1. Richard K. Meyer, MBA
8 Smoke Hill Drive
Stamford, CT 06903
richardkmeyer@yahoo.com : (914)629-4401
PROFILE:
Senior Level Operations Strategy Executive and West Point graduate possessing years of comprehensive business transformation,
consultative problem-solving, and management experience across a range of industries. Results-driven individual with a consistent and
successful record in team leadership, change management, continuous process improvement, and enterprise risk. Highly respected
thought-leader with demonstrated ability to lead complex projects, function effectively at all levels of management, deliver lasting results,
and adapt to increasing levels of responsibility. Strong technical capabilities effectively enables to bridge between IT and other functions.
Broad based competencies include, but are not limited to:
Business Process Improvement Program Management Lean Six-Sigma Management
Transformation Strategy & Planning Business Intelligence Cross-Functional Leadership
Change Management Enterprise Risk Root Cause Analysis Statistics and Data Analysis
NOTABLE ACCOMPLISHMENTS:
Ø Meticulously guided Concentrix Japan through a complex three-entity merger without major go-live issues; hands-on leadership style
proactively defined plans, addressed issues, and ensured solid coordination between geographically distributed support teams.
Ø Forged an Enterprise Risk competency for IBM China; independently led a 13-month complex analysis working directly for the CEO,
IBM China; analysis and executive presence garnered respect from leadership team, resulting in top client/engagement ratings.
Ø Designed a proprietary Opportunity-to-Order process that guided opportunities through sales engagement, solution development,
pricing, contract negotiations, and movement into production; created transparency and online references to facilitate adoption.
Ø Successfully executed numerous process improvement and Lean Six-Sigma projects leading to significant defect reduction, reduced cost,
shortened cycle times, and measurable business value; consistently implemented controls to hold gains.
Ø Instituted a structured management system with persistent communications; enabled IBM GPS to navigate a complex business
transformation to improve business profitability and redirect organization resources toward strategic growth areas.
IBM Global Services, Armonk, NY / divested to Concentrix Corporation 2007-June 2016
Concentrix Operations Strategy and Transformation Leader (2014 –2016)
Ø Adapted IBM Opportunity-to-Order processes to a nimbler acquiring entity as part of a $505M business divestiture.
Ø Coordinated the merger of three Concentrix Japan legal entities into one; included finance, accounting, payables, receivables,
account management systems, procurement systems, HRIS, HR transfers, recruitment, and payroll processing.
Ø Realigned new hire compensation/benefits across 25 countries; reduced labor cost by $7.9M annually.
Ø Developed a process to register new hires for Work Opportunity Tax Credits; captured $700K in annual tax savings.
Ø Created a process to minimize Unemployment Insurance costs; successfully challenged 25% of claims as invalid.
Ø Re-engineered background checks by integrating Taleo Recruiting with third party services; reduced cycle time by 93%.
Ø Designed an application that applied business rules to multiple data sources to automate payroll changes for 1500 US employees.
Operations Manager; IBM Global Process Services (2010-2014)
Ø Harmonized a major transformation with nearly 200 projects and 17 work streams; ensured uniform objectives and integration.
Ø Designed sales analytics to compare seller performance laterally and historically for a $4B outsourcing division.
Ø Analyzed correlation between skills and sales force effectiveness; developed a learning program with tracking to bridge gaps.
Senior Manager; IBM Strategy and Change Internal Consulting Practice (2007-2010)
Ø Established an Enterprise Risk function for IBM China ($3.6B); analyzed 8 risks with a consulting team and 60 client people.
Ø Forged the IBM risk assessment framework that became the standard for internal risk deployments.
Ø Championed two Lean Six-Sigma deployments; mentored leaders and black belts to deliver $5.5M in business value.
GE Asset Management, Stamford, CT 2005-2007
Lean Six-Sigma Master Black-Belt
Ø Merged two businesses onto a single Oracle GL platform; migrated numerous feeds, interfaces, reports, and processes.
Ø Championed process improvement projects to reduce receivable DSO by 42% and trade processing cycle time by 35%.
Ø Coached ten black belts through Lean Six Sigma projects; delivered formal training on LSS and statistical methods.
Grant Thornton LLP, New York, NY 2000-2005
Consultant, Senior Consultant, and Consulting Manager; Management Consulting Services
Ø Designed and developed numerous Cognos budget/forecast models; enabled more iteration while reducing cycle time and effort.
Ø Examined working capital for a defense electronics manufacturing firm; identified $18M in potential cost reductions.
Ø Recovered $10M in aged client receivables; leveraged OLAP/reporting tools, reconciled accounts, and negotiated agreements.

2. RICHARD K MEYER
8 Smoke Hill Dr., Stamford, CT 06903
E-mail: richardkmeyer@yahoo.com
Cell (914) 629-4401
Ø Analyzed a national environmental engineering firm; recommended a location consolidation plan with $8.4M in cost reductions.
Ø Assessed three acquisitions across multiple industry sectors in terms of IT due diligence.
Ø Developed 14 analytical models that Goldman Sachs Investment Research uses to analyze the IT hardware sector.
Ø Quantified damages for a Wells Fargo court settlement using transactional data and business intelligence tools.
United Technologies, Syracuse, NY 1999 – 2000
Manager, Process Technology, Carrier Corporate Technology
Ø Collaborated with a 3d Party firm to design and deploy automated test equipment in Thailand, Saudi Arabia, and India
Ø Negotiated agreements; reduced cycle time 70%; achieved 6σ quality; and delivered a $1.2M cost reduction 20% under budget.
Ø Liaised with UTC R&D to develop the first industrial laser leak-testing system; reduced process cycle time by 90%.
Texas Instruments, Attleboro, MA 1991 - 1999
Manufacturing Engineer and Supervisor, Automotive Pressure Switches
Ø Designed and developed a $2.5M new product production line that generated $11M in revenue.
Ø Transferred manufacturing operations to Mexico and Costa Rica, saving $1.35M annually.
Ø Slashed failure analysis cycle time by 75% by developing a streamlined process that applied Lean principles.
Ø Championed a six-month, 100% increase in production volume by executing $1.2M in equipment procurement and enhancements.
Ø Resolved leak defects from >10000 to <50PPM using root cause analysis, Taguchi methods, and statistical process control.
United States Army 1987 - 1991
Infantry Officer, 101st Airborne Division (Air Assault)
• Army Ranger; Airborne; Air Assault; Bronze Star (Iraq)
COMPUTER SKILLS:
Excel, Word, PowerPoint, Visio, Cognos Planning and Business Intelligence, Business Objects
EDUCATION:
US Military Academy – BS, Engineering – 1987
Boston University - MBA, Operations and Statistics - 1998