JAMES E.

HEALY
210 Crump Road Exton, PA 19341 484-886-7617 healy.j.e@gmail.com

Senior IT Executive
SUMMARY Innovate and lead business transformation and organizational change to improve enterprise performance while managing costs. Collaborate with top management and board to manage complex situations, implement governance, align IT/business strategies and direct tactical execution. Rescue failing projects and underperforming IT departments; hire, mentor and optimize resources to deliver customer satisfaction. Lead, plan and budget multi-site global operations, PMOs, outsourcing, vendors, call centers and high availability infrastructures. Plan and execute legacy migrations, technology M&A due diligence and integration and security/compliance initiatives. Technical experience includes architecture, infrastructure and applications development (ERP, CRM, custom, scientific). Custom applications include Clinical, R&D, Adverse Reporting, CRM, manufacturing, warehousing, and supply chain. Environments include small-cap, mid-tier Fortune 100 and global consulting enterprises. Sectors include pharmaceutical, high technology, aerospace, supply chain/3PL, and finance. SPECIALIZED SKILLS Enterprise Strategic Planning Business Process Transformation Change Management Governance Global Program/Project Management Organizational Optimization Turnaround Management Applications Development Data Warehouse IT/Business Strategy Alignment Business Intelligence CAREER HISTORY Global Logistics, Distribution & 3PL Company, Trenton, NJ Eighty-year-old $100 million public company. 2008 to Present

VP / Chief Information Officer Report to CEO and Board of Directors; lead IT transformation of private company to public. Establish department strategies, goals, objectives and procedures to provide SPAC M&A platform. Develop, track and manage IT annual operating and capital budgets. Create business case justifications and cost/benefit analyses for IT spending and initiatives, annual capital and operating budgets. Transition IT governance, structure, systems and policies to be SOX and COSO compliant. Implement IT strategic and operational planning, prioritize initiatives and coordinate SDLC management. Create, implement and test enterprise disaster recovery/business continuity plan. Recruit, develop and re-organize IT resources.

Improved sales force effectiveness and productivity by establishing first integrated CRM system and enabling development of formal sales processes Led enterprise through complete actual disaster recovery and restoration event with minimal disruption to normal business activities, operations, and customer services Implementing two ERP systems (domestic and international) to improve end-to-end management of enterprise, including system platforms and infrastructure Developed standard EDI capability for customer orders/acknowledgement Developing integrated Web site framework for customer direct access Improving intra-company communications and employee productivity by implementing new phone systems and overhauling obsolete data/voice WAN and services.

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IBM Business Consulting Svcs Life Sciences Strategy & Change, Philadelphia, PA

2006 to 2008

Enterprise Technology Strategist, Strategy and Transformation Practice Developed and delivered strategic business/technology solutions to leverage Life Sciences industry opportunities and challenges into rapid actionable programs, to drive business growth and value. Guided technology transformation, change management and right-sourcing.

Technical Strategy Architect for transformation of a division of a Global Pharmaceutical leader. Created blended scalable ERP/IT strategy to enable mid-market public company to manage expansion generated by explosive organic growth and acquisitions Led creation and developed the board presentation of new ERP and systems strategy for $35 billion North American multi-temperature food distribution business Developed Managed Market Service transformation strategies for two of top five pharmaceutical companies; developed suite of strategic recommendations for five year implementation to enable new business strategy. Led consulting team, benchmarked architecture and baseline, directed analysis and business case development Strategic Technical Advisor to Clinical Research organization expanding its global footprint and updating internal strategic systems 2004 to 2006

Independent Contract Executive, CxO Advisory Services, Exton, PA

Enterprise Technology Strategist, Strategy and CxO Advisory Services Provided M&A and due diligence services to regional VCs; led recovery/remediation of large IT projects (runaways) and company turnaround projects.

Developed IT strategic planning and enterprise architecture support for OTC pharmaceutical manufacturer transitioning to division of major US pharmaceutical company. Created disaster recovery and business continuation of operations plan for bio-pharmaceutical pipeline development/R&D division of major US pharmaceutical company. Led rescue of failed ERP implementation for NA CPG division of European company, implemented standards, and directed enterprise process re-engineering. Improved performance of manufacturing cost tracking and reporting, information systems quality, responsiveness, and integrity. Remediated enterprise (ERP) system development and rollout project, as project turnaround consultant advisor for $400M division of international CPG company. 1996 to 2003

Brandywine Management Group, Ltd., Management Consultants, West Chester, PA

Co-Founder and CEO Provided strategic IT related consulting and interim CIO/CTO services to Fortune 500 clients. Hired 18 senior professionals (CIO/CTO/CISO) to expand firm. Developed solutions to business problems related to IT strategy, governance, business alignment, execution, organization, and cost management. Led global client teams of 250 resources and managed budgets of $60+ million to deliver business critical solutions. Developed strategy; selected, planned and rolled out enterprise systems. Implemented change management, led client teams, recovered failing projects and performed assessments

Aventis Behring - Global Program Director for Year 2000 compliance program of $1.2+ Billion international pharmaceutical firm. Delivered program at $17MM (50% of initial estimate) in 9 months. Reported to CEO and Board. Resolved cGMP, FDA, and PEI related concerns and issues concerning validation and SOPs, and consent decree mandates. Managed 260+ global resources. Codirected segments of global SAP ERP implementation.

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GlaxoSmithKline - SFA/CRM PMO Systems Integrator and lead vendor manager for outsourced development of e-CRM system; negotiated contracts, managed vendors and $30+ million budget. OneBeacon Developed turnaround and transition plan for all IT functions of $1.5 billion insurance company (previously $4B prior to the de-acquisition of business lines). Developed controlled risk plan to reduce IT budget from $200MM+ to $120MM, aligned with business objectives. PJM Interconnection - Directed business process re-engineering of trading and accounting activities for bulk energy trading clearinghouse, serving 10% of total US Market. Wyeth Labs - Project Manager and consultant to Corporate Technology Department; developed strategy and planned transformation from legacy mainframe to client/server applications. Led manufacturing systems requirements analysis for ERP system (SAP); directed QA/LIMS assessment/standardization/integration project. GlaxoSmithKline Delivered Global Network Outsourcing project for corporate data network providing services to over 260 sites in 120+ countries. Delivered $14+ million savings annually. ReSearch.Com CTO for Internet-based start-up (pre-IPO stage), targeting pharmaceutical R&D PMOs and CROs for pipeline product testing and evaluation. Ministry of Social Welfare (NZ) - Retained by Gartner Group to conduct assessments of technology strategy, planning, implementation and operations of $3B government ministry, annually for 3 years. 1992-1996

KPMG Peat Marwick, Management Consultants, New York, NY

Director, Advanced Technologies Practice Developed global project management and system integration practice; held P&L responsibility for $6 Million revenue practice group. Managed critical high visibility initiatives global teams and large project budgets; reported at senior executive level. Led multiple projects and consulting teams, provided services and directed internal KPMG methodology development. Co-developed several methodologies, including those used for SAP R/3 implementation and Enterprise Networking/Infrastructure.

Pfizer Led technology team for global IT strategy development, to plan next generation of technology and systems initiatives. Advised R&D clinical trials software development group. JP Morgan - Interim VP of Global Technology Operations & PMO. Directed remediation/turnaround of firms Global Disaster Recovery and Continuation of Business Operations, with $40 million annual budget. Led PMO of 40+, including consultants and company employees. Managed several service provider relationships.

Prior career within US Aerospace/Defense Industrial Community 1976 1992 Program Manager Systems Engineering and Integration Mr. Healy had a progressive career achieving executive roles equivalent to the commercial CIO, responsible for program management, advanced technology R&D, implementation, operations, and systems engineering and integration. He was also responsible for the operation of a global information services organization, and the development, production and global distribution of specialized electronic systems and devices. He also held divisional responsibilities for commercial and engineering support IT as a divisional CIO directly managing a staff over 300. Program Director for global command supporting high technology systems, data, and communications for DoD Command, Control, Communications and Intelligence network. Program Manager responsible for the design, development, testing and implementation of application software projects that produced over 2,000,000 lines of code, using multiple platforms and languages, and in some cases, involved custom devices and computing platforms. Supported negotiating and awarding over $100 Million in outsourced services, contracted software development, and technology acquisition contracts. Directed global organization of technical, operations, and support personnel. Responsible for

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managing the operations of three 24x365 mission critical (99.997% available) operations centers, global communications, infrastructure, special assets, and new technology implementation. Developed and managed technology programs involving significant scientific and mathematical oriented computing applications. Education & Training:

MA in Business Management (honors) from Central Michigan University MS in Computer Science at Villanova University BA in Engineering and Architecture from Lehigh University Certified in MRP II, Inventory Management, Production Costing, and Shop Floor Scheduling by the American Production and Inventory Control Society (APICS) DoD War College - Program Management; Technology Acquisition & Contract Management Executive Development Program Organizational Dynamics, General Management, HR, Staff Development, Finance, Contracts Dale Carnegie - Leadership Course APICS: Certified in MRP II, Inventory Management, Production Costing, and Shop Floor Scheduling. IBM: Pharmaceutical Automated Systems Validation and Compliance Testing Others: Six Sigma, Kaizen, TQM, QFD, SDLC, CMMI, ITIL Memberships: SIM Society for Information Management, Philadelphia Chapter TENG Technical Executive Networking Group CoFounder & Board, Philadelphia Chapter TPNG Technical Professional Networking Group CoFounder & Mentor, Philadelphia Chapter GPSEG Greater Philadelphia Senior Executives Group Charter Member