to processes, information systems and information security; Main Group-wide MIS projects during the last years: o Expanding the application of existing ERP in Israel while performing assimilation of organization- wide processes and automation o Assimilating an ERP system in NA o Changing information system in India- an extremely complex project, which was considered a revolution after years of using a limited system with no support. It required deep understanding of the processes and handling remote sites. o Assimilating a CRM system (HubSpot) throughout the entire Group o Assimilating a BI system throughout the entire Group• Main Group-wide Information Security projects/tools during the last years:o Introducing new information security-related tools and technologies o Setting information security-related policy and procedures for the entire Group o Compliance with an internal audit standard o Compliance with GDPR o Assimilating MDM, DLP, NAC, MFA, Encryption, EDR, SIEM SOC, Awareness• Establishing DEVOPS entity for interface processes between R&D environment and PRODUCTION environment, and managing the TIER 1+2-NOC layout

•Managing the Information Systems Department (extended team). The Group is comprised of 5 companies, 70 sales branches (Israel, Hungary, Czech Republic), 2 logistics centers worldwide, headquarters in Israel, Hungary and New York, subcontractors in China, Morocco and Sri Lanka.•Changing information system – an extremely complex project, which was considered a revolution after years of using a limited system with no support. It required deep understanding of the processes and handling remote sites.•Introducing smart terminals for sales agents – after years of manual work, salespersons can present computerized catalogs to customers, feed-in computerized orders and manage each customer's credit and obligo – all on a palmtop interfacing with the ERP system. The result was an increase of 15% in sales.•During my tenure it was decided to open companies and activities in East Europe – requiring the establishment of an information system for each activity interfacing with the center of activity here in Israel. These projects were established smoothly and within a short period of time.•Automation to processes of issuing BI reports by purchasing a new software program and establishing a new module. This led to 20% savings.•During my tenure it was decided to change the distribution method and outsource the company's storage services – this project required building interfaces between the Warehouse Management System (WMS) and the company's ERP, resulting in saving the entire cost of the company's warehousepersons.•Infrastructures – the Group had two storage layouts. I issued a tender for suppliers to consolidate the IT infrastructures among all Group companies. The tender included a joint storage project, backup, domain consolidation and transition to VDI technology for remote branches.

• Managing the Information Systems Department (extended team) of a global Israeli-based company with branches in China and the USA.• Changing information system: I initiated its replacement by an information system capable of providing the company's new needs.• During my tenure the company established offices in China and the USA: the engineering and operations activities were shifted to China. It required establishing an information system to support the process.• Establishing a B2B site for supplier management: this site served the various suppliers, allowing them to view the company's orders and product trees.• Following the company's growth and development, changing the entire infrastructure and establishing a storage layout and DRP system.• Establishing a distribution system in the USA by EDI interfaces and messages• Managing the department's procurement and budget.

• Leading technological projects to implement more efficient internal division processes• Responsible for process analysis and system requirements in coordination with other HMO divisions including workflow design and system interface development • Leading Implementation of internet based managing tools and ISO 9000 standard• Managed the Finance Division IT system, leading processes to improve system efficiency and performance