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  1. 1. Executive Resume Kenneth H. Johnson 1532 Virginia Avenue Libertyville, Illinois 60048 Phone: (847) 924-7259 Other: (847) 362-7954 Email: kjperegrine@aol.com Leadership Profile Senior Executive Leadership, Operations Turnaround, Mergers/Acquisitions, Corporate Legal Counsel, E-Business Internet Solutions, Financial Administration, Strategic Alliances, Raising Equity/Debt High-profile executive with a proven record of performance in providing business/financial leadership and legal counsel to optimize profitability. Documented record of success in formulating creative strategic plans and implementing operational, marketing and vital business culture changes. Sophisticated financial structuring skills, including portfolio management and raising venture capital/private equity funding to finance growth. Excellent knowledge of development and implementation of cutting-edge Internet-based tools and solutions to increase operational efficiency. Unparalleled success in forging strategic alliances and partnerships to secure major accounts. Exceptional interpersonal and communication skills enhanced by sound business savvy. Highly developed strategic planning skills are ideal for organizations seeking a results-proven leader in enterprise-wide information technology "transformation" situations, needing an innovative strategic vision and immediate, sustainable results given the proven ability to execute. Professional Experience Illinois Institute of Technology “IIT” Chicago, Illinois Adjunct Professor, IIT Stuart Graduate School of Management 2004 to present Lead designated higher-level graduate school classes for MBA and marketing and communications students enrolled in Masters Degree and certification programs. • Teach courses in e-commerce, business strategy, mergers and acquisitions, venture capital, and general business operations. Current course explores the role of e-business and e-commerce in the networked and digital economy. • Work directly with Dean Emeritus and Dean of Stuart School in developing marketing and alliance strategy for MBA and marketing and communications department. • Proposed courses to be taught in the IIT Chicago-Kent College of Law Financial Services LLM program include mergers and acquisitions, venture capital and other selected courses. Staffing and Training, Inc. Waukegan, Illinois President/COO 2001 to 2003 Provided leadership to this growing company in the development of a rollout strategy to 20 additional sites throughout the United States, Canada and Puerto Rico. Prepared organization for remarkable growth opportunity with an eye to securing venture capital or private equity funding to finance the growth strategy. Developed internal support team/external professional services support resources in preparation for conducting planned acquisitions.
  2. 2. Kenneth H. Johnson Page 2 • Spearheaded the development of cutting-edge Internet-based tools and solutions that remarkably increased efficiency across multiple functions including finance, payroll, tax/accounting and customer management, and significantly enhanced incremental revenue growth, as illustrated in the following graph: Efficiency and Revenue Growth $2,000,000 $1,800,000 $1,600,000 $1,400,000 $1,200,000 $1,000,000 $800,000 $600,000 $400,000 2001 2002 Projected 2003 Costs Revenue • Personally led the negotiation and formation of national strategic alliance agreement with a $10 billion global competitor. • Secured capital for national and international rollout of offices in conjunction with our national alliance partner. • Conducted negotiations and developed structure for raising capital considering debt and equity under various instruments including convertible notes and subordinate debt. CSX Corporation Richmond, Virginia Senior Vice President, E-Business and Strategy 2000 to 2001 Led the development of the enterprise-wide e-business strategy and Internet implementation plans for this Fortune 500 company with $11 billion in annual revenue to develop a comprehensive Web-based strategy throughout its various holdings. Identified overall e-business initiatives and priorities to drive efficiencies, improve service, reduce costs and seek out significant opportunities for incremental revenue throughout its portfolio of businesses. Initiated shipment- and asset-tracking system that significantly increased efficiencies. • Developed a world-class e-business strategy and transition plan that recommended the development and implementation of Internet-related digital strategies and solutions for domestic and international holdings. The following graph depicts the $100 million capital requirements over a five-year period and the anticipated cost reductions/incremental revenue growth as a result of implementing the e-business transition plan: CSX Value Creation 200 180 160 140 Millions of Dollars 120 100 80 60 40 20 0 Year 1 Year 2 Year 3 Year 4 Year 5 Capital Expenditures Cost Reductions Revenue Growth • Conducted comprehensive industry analyses and strategic recommendations that provided a roadmap for the first 180 days of my tenure. Collaborated with the CEO and the president to create an overall plan for mergers, acquisitions, divestitures and restructuring of various disparate business units.
  3. 3. Kenneth H. Johnson Page 3 • Selected and trained a talented e-business team of internal transferees and outside consulting resources. Created the e-business team, program management office and the e-business solution center from the “ground up” without a formal budget. This was a groundbreaking achievement; there were no previous processes, infrastructure or resources devoted to this discipline within the company. PricewaterhouseCoopers Chicago, Illinois Managing Director, Midwest E-Business Accelerator and Business Creation Services 1997 to 2000 Joined this world-class organization as a senior consultant and progressed quickly to become a key person for the Midwest Strategy Group. Managed complex and exciting engagements for global companies while typically working directly with “C” level clientele. Selected/advised all business start-up opportunities on growth and maturity strategies, including IPO preparation, proposal development, and service and support for identified e- business opportunities nationally and internationally. • Created and developed the Midwest e-business accelerator and business creation services facility that became a model for the global PwC e-business strategy practice. • Provided leadership for the PricewaterhouseCoopers (“PwC”) e-business strategy group dedicated to strategy and e-business for the Midwest Strategic Change Consumer and Industrial Products (“CIP”) management consulting practice. • Led dot.com “start-up” selections for PwC business incubator and business creation services that created $24 million in annual revenue for newly launched Dutch company. • Led strategy group as part of a global team effort that resulted in one of the largest engagements won for the strategy practice, Sulzer Medica AG at $14 million annually. IBM Global Services White Plains, New York Lead Negotiator Outsourcing–Banking and Financial Services Industry 1995 to 1997 Led and managed IT outsourcing “deal teams” that proposed and won bids for engagements with domestic and international banking/financial services industry clients. Transactions considered clients from various industries, including manufacturing, banking and financial securities, oil and gas, utilities and paper products. • Negotiated information technology outsourcing and consulting services agreements including: a $200 million system integration–Merrill Lynch, $530 million enterprise-wide outsourcing program–Washington Mutual, a $300 million enterprise-wide outsourcing program and data center development–Georgia Pacific, an $87 million Year 2000 assessment–The Southern Company, a $250 million desktop management, help desk and data warehouse–Citibank, and a $200 million enterprise-wide total outsourcing deal–LaSalle Partners. • Qualified strategic fit and profitability of proposed IT outsourcing engagements ranging in size from $200 million to $1 billion and played significant role in developing overall marketing strategy for $6.5 billion IBM Global Services division. • Closed 100 percent of assigned engagements as lead negotiator; typical success rate was less than 50 percent. Baxter International Deerfield, Illinois Vice President, U.S. Marketing and Strategy 1992 to 1995 Joined this world class medical products manufacturing, supply and services company as general manager for the corporate strategy group and progressed through several positions to vice president within 13 months—quicker than anyone else in the history of the company. Developed overall strategic marketing plan for the U.S. healthcare market. Significant accomplishments included:
  4. 4. Kenneth H. Johnson Page 4 • Orchestrated the largest transaction in the company’s history—the “spin-off” of Allegiance Healthcare. • Directed corporate transition team in administering divestiture of $400 million diagnostics unit, Dade International. • Key player in implementing a new $70 million central order processor for company and strategic outsourcing of IT group, including selection of vendor to conduct “build out.” • Led project team in negotiating five-year contract for sales and distribution rights worth $180 million associated with divestiture of the diagnostics manufacturing unit, retaining critical revenue and averting mass layoffs. • Negotiated a complex $8 million deal forming a strategic alliance with TSI International for the custom development of an open EDI order-processing platform for the healthcare industry. • Participated in re-engineering product returns process for U.S. distribution division that yielded $17 million in annual expense savings. Allstate Insurance Company Northbrook, Illinois Director, Associate General Counsel 1986 to 1992 Served as Director and Associate Counsel for the Allstate Insurance property and casualty group. Key leader for Allstate’s Political Action Committee, “ALLPAC.” Provided legal counsel to various internal and regional clients for multiple-state critical legislation, regulatory and compliance matters. • Spearheaded key fundraising efforts for ALLPAC facility that exceeded expectations for funds target by $2 million. • Led regional team in developing no-fault insurance legislation that prevailed on merits and resulted in a projected operating expense savings of $50 million annually. • Member of board of directors of key state guaranty funds including Louisiana, Alabama and Mississippi that administered operations for of insolvent insurance companies. • Key member of prestigious Washington D.C. Insurance Council. Education • Northwestern University, Evanston, Illinois 1988-1991 J. L. Kellogg Graduate School of Management Master of Management, Majors in Finance and Marketing • The John Marshall Law School, Chicago, Illinois 1980-1984 Juris Doctor. Class Standing, Dean’s List. Illinois State Bar: Admitted May, 1985 • University of Illinois 1976–1980 Bachelor of Arts in Political Science Professional Development Ongoing professional development through seminars and workshops, including: • Northwestern University–Winning Strategies for e-Business Week, Mergers and Acquisitions and Valuation Theory, How to Value and Finance an Acquisition, Strategic Financial Planning and Strategic Planning and Leadership Conference. • Investment Management Institute–High Net Worth Roundtable–2001. • PricewaterhouseCoopers–Developed and led E-Business Conversion Course, Customer Resource Management, Executive Technology “Boot Camp,” Core Skills for Guiding Groups, Enterprise Wide Resource Planning (ERP), and Facilitation and Leading Teams. • IBM–IT Outsourcing across the Enterprise and Strategic Technology Solutions. • Baxter International–Product Pricing Strategy and Healthcare Marketing 2000.
  5. 5. Key Accomplishment Summary Kenneth H. Johnson Restructured Company and Scored a Major Alliance to Support Aggressive Growth Situation: Staffing and Training, Inc. provided services to the temporary staffing industry including temporary employees, consulting services and outsourcing of human resources functions. The company had been in existence for eight years and was experiencing declining profits and contraction in its traditional customer base. Company leadership was in disarray as a number of key employees had recently departed. Significant changes needed to take place in the business processes, which lacked efficiency. Another major problem was the lack of capital to fund the changes. The anticipated need was $18 million over an eighteen-month period. The expansion considered creating an Internet base staffing model as well as the expansion to other locations for its “brick and mortar” retail operations. Action Plan: • Recruited a world-class management team, including the CFO, CIO and General Counsel. • Conducted comprehensive assessment of information technology capabilities and requirements for the envisioned restructuring. The key aspects of the system were scalability and cutting edge functionality built into the system based on my personal recommendations that represented gaps in the company’s previous business process capabilities. • Defined current business process refinements and identified new digital technology solutions. • Conducted key meetings with venture capital, private equity and corporate venture groups to fund growth, changes and alliance requirements. • Developed a comprehensive strategy to leverage industry relationships and pursue a strategic alliance with a global industry company. Secured a formal alliance agreement with Manpower, Inc. that allowed the company to become the national MBE (Minority Business Enterprise) alliance partner for selected accounts including Abbott Laboratories, Baxter Motorola and Fleet Financial in 20 sites, including Canada and Puerto Rico. Results: The new management team was put in place in just over six weeks. The IT platform was developed and implemented, repositioning the company to support its projected aggressive growth. Staffing and Training was well positioned to take advantage of the proposed remarkable growth stemming from the alliance breakthrough. Revenues grew by 60 percent over the next two quarters from implementing the changes according to the strategy. S&T’s account base grew on average by $8 million per new account on an annual basis and 10 additional office sites have been identified for the retail presence to support the anticipated growth.
  6. 6. Key Accomplishment Summary Kenneth H. Johnson Successful Turnaround of a Declining Operation Situation: The CSX Corporation had experienced declining profits and turmoil within its leadership management ranks for more than five years. Its major business, CSX Transportation, was in need of reengineering to improve pricing strategies, Internet business development, marketing, and general business processes. Many processes had not been updated in over 30 years. The shareholders were becoming more vocal in their disenchantment with the company’s performance and were demanding action. Action Plan: • Developed and presented a comprehensive strategy to transition all major company processes over a three-year period that received rave reviews from the board of directors, Wall Street analysts and shareholders. The plan included comprehensive details for process improvement by introducing, adopting and creating standardized structures for the organization. • Selected and personally trained key e-business transition team comprised of internal employees in e-business strategy concepts and solution implementation skills. Developed an education module on e-business and strategy for the top 200 management personnel to prepare for the significant changes that would take place. Created momentum and engage the organization by providing structured forums, which would become the infrastructure of the e-business change agents and was a precursor for existing corporate strategic initiatives program. • Implemented various e-business strategy initiatives that were identified as “quick hit” opportunities resulting in $3 million in internal cost savings during the first year of implementation. • Proposed development of high-level business case for highest return projects by working with business owners to develop revenue opportunities, cost-saving strategies, additional benefits and implementation cost plans. • Directed company focus toward getting more involved in industry matters that would facilitate customer satisfaction. • Volunteered for very aggressive personal deadlines and targets and “pushed” the organization to make the most significant changes that would have major impact to existing processes to achieve improved customer and employee satisfaction. • Provided the vision that enabled participants to understand the mission, roles/responsibilities and potential for extraordinary success in implementing the transition strategy. • Developed phased approach to complete targeted initiatives, website and portal redesign. Results: The results of creating the e-business group and initial strategy were remarkable considering all of the dimensions and elements considered above. The company’s earnings were stabilized and significant savings were realized throughout various groups within the company. Implemented solutions saved the company $24 million over an annual run rate from prior costs for various processes and groups including pricing, train management and Internet- related digital solutions. The strategy was benchmarked against actual implementations from industry competitors to illustrate the quantitative value of implementing the transition strategy. Within the first nine months of my appointment and implementation of the initial phase of the strategic solutions, the stock price increased from $21 to $34. Shareholders and analysts alike became more comfortable with CSX’s leadership and the proposed plans for repositioning the company—in particular, the thought leadership surrounding e-business and the value that could be created by implementing an effective e-business portfolio transition strategy.
  7. 7. Key Accomplishment Summary Kenneth H. Johnson Created Best-in-Class Model Used to Develop Future E-Business Facilities Situation: PricewaterhouseCoopers (“PwC”), one of the largest professional services firms, needed to develop key capabilities within its global organization to take advantage of e-business and business creation services. Clients were requesting comprehensive services that could address e-business and strategy development as well as implementation capabilities in conjunction with internal resources. PwC’s typical clients were Global 200 companies as well as middle market businesses interested in this suite of services. Appointed to the newly-created position of Midwest Director of e-Business Accelerator and Business Creation Services that would offer services including e-business strategy, IT, CRM, ERP, staffing, capital development, corporate governance, executive recruiting and venture capital and IPO advisory services. Action Plan: • Developed an e-business creation services incubator and accelerator module that would cover all aspects of a client’s needs including corporate strategy, technology architecture, capital needs, business creation, structure and governance. Clients could choose from an array of custom services depending on their identified needs from initial start-up company to legacy “carve outs.” • Proposed overall strategy for global practice leaders including staffing plan, service capabilities, marketing strategy and projected revenues, start-up costs and return on investment (ROI). • Mapped and recommended global cross-functional teams to support client efforts that included Europe, Canada, U.S. and South America. Selected key members with certain skills from best-in-class strategy consulting group to launch accelerator. • Using the approach and tools that were developed, a number of clients saw dramatic results in operational efficiencies and value creation from engaging and hiring the Midwest accelerator and utilizing the developed approach to “accelerate the time to value” for a number of notable clients. Results: The PwC Midwest e-business accelerator’s launch was notable in PwC’s history as this would become a key service offering. The Midwest group under my direction was the “best-in-class model” used as the template for the development of other e-business facilities at PwC including the West Region, the East Region and various facilities in Europe. Designated as the global e-business strategy SME (subject matter expert). All documents and assets developed to support the Midwest accelerator were shared and leveraged by the other regional groups to drive standardization in all of our associated processes. The methodology, tools and solutions were placed on the global Knowledge Sharing server for all practice leaders to utilize.
  8. 8. Key Accomplishment Summary Kenneth H. Johnson Personally Led Development of Solution Development Program (SDP-21) Methodology for GM’s Worldwide Business Situation: General Motors, one of the largest automobile manufacturers in the world, was experiencing significant trouble with its outsourced information technology group. This triggered GM’s decision to bring IT capability back in-house under its own management. This was a daunting task as these functions had been handled by EDS, an outside contractor, for ten years. Various systems and personnel had to be created and hired to support a global $100 billion plus company while transitioning from the outsourced company and developing its own internal capabilities. The company had lost market share consistently for the last decade and changes were taking place within GM key leadership as high as the vice chairman level. This complex series of projects and initiatives had to be completed in a seamless fashion so no significant interruptions to normal business operations would occur. Action Plan: • Identified an appropriate implementation roadmap based on GM’s business and technical priorities. • Implemented business transition training for several thousand personnel through GM University, enabling the GM organization to more effectively pursue its business objectives. • Made recommendations for state-of-the-art technology and solutions, particularly where new business processes could be driven by technological innovation. • Devised a mechanism for IT governance involving key leadership and cross-functional ownership of the projects and results throughout the organization. • Identified an appropriate organization structure, processes and related skill sets to develop and maintain the architecture, and supporting the GM organization change plan through implementation and future support. • Designed the solution development program (SDP-21) methodology for GM’s world-wide business. The program provided the detailed stages, phases, steps ands tasks to identify a proposed technology solution from concept to development and implementation. • A new IT governance process was put in place that resulted in remarkable ease and efficiency in decision making from the prior process including crucial executive “buy-in” and ownership. • Annual cost savings on procurement and architecture development of $50 million were enjoyed across various divisions by centralizing procurement services and driving standards for IT solutions that all groups must adhere to including project authorization. Results: The SDP-21 methodology was customized to provide GM with a robust approach for developing and deploying IT solutions/technologies throughout its organization during the transition period. This program was a huge success for the GM organization. The annual costs of the legacy approach and outsourcing agreement was approximately $8 billion. The estimate for the cost savings that would result from the new streamlined processes, decision making, time-to-build and implementation of solutions was $1.8 billion, a remarkable accomplishment given the size and complexity of the project and the size of the client in this instance.
  9. 9. Industry Insights Kenneth H. Johnson Identifying and Accelerating Growth in an Intensely Competitive Market Accelerating “Time to Value” The most successful companies know how to accelerate time to value. These companies are nimble and move at a remarkable pace to execute and capitalize on opportunities. They have developed a template and a capability to considerably shorten the time to “capturing the value” of any initiative. Less successful companies tend to study things too long and stay on the sidelines while more capable organizations mobilize to identify and capture value. Industry/Business Awareness Understanding the company’s mission and business as well as what is feasible to generate new growth opportunities can be vital to success. Many look outside the parameters of how others typically define their business model to find new and distinct opportunities. This “out of the box” thinking allows for identifying company strengths and extending its talents to other arenas. Many times successes result from an area that may not have anything to do with the so-called “core business.” Building a Brand Provides Business Impetus The company’s brand image should be a constant focus. Surveying key customers to gain their insights can be a valuable tool in building and maintaining a brand image. It can be a grave mistake to become too internally focused on this key activity and lose touch with the very important impressions of key constituents—the customers. Zeroing in on first identifying and then giving customers what they need will keep the momentum going. Human Capital as a Valuable Asset Hiring the right people and allowing them the freedom to exercise creativity in performing their duties provides a great platform to identify new growth opportunities for companies. Many company cultures stifle creativity and progressive thinking. The successful company will reward intelligent risk-taking and encourage dynamic people to take the initiative without being told what to do. A cohesive team spirit provides people with the incentive to excel —both the employees and the company will reap the rewards. Understanding Company and Competitor Strategies Employees at every level, whether leadership or front-line personnel, should have a comprehensive understanding of the company, the vision and its strategies. Nearly as important is that they clearly understand and can articulate the strategies of key competitors. It is the ability to provide superior products and/or services that will enable a company to prevail over competition—without the knowledge of competitors’ offerings, it is difficult to conceptualize and develop remarkable strategies that are distinctive within the industry. The primary goal is to create a sustainable advantage in an intensely competitive market and “stay ahead of the wave.” Stretching and Extending Business In this dynamic and ever-changing marketplace, it is important to have key personnel always considering and pursuing new opportunities. Rather than leaving the company’s future to chance or resting on its laurels, those carrying this responsibility should have clearly defined roles and the freedom to explore and promote value-added ideas on a systematic basis. The successful company will always be on the lookout for new technologies and strategies to enhance existing products and services and therefore position itself to take advantage.
  10. 10. Industry Insights Kenneth H. Johnson Contemporary Leadership in a Demanding Market Economy Leadership is Contagious A good leader not only provides guidance, but gives others the capability and inspiration to lead. He or she can manifest a presence and charisma that can engage and energize the organization and its people. Confident leaders make for a confident organization. Key players are motivated by the examples set by their leaders and, in turn, manifest self-confidence and creativity in carrying out their duties. Leadership is contagious—good or bad! No Time for Politics Many companies have suffered because of political infighting within leadership ranks. Circumstances may vary in each company; however, leaders should make every effort to quell the political tendencies of human behavior. Good leaders set the pace here. The organization’s time and energy is much better spent on rallying employees around shared objectives and the understanding that everyone wins if your approach is right. If leadership is constantly involved with intra-company politics and other petty distractions, it will show in the company’s performance—the organization reflects the mindset of its leaders. I Bet My Job on It! Excellent leadership is contingent on the level of commitment invested. The proactive leader takes ownership in his/her activities, recognizing the inherent accountability for leading the organization and executing agreed-upon strategies. A good leader says, “Hold me responsible for those things that I can control,” “Evaluate my performance on these specific metrics,” and “Don’t reward me if I didn’t accomplish what I said that I would.” The Selfless Leader A good leader does not look to garner all the credit and praise for the company’s accomplishments. It takes many talented people to optimally run an organization—good leaders recognize this reality and are secure in their own capabilities. A successful organization finds the best and the brightest to “push” and “stretch” the organization’s capabilities and performance. This starts at the top or it doesn’t start at all. Leadership that Knows What to Do How many companies have leaders in name only? Many contemporary managers don’t really have the answers, particularly in a tough business environment. Even when they recognize what needs to be done, they have a difficult time orchestrating the necessary elements to effectively execute. The best contemporary leaders can understand and execute under the most difficult of circumstances. You can’t fake great leadership. Leadership Does Not Mean “King of the Hill” It’s important for a company’s leadership to be in touch with the organization. In many organizations, the key leadership positions itself in the “ivory tower” and is remote from the front lines. They wonder aloud with others in the tower and ask, “What’s the morale like out there?” Effective leaders know what’s happening in their companies and have their fingers on the pulse of the organization at all times. Great leaders aren’t afraid to get into the trenches and do what’s expected of them—lead!

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