William Melvin

William Melvin

Summary

Information technology professional with over twenty years experience in a broad range of business, financial, and technical environments including international operations.  Results oriented with an emphasis on delivering solutions from conception to completion.  Strong business acumen, providing the ability to identify and collaborate with senior operating leadership in the development of innovative business solutions.  Consistently demonstrates the ability to develop and motivate teams, build support across functional boundaries, and market strategy to all levels.

·      Leading and Developing Teams

·      Mergers and Acquisitions

·      Negotiation and Contracts

·      International Experience

·      Managing Large Scale Projects

·      Managing Costs and Budgeting

·      Leading Change

·      Building Strategic Alliances

·      Business-Technology Alignment

·      Board Level Presentation Skills

·      Technology Architecture and Integration

Work History

Work History
Sep 2002 - Present

SVP and Chief Information Officer

The Men's Wearhouse

Chief technology position at The Men's Wearhouse ($2.3B Revenues) responsible for managing the 200+ staff Information Technology organization. Responsibilities encompass all IT development and support operations as well as accountability for the department’s capital and expense budgets. Major initiatives include the re-vamping of the organization delivery model to better respond to the higher growth and promotion oriented business climate.

Additional efforts include the development and execution of an IT Solutions and Architecture Roadmap to support the Business Development plans as the Company evolves the brand management, marketing and strategy direction. Incorporated in this effort were initiatives to re-design the enterprise network and the migration of the production platforms supporting both the corporate entities as well as the 1300+ store and supply chain environments. These architectural enhancements are designed to support the business diversification, organic growth, and acquisition strategies of the corporate business model.

Enhanced the staffing and infrastructure models to support a 50+% increase in gross revenues and transaction volume, and a 100% increase in store growth.

As a member of the CEO’s Operating Committee, worked on the re-branding and sales process innovation initiatives to support the “select from anywhere, tender anywhere, fulfill from anywhere philosophy”. 

Redesigned the platform and architecture of eCommerce to support both direct- to-consumers as well as business-to-business.  Re-architected the environment to facilitate cross-channel and cross-brand strategies and streamline inventory visibility and distribution.

Well grounded in the issues and opportunities around technology due diligence having led the efforts on several acquisition reviews.

Experienced in change management having led the integration and consolidation of several acquisitions and operating divisions into a centralized shared services support model.

Led the evaluation and directed the implementation of leading edge core Merchandising, Planning, Replenishment and Allocation systems.This effort was a move off of legacy systems in use for over a decade.This effort necessitated changes in cultural and process biases as well as technology.This effort resulted in significant labor savings as well as reducing overall cycle times in the warehouse, and reducing inventory levels.

Led the effort behind revamping the legacy operational reporting model and introducing the concept of data modeling and warehousing to feed a functional set of business intelligence environments enhancing analytical capabilities and information flow.

Developed the Business Continuity plan encompassing the major functional divisions. The requirements of the Plan necessitated the construction of a new enterprise datacenter as well as the real-time integration with a geographically disbursed recovery center for critical applications.The facilities and Plan were in effect and were used extensively as a result of Hurricane Ike in Houston.

Responsible for security and regulatory compliance, audits, and coordination with third parties with emphasis on Sarbanes-Oxley and PCI.

Sep 1997 - Sep 2002

Sr Director, Technology

AT&T Wireless

Accountable for the design, build, and implementation of a flexible organization, architecture, and application framework to support the corporate consumer and retail strategy. The scope of these efforts included all retail and distribution systems supporting the 900+ stores and kiosks, as well as third party partners and national accounts. Collaborated with senior members of the business channel teams in order to develop the strategy and subsequent technology direction to support the rapid growth of the retail segment. Directed and managed all personnel, operating, and project budgets, supporting the retail and distribution technology teams and systems. Led the effort to re-design core retail processes away from a geographic centric business approach to an enterprise model to support the corporate national marketing and pricing strategies. Managed the project initiatives to incorporate and integrate customer relationship management and profiling services, activation, and lead tracking within the retail and sales environments, significantly enhancing the customer experience and streamlining the sales processes. Researched the impact of eCommerce transactions on the traditional store systems model and processes. Directed the architecture and design teams developing the “click and mortar” approach and scope. Directed the retail acquisition team in its efforts to integrate the systems supporting several hundred acquired retail outlets, enhancing overall retail operations and profitability.

Director, Systems Development: Responsible for the development and support of the systems and applications supporting the Southwest Region. Directed an effort to assess the development organization in conjunction with the supported user base, and realigned the organization to better support key business priorities, stabilize the existing systems, and establish a recruiting and training program to enhance overall IT support. Directed the effort to revamp the historical batch reporting philosophy from IT controlled to user enabled through the implementation of a relational warehouse environment and rolling out a series of end-user reporting and support tools. This significantly reduced the turnaround on reporting, gave users greater control and flexibility over analysis and allowed IT to refocus on design and development issues surrounding the operational systems. Designed the approach and directed the process over the identification, evaluation and remediation of Year 2000 issues within the legacy application and environment portfolio. Re-designed the processes around the core back-office systems in conjunction with the business functional groups to establish an approach for systems integration and consolidation in support of Corporate centralization directives.

Oct 1990 - Sep 1997

Director PepsiCo Restaurants International

PepsiCo

Director, PepsiCo Restaurants International (PRI) {Currently Yum! Brands, Inc.} 1995 - 1997 PRI was a consolidation of all PepsiCo’s international restaurant operations under one division. PepsiCo has since divested itself of the division through an IPO and established an independent corporation, Yum! Brands. The scope of my responsibilities extended to all international PepsiCo owned and franchised KFC, Taco Bell and Pizza Hut divisions which comprised approximately $6 billion in sales in over 90 countries. Partnered with PRI senior management at the Dallas World Headquarters as well as with international field management teams to define the strategy and vision for PRI's application systems. This included the design, development and integration of new PRI applications supporting the store, headquarters, decision support, and intra net environments. The scope of these projects included an architectural review of the processes, as well as cross-functional business rules assessments together with the balance of the application development cycle, networking and infrastructure.

Developed a comprehensive program enabling international PepsiCo franchise partners to create strategic advantage in their marketplace utilizing PRI developed operational and decision analysis systems, and support mechanisms. The program consists of a full suite of services ranging from installation support and training, help desk and technical support as well as negotiated procurement contracts for each international region. In addition to developing the program, my role was to work directly with the franchise partners to develop a strategy to adopt and integrate these services into their environments. Engineered a framework for the global realignment of IT resources based on a regional approach and outsourcing strategy incorporating personnel, systems, network design, and the renegotiation of global supplier contracts and service agreements. Director, KFC International Systems 1993 - 1995 Directed the information systems strategy, development, and deployment efforts for KFC Corporation's $3 billion international business. Responsible for the direct management of corporate personnel, and indirectly responsible, based on project coalitions, for developers and consultants from the international business units. Managed the development and implementation of a standardized financial suite of applications and process enhancements for the international organization significantly reducing the closing cycle and increasing access to information both financial and operational. Developed and managed global supplier contracts with key vendors enabling cost effective solutions for all business units and providing the ability to scale system solutions. Designed and managed key integration projects for the core in-store, operational and financial systems to provide a seamless information stream from the restaurant through PepsiCo corporate reporting, which increased processing efficiency eliminating G&A and enabling the reallocation of scarce resources. Sr. Manager, PepsiCo Internal Audit 1990 - 1993 Accountable for the PepsiCo Information System (IS) Audit approach, planning and execution. This included working with the major PepsiCo divisions on significant development efforts in the areas of financial, retail and distribution systems, pricing and promotions, as well as Marketing. Additional responsibilities included financial audit management over Pepsi-Cola, KFC, Corporate and Frito Lay entities. Broadened the scope of the IS Audit function into the International environment increasing cross-functional knowledge and strengthening the control over strategic business growth areas. Emphasized systems development reviews enhancing the quality of the development process, especially in the area of client server, significantly increasing the awareness of the control environment and quality metrics. Incorporated the audit review process into significant re-engineering projects and broadened software analysis to include trend analysis, KPI's, and data exception reporting into the management evaluation process.

1987 - 1990

Sr Manager Information Technology Audit and Consulting

Coopers & Lybrand

 Direct responsibility for all technology consulting and audit services for a portfolio of Fortune 500 clients in the Financial Services, Retail, Healthcare, and Manufacturing industries. Process included client management, project planning, and the management of senior and staff resources supporting the financial audit and consulting practice.

1984 - 1987

Quality Assurance Analyst

Gerber Scientific
1982 - 1984

Sr Consultant

Arthur Andersen & Co

Education

Education
Aug 2000 - Jun 2001

MBA

Sep 1978 - May 1982

BS

University of Pennsylvania, Wharton School