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Teresa Epler

309 Eliff Way * Lake Ridge, VA 22001 * (703) 897-1230 * teresa.epler@baesystems.com

Designing and Engineering Robust IT Solutions Proven to Exceed
Expectations and Increase Corporate Profits

__________ Achievement Summary __________

·         Career includes interacting with the President of the United States, senior U.S. and foreign political & military leaders, and multi-billion dollar enterprise C-level executives with responsibility covering over $4B in infrastructure.

·         For current employer, as IT strategic thought leader and business process optimization change agent, delivered billions of dollars in values cumulatively; primarily achieved by engineering litigation mitigation, cost-of-computing reduction, and iterative & process consolidation solutions.

·         As consulting executive in the 2001-2003 period, assisted in 7 outstandingly successful and 2 moderately successful start-ups.

·         As Dendrite's business director, increased annual revenues by over $100M (derived from outstanding delivery on contracts, products and services which led to significant referral business gains) and optimized operations by organizing a dynamic PMO [project management office] framework.

·         Since 1991, led over 25 major, multi-million-dollar business process improvement initiatives; developed IT intensive solutions covering shared services, ERP, call center, documentation & record management, risk mitigation, HRIS, finance, data warehousing, and networking systems, programs and methodologies. Won major awards and honoraria for integrative leadership and aligning IT with business needs.

__________ Career History __________

BAE SYSTEMS                                                                                                                             2003 - Present

World's second largest defense enterprise with 50,000 domestic and 120,000 global personnel and $15B in U.S. annual sales ($38B globally).

Director, Intelligence and Security

Mandate: Member of numerous executive management committees; functions as senior: IT change agent, insourcing versus outsourcing strategist, and business process optimization leader. Recently assigned to head the corporate Litigation Response Team and Discovery Services (for litigation and federal and state investigations and audits) with strategic leadership in litigation impact-reducing operations. Develops coordinated global strategies integrating BAE Systems plc (parent with wholly-owned subsidiaries operating in 60 countries) and BAE Systems Inc. (domestic). Provide subject matter expertise in domestic and global governance.  Served on Internal Audit (inspector general) organization with responsibility for analyses, performance management, internal controls and risk measurement within the functions of HR, IT, finance and operations.

Scope: Administers annual insourcing and outsourcing budgets in the $50M to $.5B range with department operating budgets in the $30M range. Direct teams of up to 15 executives (primarily directors in charge of infrastructure, help desk, applications development, networking, field support and a cadre of general and project managers for sales, marketing, IT enhancement, and customer service) with up to 350 personnel. Currently also directs a cross-functional team of 12-14 specialists handling legal, records management, and IT. Functioned as senior Life Cycle Management executive (develops business & operational processes, generates metrics & performance excellence standards to ultimately support the corporate strategic plan).

Achievement Highlights

·         Honors--Chairman's Silver Award (2006), a near $100K honoraria. Accorded maximum annual bonuses throughout tenure.

·         Change Management--Initially recruited under crisis conditions with very poor end-user satisfaction metrics; rehabilitated outsourcing processes and then, following due diligence contributions acquiring an IT enterprise, led the firm's transition to in-sourced IT services; led a company-wide cross-functional team of line of business and corporate vice president to generate the business case to the Board of Directors and subsequently managed system conversion.

·         Cost-Containment--In 2005-2007, reduced global IT costs by $450M while dramatically improving Service Level Agreement coverage. In 2010-present, in response to new Federal Rules of Civil Procedure, lead Inc.-wide team to develop and implement new technologies and processes designed to reduce annual eDiscovery costs by $15M while avoiding tens of millions of dollars in court-ordered financial sanctions. Continuously leads BPO initiatives and in the 2011 fiscal year, for example, will deliver over $4M in process consolidation solutions.

·         Executive Leadership--In 2005-2006, organized and led a cross-functional Red Team composed of key executives from multiple lines of business, generated a fully specified (financial, service delivery, technical capability, customer service, management, etc.) business case and led  development of insourced information technology services with an NRE facility with control over start-up funding.  Final recommendation was approved by BAE Systems plc Executive Committee.

·         Representative Metrics--Throughout tenure, developed continuous improvement framework, in response to annual customer satisfaction survey, which resulted in a 27% increase in customer satisfaction.

SYSTEMS TECHNOLOGY                                                                                                              2001 - 2003

Start-up technology consultancy serving a global client base.

Principal and IT Practice Lead

Performed a wide variety of technical and business organization development roles. Led strategic planning, market analysis, business process reengineering, internal audit, business development, budgeting and cost control, systems design and integration, managed services, enterprise architecture planning and implementation.

Engagement Highlights

·         For a UK-based transportation company, developed strategic planning process and corporate acquisition strategy that increased revenue by 12% and reduced costs by 9% in the first year

·         For a German-based telecommunications start-up, designed and implemented a total quality management solution.

·         For a US-based on-line retail start-up, developed and rolled-out governance processes, metrics and balanced scorecard that reduced annual costs by 10%, a >$1M net return on investment.

·         For a Greece-based software development company, created its program management office and functioned as senior HR recruiter.

·         For a start-up online university (as Interim Chief Operating Officer and Vice President of Administration and Operations), led strategic planning, business process reengineering and corporate organizational restructuring in preparation for initial public offering.  Directly supervised departments of information technology, student services, call center and human resources, with matrix authority over sales and marketing, finance and academic departments. For example, developed strategic plans, marketing campaigns, business process and supporting infrastructure that increased revenue by 38% in 3 months and attracted firm commitment from venture capitalists; designed and implemented capital investment plan, software development lifecycle and technical work order processes that reduced development costs by 29% while accelerating work completion by 21%; scaled web site, wireless capability, network infrastructure and associated processes that provided for threefold increase in e-commerce capability. In first week, identified, documented, and corrected 76 critical deficiencies to reduce overall corporate expenses by 34% while increasing productivity by an estimated 20%. Overall bottom-line annual values surpassed $6M.

DENDRITE INTERNATIONAL                                                                                                       1997 - 2001

IT outsourcing services provider to the pharmaceutical industry.

Global Business Director

Mandate: One of 5 line of business heads responsible for a global, highly profitable revenue of outsourced IT services. Initially assigned to service one global pharmaceutical leader, promoted to cover the world's largest CPG manufacturer (P&G). Directed managed services (client-server and web-based environment with integrated call center, CRM/ERP and e-Commerce subsystems), business development, client relationship management, business strategic planning, market analysis, program & contract management, software development, and enhancement & support services.

Scope: Directed a team of over 100 technical managers, programmers, software quality assurance specialists, project managers, data center and database administrators, network and telecommunications administrators, hardware technicians, call center and customer service representatives, financial analysts and sales representatives. Planned and directed financial controls and program execution that resulted in an average revenue gains 35% above expectations and costs 15% below budget over a 4-year period.

Achievement Highlights

·         Honors--Led the best implementation in company history; project was completed in 5- instead of 12-months while increasing annual revenue by 91% over an optimistic quota; achieved by accelerating software development, testing and production while maintaining a 72% gross margin and achieving highest levels of customer satisfaction. Cited by top-tier executives for having the most motivated, most highly trained, and most profitable business unit.

·         Business Development--Generated presentations to senior executives of billion-dollar corporations and negotiated 14 sales contracts worth over $100M during a three-year period.

·         Program Management--Planned and directed the largest pharmaceutical implementation in company's history, deploying 7 software products and services in 9 countries and 6 foreign languages.  Set up the first PMO freaturing standardized process to guide over 30 program managers across all lines of business.

·         Operations--For one top-five global leader, directed the implementation of an integrated sales force automation system and call center operation which increased their revenue by 27% while reducing costs by 19%, a value conservatively estimated at over $50M in first year. 

·         Organization Development--Led corporate initiative to achieve CMM Level-2 certification that resulted in a 36% increase in revenues, a decrease in costs of 29%, and a 47% decrease in employee turnaround. Specifically, developed and instituted personnel, performance and training programs for a culturally diverse staff with members from 12 different countries resulting in employee turnaround on my team at less than 5% while the rest of the company experienced a 48% turnaround rate during the same period; at the same time, achieved a 98% approval rate in a corporate-wide employee morale and job satisfaction survey, compared to 67% for the rest of the company.

PRIOR EMPLOYMENT

Management and Operations Consultant/Interim Executive

·         Provided business process reengineering, Lean Management/ Quality Assurance, and business virtualization solutions.

United States Air Force                                                                                                                             

·         Various positions including U.S. Representative to NATO, Chief Information Officer, Program Integration Director and Inspector General Team Leader.

Accomplishments Highlights

·         Administered budgets in the $4B range and supervised over 350 staff including over 100 globally distributed project managers.

·         Authored a 10-year strategic plan and vision/mission statement for 11 divisions with 115,000 total employees.

·         Led reengineering effort to successfully consolidate 3 organizations while improving employee morale.

·         Delivered numerous presentations to the President of the United States, members of Congress, and foreign government officials.

·         Developed and negotiated operating and logistics procedures in 13 European and Middle East countries.

·         Lead and conducted inspector general investigations encompassing operations efficiency, policy compliance, strategic planning and fraud, waste and abuse remediation.

·         Developed and guided highly effective IT programs at 47 worldwide locations, representing 145,000 users operating in a mainframe WAN/LAN architecture with multi-node telecommunications infrastructure.

·         Multi-million dollar deliverables included: a 46% deficiency reduction achieved by creating and implementing a European-wide business process reengineering and remedial action program using Total Quality Management and Six Sigma tools and principles; a 26% budget reduction achieved by implementing controls for 22 geographically segregated organizations; a 40% cost reduction achieved by negotiating foreign governments cost-sharing; a 65% budget preparation/analysis time reduction by developing and implementing tracking system; negotiated reallocation of $1.4 billion in resources (34% of budget) to sustain critical funding.

__________ Professional Development __________

Education: Master of Arts, Public Administration, 3.95 GPA, Troy University/Cambridge University. Bachelor of Arts, International Relations/Russian Studies, 3.6 GPA, University of Southern California.

Available Upon Request: References, additional training, presentation chronology.

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