Frederick E. Hook has over 20 years of experience in IT management roles across several industries. He currently works as a senior IT consultant providing project management, business analysis, and quality assurance expertise. Previously he has held managerial roles overseeing application development, configuration management, and ERP systems. He has a track record of successfully delivering projects on time and improving business processes through his IT leadership.

1. FREDERICK E. HOOK
4946 Rays Circle, Dublin, OH 43016
614-395-9668 (Cell)
Email: Fred.e.Hook@gmail.com  LinkedIn: http://www.linkedin.com/in/fredhook
SUMMARY
Dedicated IT professional with extensive managerial experiencein the manufacturing,supply chain,warehouseoperations and
healthcareindustries.Managed and developed teams within the functional areas of application development and configuration
management. Has a history of accepting challengingleadership rolesand is a highly motivated change agent with a passion for
improvingIT processes thatsupport critical businessfunctions.
PROFESSIONAL EXPERIENCE
Systems Integration Specialists, Columbus, OH February 2016 to Current
Privately Held Consulting and Services Company; 50 employees
Sr. IT Consultant (Contract Assignment)
(Confidential Client)
Provides consulting expertise in the areas of Project Management leadership, Business Analysis, and QA execution. The services
provided are for a subsidiary of a largeretail corporation which isimplementing a distribution center across itsfivecompany brands.
Accomplishments:
 Responsiblefor identifying the work-streams required for systems integration. Developed a detailed breakdown for each
work-stream as well as a comprehensive projecttimeline.
 Manage work-stream progress and providea weekly status report to the corporate project team.
 Manage and mitigate issues,risks,and action-items for the project.
 Defined business requirements and developed functional businessdesign documents for the project work-streams.
 Established testcases based on the requirements that are defined in the functional design document.
Randstad Technology, Columbus, OH July 2014 to February 2016
$22 billion Consulting and Services Company; 29,000 employees worldwide
IT Project Management Consultant and Iteration Manager (Contract Assignment)
(Sedgwick Claim Management Services)
Provided both project management leadership and scrum master guidance for a Windows-based web application project that
implemented responsive web functionality.
Accomplishments:
 Responsiblefor definingthe project’s timeline, roadmap and iteration work plans.System was implemented on time.
 After system implementation, developed clientconversion roadmap and managed clientconversions accordingto the
roadmap.
 Developed iteration work plans and manage the work backlog.
 Managed and mitigated issues,risk,and action-items for projectiterations.
 Developed and managed iteration work plan metrics and presented bi-weekly status reports to upper management.
 Managed the daily activities of a fourteen-member cross-functional teamthat consisted of one user-experience web
designer, three system/business analysts,six.Netdevelopers, and four QA-test analysts.
 Enforced Scrum principles within theteam.
 Facilitated Scrumceremonies (daily stand-ups,iteration commitment, and retrospective).
Bob Evans LLC, New Albany, OH 2012 to April 2014
$1.6 billion Restaurant Chain and Food Products Company; 45,000 employees US

2. Frederick E. Hook  614-395-9668 Page 2
Manager, ERP Systems (Manufacturing & Supply Chain)
Provided IT leadership and managerial oversight for business processes, projects, and application support in a multi-food-product
plant environment. Fostered a strong relationship between IT and business constituents.
Organizational Improvements:
 Managed a cross-platform application development team of five responsible for the stability of 58 applications consisting of
iSeries (RPG) ERP systems JBA and PKMS, Windows based (.Net) web and SaaS applications, as well as interfaces between the
various systems.
 Managed the business relationship and provided functional guidance for the manufacturing system (JBA) and warehouse
management system (PKMS).
 Managed daily application support and ensured the team met all SLAs.
 Managed company-wide EDI systems and responsible for the data-integration relationships between Bob Evans and their
trading partners (customers, vendors, and third-party logistics [3PL] provider). Facilitated process improvements efforts with
these trading partners that resulted in the stability of the order flow and inventory management systems. EDI documents
supported: 850/875, 810/880, 846, 855, 856, 940, 945, 943, 944, and 947.
 Led various projects using a formal SDLC methodology that resulted in management of scope, timelines, and budgets while
delivering high-quality business solutions to the manufacturing and supply chain areas. Project accomplishments were: 1)
Improved inventory accuracy through radio frequency (RF) technology, 2) Inventory cost stability by defining item standard cost
at the manufactured plant level and 3) Enforcement of terms-of-sales policies and pricing compliance for sales order
management. In addition, implemented the Kronos timekeeping system at two Bob Evans facilities which improved data
collection accuracy, automated timekeeping process, and consolidated timekeeping systems.
 Integrated system support of an acquired company into Bob Evans’ application support model with no additional headcount
and assumed full responsibility for the stability of iSeries, and .Net applications, Windows based EDI software and RF
technologies.
 Negotiated hardware vendor support contracts and reduced risk and maintenance cost for equipment requiring repair. In
addition,renegotiated application software licenses with vendors that reestablished license compliance and eliminated future
hardware upgrade cost that would be associated with these software systems.
 Established a cross-training program with second-level support in order to reduce single points of failure and improve support
service levels.
 Developed IT-Sox Audit processes within areas of responsibility which delivered high quality, unquestionable and documented
results for the Bob Evans’ external SOX Auditor.
 Guided master data and system interface mapping efforts (MD-50 documents) from the existing legacy systems to Oracle EBS
(R.12 – Forecast-to-delivery modules). Conversion files: Item master, Item balance, Purchase order
 Ensured the accuracy of the functional business rules for the conversion files.
 Evaluated and recommended barcode labeling solution for interfacing to Oracle.
Hewlett-Packard (HP) Company, Columbus, OH 2011 to 2012
$126 billion Computer Hardware and Services Company; 300,000 employees worldwide
Manager, Configuration Management (2011 to 04/2012)
(State of Ohio, Medicaid Project)
Provided strategic direction to the project team with best-of-practice knowledge in the software delivery process. Improved
processes in the areas of Release and Change Management.
Organizational Improvements:
 Directed a cross-leveraged team of configuration management analysts that supported the deployments of Windows and UNIX
based applications.
 Coordinated and executed Release and Change Management functions within the software delivery process.
 Oversaw activities for the IBM Rational Tools software change management system.
 Mentored project members in Configuration Management and software delivery practices.
 Identified gaps in existing software deployment process and implemented improvements which provided increased stability in
the software delivery process.
Cardinal Health, Inc., Dublin, OH 2001 to 2011

3. Frederick E. Hook  614-395-9668 Page 3
$100 billion healthcare company; 30,000 employees worldwide 1996 to 2000
Supervisor, Configuration Management (2007 – 2011)
Team Leader, Configuration Management (2003 – 2007)
Team Leader, Application Development (2002 – 2003)
SR. Programmer Analyst (2001 – 2002)
Team Leader, Application Development (1996 – 2000)
Delivered strategic value-added process improvements that increased the organization’s software and infrastructure stability that
led to an increasein the organization’s financial and customer-base growth. Managed organizational objectives through mentoring
and developing people.
Organizational Improvements:
 Established a configuration management WebSphere center-of-excellence team and recruited “top notch” talent that ensured
the integrity of the software delivery process for four major web ordering applications , with annual revenues exceeding $20
billion.
 Oversawthe delivery of software integrity for 60+ business critical WebSphereapplications and for 100+ business applications
in the legacy technology environments (Java, C++, and .Net), producing annual revenues exceeding $16 billion.
 Directed the Build Forge software build and deployment automation processes resultingin a costavoidanceof over $2 million in
two years.
 Established a resource demand management system in order to forecast configuration management resource availability for
future project demands in excess of $100 million.
 Developed and managed a business unit-wide operating system (OS) patch management process for 450 Windows servers as
well as 30 UNIX servers. Reduced production downtime and provided the framework for a controlled, executable process that
was executed within a 10-day cycle for Windows servers and six weeks for UNIX servers.
 Coordinated corporate-wide implementation of the HP to IBM SAN migration, which improved disk stability.
 Managed multiple corporate-wide Oracle database upgrades and improved database stability and security.
 Orchestrated a corporate-wide iSeries operatingsystem upgrade (30 systems) that required detailed planning and coordination
of competing project schedules for multiple application development teams while managing the project’s scope, timeline, and
labor budget of $165,000.
 Established an iSeries quality control testenvironment for critical Supply Chain applications within the project’s scope, timeline
and labor budget of $550,000.
 Implemented a large software enhancement project ($1.2 million) for a warehouse management system which provided lot
number and expiration date tracking capability while simultaneously leading a Windows-to-iSeries EDI conversion project.
 Implemented software change management processes within an iSeries environment that reduced application development
monthly support time from 160 hours to 40 hours.
 Spearheaded the Purchasing organization’s EDI vendor purchase order process redesign which required coordination across
three business segments, leading to an improved and stabilized EDI transaction volume which exceeded $20 million daily.
 Championed the Brokerage business segment’s EDI customer purchase order and invoicing process redesign which reduced
development time for new customer setup from 100 hours to 20 hours, providing the technology framework to increase
business revenue from $3 billion to $12 billion annually.
 Managed the business relationship and provided functional guidance for the supply chain and warehouse management system
(Distract).
Financial Responsibility:
 Managed a $1.1 million configuration management project portfolio.
 Oversaw multiple project budgets up to $1.2 million.
 Managed a $750,000 annual vendor consulting budget and $400,000 annual human resource budget.
Team Development:
 Developed team members for promotional opportunities within the organization, resulting in several receiving organizational
awards.
 Implemented a cross-trainingprogramthatreduced configuration management singlepoints of failure,stabilized organizational
service levels, and realigned employee work-life balance.
 Managed a 13-member multi-cultural configuration management team that encompassed multiple locations.
 Managed a 5-member IT application development team.

4. Frederick E. Hook  614-395-9668 Page 4
Mills Pride, LTD., Waverly, OH 2000 To 2001
$100 million cabinet manufacturer; 2,000 employees US
Applications Manager
 Championed implementation of the IT organization’s software change management system (Turnover) and provided the
organization with stable and better quality software deployments.
 Integrated the multi-plant manual payroll information system to the corporate mandated PeopleSoft system.
 Managed the business relationship and provided functional guidance for the distribution application modules (PRMS) and
warehouse management system (Warehouse BOSS).
 Managed daily application support and ensured the team met all SLAs.
 Responsible for all IT staff recruiting activities and infused new talent into the organization.
 Established and managed the Columbus, Ohio satellite application development office and leveraged the office to attract top
level talent to the organization.
Copes-Vulcan,Inc., Lake City,PA 1989 To 1996
$50 million Valveand PowerPlantEquipmentmanufacturer;500 employees US
Manager, Program Development (1995-1996)
Director, Information Systems (1993-1995)
SR. Systems Analyst (1989-1993)
 Established the strategic vision for knowledge based manufacturing(KBM) process.
 Led the SIM/400 financials and EDI modules implementations which provided accurateand integrated information to the
company’s SIM/400 ERP system, reduced manual data entry, and improved business processes.
 Managed the business relationship and provided functional and technical guidancefor the manufacturingsystem (SIM/400).
 Implemented internal softwarechange management processes and controls in order to meet corporate audits and provided the
organization with higher quality softwaredeployments.
 Directed ERP software migration from Data3 (System/38) to SIM/400 (iSeries) which enabled the organization to leverage
vendor supplied ERP software enhancements.
 Realigned custom software enhancements to the base ERP system which provided the organization with the capability to
leverage vendor supplied enhancements and company specific softwareenhancements.
 Led the hardware migration from System/38 to iSeries and provided the organization with improved computing power in
executing ERP business processes.
 Responsiblefor evaluation,procurement, and supportof all IThardwareand software for iSeries,Windows servers,and UNIX.
 Managed a $500,000 ITbudget.
 Managed a 5-member IT department.

5. Frederick E. Hook  614-395-9668 Page 5
EDUCATION
 University of Phoenix - Columbus, OH - Bachelor of Science
Business Management
 Computer LearningCenter - Fairfax,VA – Application
Development
 Lean Six Sigma Yellow & White Belt Training
 Order-flow Kaizen event
 ITIL V3 Foundation Certified (2014)
 OracleEBS R.12: OPM and Procurement (2013)
 Project Management Essentials
 Business CaseROI
 Turnover developer and administrator training
 RPG-ILE Refresher Course (5/2012)
TECHNICAL EXPERTISE
Software: Middleware: WebSphere, WebLogic, Vitria,Lotus Notes
Manufacturing Systems: SIM/400, PRMS, JBA
Warehouse Management Systems: Distract,WarehouseBOSS, PkMS, TL Ashford, MarkMagic
Data Collection Systems: Kronos Timekeeping, WASP Timekeeping
EDI Systems: Premenos, Gentran
Software Change Management Systems: Turnover (iSeries),Build Forge, Rational ClearCase,VSS,
Languages:
Languages Managed:
RPGIV, CL, SQL, COBOL
Java,J2EE, C++, .net, ANT, Perle, jBoss
Operating Systems: iSeries,HP UNIX, Windows,AIX, Linux
Specialty Tools: Service Now, Clarity,Rally (Agilesoftware)
LEADERSHIP EXPERTISE
 20+years ITLeadership
 8 years configuration managementleader
 20+years application developmentanddesign leader inan iSeries environment
 8+ years projectmanagement
 13 years manufacturingMRP II(make-to-orderandiSeries environment)
 12 years supply-chainandwarehousemanagementsystems (iSeriesenvironment)
 8 years EDI (Gentran - iSeriesenvironment)
 4 years iSeriessystemengineer