1. STEPHANIE KIRCHHOFF
2942 CherryHill Lane 630.258.0220
Little Canada, MN 55109 stephanie.kirchhoff513@gmail.com
AREAS OF EXPERTISE
 IT & Business Transformation
 IT Outsourcing
 ERP System Implementation
 Hands-On IT Delivery & Ops
 Cross-Industry Experience
 Comfortable in the C-Suite
 Fortune 1000
 P&L Responsibility
 AlliancePartner Liaisons
PROFESSIONAL EXPERIENCE
ACCENTURE 1990 - 2014
[NYSE/ACN] Accenture is a global management consulting, technologyservices andoutsourcingcompany, with323,000+
people serving clients in 120+ countries. Revenues: $30.0B FY’ 2014.
ACCENTURE CIO PROJECT OCT2013 – OCT2014
Scope: A replacement of Accenture’s business opportunity management tool (SAP based), pipelineof current and
future potential work. CRM based toolset. Software selection had been narrowed from 4 to 2.
 Completed software analysisand assessment of two finalistsoftware;Salesforce.comand MicroSoft.
 Completed a Proof of Concept and Performance Testing of both. Understood capabilities and platforms.
 Briefed Accenture CIO and CIO Portfolio Leaders.
 Defined projectgovernance structure. Assisted in the Steering Committee formation; comprised of global
senior leadership representingall five(5) Operating Groups across ClientDelivery and Sales Management.
 Accenture maintained unique and legacy relationshipswith both Salesforce.comand MicroSoft.
 Led and managed a team of 10 Consulting& CIO professionals with competencies across technical archi-
tecture and implementation.
 Completed initial Requirements Definition,Design Documentation (process & technical architecture), and
Change Management strategy documentation duringsoftware selection finalization & negotiation.
 Project scopewas revised to includeAccount Management & Contact Management processes – formal
accountplanning,client& third-party contacts and relationship management, plus original oppor-
tunity/pipelinemanagement processes.
 Led and managed $10M budget FY’2015. The third largestIT initiative for Accenture FY’2015.
 Agile delivery approach and execution.
 Signed contractand access to software: Feb 2014. Major projectrelease accomplished in eight (8) weeks.
o Maintained major releaseimplementation every 4-6 weeks subsequently whilemaintainingthe
prioritized scopewith leadership.
CARGILL
Minneapolis, MN
MANAGING DIRECTOR JAN 2013 – SEPT 2013
Project scope: Developed & implemented common business processes and system solutionsfor global sourcing,
customer order fulfillment,warehouse ops, financial management, and supportingbusiness activitiesto enable the
global Cargill enterprise– 60+ business units.
 One of three (3) ManagingDirectors aligned to the Client Account Lead.
 Co-Led and managed IT Systems Development & Delivery professionals;~80 professionalson-shore+ liai-
son with off-shore IT professionals.
o Prior to 2013,initial solution developed and deployed to ~5 Business Units;deployment activities
initiated with two (2) additional Business Units (differingstages / timelines).
o Enhanced and new functionality phased-in over periodic releases whilesupportingand maintaining
the system for production users.
o Continued assessingand planningindividual Business Unitdeployments.
 P&L responsibility/financial planning,with ManagingDirector Co-Lead.
 Later specialized in Deployment with five (5) Cargill ITprofessionals & part-timeSAP executive: defined
and estimated costanalysisof three (3) future deployment options. Results presented to Cargill Board.
MANAGING DIRECTOR OCT2012 – DEC 2012
 Assisted Accenture Global Cargill AccountTeam with Account Management design;
o Developed annual Account Plan and financial projection(s).

2. STEPHANIE KIRCHHOFF Page 2 of 3
o Implemented process and tools for new projects identification,trackingand clientengagement/re-
lationship management.
 Defined process and custom management template to track clientteam management interactions,con-
tent, management definition and structure.
 Established forecasting and potential businessopportunities.
 Results:Within two (2) months the team identified 30+ new business projectleads/$80M+value.
US ARMY,GENERAL FUND ENTERPRISE BUSINESS SYSTEM (GFEBS) 2005 – 2012
Washington,DC
MANAGING DIRECTOR &PROJECT MANAGER 2009 - 2012
A $140B enterprise financial management and operations transformation project.Defined IT systems enablement
and financial management of all US Army general funds (Congressionally appropriated) includingseparateorgani-
zational yet substantiveUS Army real property. Projectincluded US Army Active, National Guard and Reserves.
 Most senior projectexecutive. Led and managed all services execution and delivery across IT,Process/Op-
erations and Change Management.
 Reported to US Army Project Sponsor, a Three Star General (C-Suite executive equivalent) with routine
project operations updates.Also monthly briefed the ProjectSteering Committee comprised of senior
Army leadership (One& Two Star Generals and civilian equivalents).
 Responsiblefor global deployment of the GFEBS Solution to 226 sites / installations,71 countries and
50,000+ end users. Delivered 10 deployments, comprised of eight (8) major “waves” (2,000 – 12,000 end-
users) and 2 “mini-waves” (250 – 1200 end-users).
 Led implementation life-cycleof six (6) major application releases (2009 –mid 2011) + quarterly enhance-
ment releaselife-cycleimplementations (mid 2011 – 2012).
o Business solution utilized 10 SAP functional modules,350+ custom application development objects
(RICEFW), SAP BW / BOE products for business intelligencereportingand custom application pro-
cessing(80+reports and 3 major custom applications),and integration with 25 partner systems (Army,
DoD/DFAS, and external entities).
 Led day-to-day IT operations whilefurtheringthe projectparadigmshift.Balanced between project oper-
ations and enhancements whileenabling and furthering new IT functions.
 Led IT applications outsourcingactivities acrosssupportTiers 1 – 3, includingexpansion to a 7x24 opera-
tional supportmodel.
 Led and managed 1-2 ManagingDirectors and 12+ Senior Managers across IT,Process and Change Man-
agement. Led extended professional team of ~200 – 400+ IT and Operations/Process professionals.
 P&L responsibility $88M - $130M. Managed annual budget planningand related execution. Delivered re-
sults 20 - 30% above plan while meeting or exceeding profitability goals.
US ARMY,GENERAL FUND ENTERPRISE BUSINESS SYSTEM (GFEBS)
DEPUTY PROJECT MANAGER & SOLUTION ARCHITECT 2005 - 2009
#2 MANAGING DIRECTOR
 Led and managed the design, development and implementation of the integrated Business Process,
Technology and People Solutions.
 Delivered the Technology Demonstration (June 2006) as a “prototype” provingthe feasibility of the total
engagement and fit of the software to the Army-unique requirements and operating environment.
 Delivered PilotDeployment (~250 end-users, 1 site) Oct 1, 2008 at the start of government fiscal year.
 Led design, build,test and implementation for the firstmajor businesssolution release; go-liveconcurrent
with the PilotDeployment (Oct 2008).
o Included ~200 custom application development objects (RICEFW) and integration with 14 integration
partner systems (Army, DoD/DFAS, and external entities).
 P&L responsibility:$10M - $68M. Budget planningand management. Met or exceeded performance tar-
gets after year one (1). Led and managed team of 50 - ~175 IT professionals.
NASA (NATIONAL AERONAUTICS AND SPACE ADMINISTRATION) 2000 –2005
Huntsville, AL with teams across 10 domestic locations.
CORE FINANCIAL PROJECT&ENHANCEMENTS
Core Financial Projects Initiativebroughttogether ten (10) Space Flight& Research Centers financial management
and purchasingoperations into one common set of business processes and oneunified technical platform.

3. STEPHANIE KIRCHHOFF Page 3 of 3
MANAGING DIRECTOR (Promoted to ManagingDirector in 2001,from Senior Manager)
 Led the project design, implementation, deployment and support of this organization-widefinancial man-
agement and purchasingbusinesssolution.
 Defined Agency-wide common business processes, identified customcomponents to meet unique ele-
ments and unified entire Agency onto one application platform.
 Led business process design,configuration of SAP software, and development of custom solution compo-
nents. Worked in conjunction with separate Technical Architectureproject; operated as the firstfunc-
tional/business “customer”for the Technical Architecture projectteam by defining environment require-
ments and timeframes.
 Worked in tandem with NASA Technology Leads and their technology external consultant – providing
shortand longterm needs for execution and delivery.
 Reported to NASA Project Lead (Marshall SpaceFlightCenter Deputy CFO) and NASA Agency CFO (Project
Sponsor).
 Defined the agency roadmap for buildingon the Core Financial Implementation to includesignificantbusi-
ness enhancements and integration efforts such as ProjectManagement Integration, SAP Version Up-
grade, PRISM Contract WritingIntegration,and Integrated Asset Management.
 Managed and delivered project efforts on-time and on-budget.
 Responsiblefor project budgets and revenues of $8M - $35M.
 Led and managed a team of 30 - 120 professionals across IT,Process and ChangeManagement, located
across theten (10) NASA locations.
 All project and sub-projectdeliverables camein on-time and on-budget.
 ROI: NASA achieved their firstunqualified auditopinion sincethe 1960s.
CONSOL ENERGY, INC. JUNE 2000 – NOV 2000
Pittsburgh, PA
[NYSE:CNX] A producer of natural gas and coal. One of the leading diversified energycompaniesinthe US. Generates the
fuels - natural gasandcoal - that todaycomprisetwo thirds of the nation's power supply. Founded 1860.
SENIOR MANAGER
 Led a team of eight (8) Accenture IT & Process Managers and twelve (12) part-time clientresources
through the Requirements Definition and Blueprintphases of a comprehensive SAP Assessment Project;
all major businessprocesses and divisions.
 Defined and scoped project implementation plan options (scope, budget, resources, timeline) for Execu-
tive Steering Committee review and approval.
 Scopingproject. Created business process blueprintwhich became the larger project.
 Worked from a blank piece of paper. Research, assessment,requirements, budget design, timeline, etc. to
gain projectapproval. Worked in tandem with Consol projectleads and functional businessleadership.
 Presented results and ProjectDefinition & Blueprint to two (2) clientProjectLeads and IT leadership.
 Accenture captured project approval and executed on the strategic vision and project.
 Project cost$15M-$18M total budget forecasted.
DELUXE CORPORATION OCT1998 – JULY 2000
St Paul, MN
[NYSE:DLX] One of the twolargest check printers in the US. Provides various personalized products andservicesto small busi-
nesses, financial institutions, andconsumers. Services include; designservices, website services, print marketing, promotional
products, andfraudprotectionservice.
HR & ELECTRONIC TIME TRACKING PROJECT
SAP Projectimplementation covering personnel administration (hire-to-retire) and organizational management,
followed by time entry with associated pay & benefits integration.
SENIOR MANAGER & PROJECT LEAD
 Led and managed ten (10) Accenture Technology, Process and Change Management professionals and
20+ clientresources duringthe 10 month projectlifecycle;requirements definition through production
supporttransition.
 Project Lead: SAP Electronic Time Tracking Initiativecovered SAP HR/CATS and the selection and imple-
mentation of biometric time capture devices in eight (8) major distribution warehouses acrosstheU.S.
 Managed six (6) Accenture ITprofessionals and 15 clientresources duringthe 12 month project lifecycle.

4. STEPHANIE KIRCHHOFF Page 4 of 3
DELUXE CORPORATION
PRISM PROJECT JULY 1996 –SEPT 1998
DEVELOPMENT & IMPLEMENTATION LEAD
 Team Lead: Implementation and Support Team for the PRISM Implementation for Corporate Headquar-
ters and Deluxe Checks Business Unit.
 Successfully implemented finance,procurement, inventory and supply chain management, order to cash,
and internal reporting functions usingSAP and CatalystWarehouseManagement software solutions.
 Led and managed ~40 implementation and supportteam members (Accenture & client).
 Application Development Team Lead: Led and managed the design,development, test and delivery of all
SAP and legacy system custom development objects.
o Delivered ~200 SAP ABAP objects and 100+ legacy system changes in support of the PRISM Corporate
HQ and Deluxe Checks business unitimplementation.
o Led and managed ~15 SAP ABAP and Legacy System IT Designers and Developers.
PRIOR CLIENTPROJECTS & EXPERIENCE: MAY 1990 - 1996
 PRODUCTION SUPPORT & DATA CENTER OPERATIONS LEAD – Medline Industries SAP Implementation Project.
 INTERFACE & WAREHOUSE MANAGEMENT TEAM LEAD – Medline Industries WarehouseManagement System
Evaluation Project. Promoted to Manager 1995.
 SOLUTION DESIGN &IMPLEMENTATION LEAD – Follett Corporation POS & Retail Bookstore project (front & back
office)
 DESIGN TEAM LEAD – Sears Canada “BigTicket” Retail & WarehouseManagement project
 INBOUND TEAM LEAD / FUNCTIONAL DESIGNER – Sears Canada CatalogueDistribution Control System project
(Phase2)
 FIX TEAM MEMBER (INBOUND / OUTBOUND) – Sears Canada CatalogueDistribution Control System project
(Phase1)
 PROGRAMMER ANALYST (Inbound / WarehouseOperations) – Sears Canada CatalogueDistribution Control
System project (Phase1)
EDUCATION & TRAINING
Auburn University, Auburn, AL
BA, Operations Management, 1989
Accenture, Center for Professional Education, St. Charles,IL
Professional education,trainingand development courseware throughout career. Successfully completed
1,000+ hours in technology, business design, management, leadership, effective presentations, recruiting,
and personnel development.
ADDITIONAL LEADERSHIP ROLES & SPEAKING
 Accenture SAP Practice Lead - NA Health & Public Service Operating Unit. Business pursuitand clientdelivery
supportand coordination activities acrossAccenture accounts;included collaboration and teaming
arrangements with SAP America Sales and Services (~2 years).
 Accenture Great Place to Work Lead - SAP Practice (~2,000 people). Internal Volunteer Programfocused on
buildingcommunity,developing skills& capabilities and increasingemployee engagement and satisfaction
levels (2 years). Led implementation & execution of 4-5 major programs each year. Results: 2% attrition
decrease and 5% increasein employee engagement scores.
 Awarded first Accenture Federal Services Sales Achievement Award, 2011.
 Actively engaged in Campus and Experienced Hire Recruiting, ~20 years.
 Participantin multipleNetworking& Interest Group discussion Panels.
 Lead & Instructor – Accenture Executive Training Courses.