Tracey L. Scott, MS, ABD

19102 McGuire Road, Harvard, Il (815) 943-0478 tracey@scottadvisoryservices.com

PROFESSIONAL OBJECTIVE

Dynamic senior executive with 25 years proven success leading global technology implementations as well as orga-nization and operations transformations. Significant expertise identifying market differentiating value then devel-oping and delivering business and technology solutions to drive organizational success through employee owner-ship, corporate communication, C-level executive mentoring as well as vendor management and performance im-provement. Results include 30% reduction in support and operating costs, 25% improvement in vendor perfor-mance and 25% increase in employee productivity.

EDUCATION & ASSOCIATIONS

AbD (dissertation not deposited), Communication, University of Illinois, 1989-93MS, Organizational Communication, University of Illinois, 1989BA, Psychology (With Highest Distinction), Purdue University, 1986Executive’s Club of Chicago – Member and Mentor for New Leaders ProgramAssociation of Information Technology Professionals Chicago Chapter – Executive Board MemberTechnology Leaders AssociationPhi Beta KappaGolden Key

EMPLOYMENT HISTORY

Scott Advisory Services, Inc. – Founder and President – January 2005 to presentStrategic Advising and Transformation consulting servicesCrestview Enterprises, Inc. – Founder and President – Oct. 1996 to December 2004Operations & IT consulting services The Registry, Inc. – Branch Manager – Oct. 1995 to Oct. 1996Chicago Technology Consulting ServicesSystem Software Associates - Project Manager – April 1994 – Oct. 1995 Chicago Technology Product Development, Sales and Training Communication Dynamics - Owner – Jan. 1990 – April 1994Marketing and Operations consulting services ERES Consultants – Director Marketing Communication – Feb. 1988 – May 1991Civil Engineering consulting services

PROFESSIONAL ACCOMPLISHMENTS

Executive Management Consulting Services

As founder of Crestview Enterprises, Inc., and later Scott Advisory Services, Inc., I partner with clients to provide expertise and leadership in strategic planning, technology alignment (selection, project management, implementa-tion, training) and transformation initiatives. Provided corporate communication plans and drafted communication messages for executives. Coordinated and facilitated planning and project meetings with executives, management, project team members (business and technical) as well as vendors.

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AbbVie Regulatory Division – Senior Program Manager (2014)

Led implementation of multiple projects to implement new technologies in support of emerging business pro-cesses resulting from recent separation for Abbott Laboratories. All projects required management of vendors as well as company and contingent resources residing both onsite as well as internationally. Projects leveraged both Agile as well as Waterfall SDLC approaches.

♦ Primary project – Led project in initial stages of finalizing architecture and business requirements for global enterprise SharePoint portal to replace and/or integrate a broad range of existing regulatory applications in-cluding vended products. Led business and technology resources (employees as well as vendors and con-tractors) to:

• Define roadmap and prioritize capability delivery

• Define business case and develop presentations and charters.

• Build and manage project plan/activities

• Provide reporting - Executive, Stakeholders and Sponsors, PMO, User community and IT

• Develop and deliver Communication Plan

• Proactively identity and manage potential risks and issues management

♦ Led multiple implementation projects to implement applications to manage validated processes and sys-tems focused on quality, regulatory, labeling, reporting and FDA compliance initiatives.

• Assessed project requirements, identified teams (comprised of employees, contingent and vendor both onshore and offshore).

• Developed cost-benefit analysis, cost and time estimates and comprehensive program plans in compli-ance with AbbVie standards.

• Managed resources and budget, completed weekly and monthly reporting.

• Worked with both business and IT resources to ensure successful delivery.

Trustmark Companies – Led effort to develop multi-year IT Strategy and Transformation including application, data, infrastructure, enterprise project management office, organization development, change management and communication. (2013)

♦ Worked with 4 CIOS, Chief Architect, Vice President of Enterprise Project Management Office and others to define a 3-year strategic plan for IT.

♦ Building from the consultant recommendations, refined application strategy to rationalize applications for CRM, enterprise content/document management, reporting, legal, and agent support. Researched potential tools including Microsoft Dynamics, Salesforce and Digital CCP.

♦ Coordinated consultants to incorporate recommendations into the strategy.

♦ Wrote strategy document and developed executive presentation.

♦ Defined high level approach and timeline for developing and implementing sourcing strategy.

♦ Recommended goals and measurable objectives to guide transformation activities.

College of DuPage – CIO Advisor providing comprehensive organization assessment and recommendations as well as writing the 5-year IT Strategic Plan. (2013)

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♦ Conducted interviews with College faculty and administrators to understand the perceptions and experi-ences working with COD IT.

♦ Conducted interviews with IT managers and staff to understand their perceptions of the department’s strengths, challenges, gaps and opportunities.

♦ Delivered comprehensive organization assessment report including findings, performance against bench-marks and recommendations for improvements.

♦ Updated IT Strategy to reflect both “run the business” as well as incremental projects and spend over a 5-year period. Document is posted on the College website. A presentation for communicating the strategy was also part of the deliverables.

Allstate Insurance Company – Program Manager leading multiple initiatives to support project delivery and senior leadership visibility within Enterprise Shared Services (Finance, Legal, HR, etc.) (2012)

♦ Managed multiple delivery projects following SDLC standards providing coordination, reporting status and ensuring on-time delivery of requirements. Projects were cross-functional in nature and included significant vendor management in the areas of Financial Protection for Agency Pay, eSurance technical integration, HR systems, Training systems, etc.

♦ Implemented pilot to introduce Solution Design reviews to the software development life cycle. Defined processes and approach, developed supporting communication materials and gave presentations to PMO to introduce gating.

♦ Developed monthly and quarterly executive dashboards to provide visibility into project portfolio, financials and production support metrics.

♦ Served as Release manager for ESS projects

John D and Catherine T MacArthur Foundation – Business and Technology Strategic Development Advisor (2011)

♦ Serve as advisor to Foundation President and Senior Leadership in Enterprise wide strategic planning trans-formation initiative targeting both business and technology architectures.

♦ Provided input into technical and business assessment of CRM and Website projects as well as Managed Services to recommend timing and approach for consideration by Enterprise Architecture Board and Senior Group.

♦ Defined options, approaches as well as implications of various change initiatives to determine scale and scope of OneFoundation project. Project aims to support significant improvements in operating processes, reduce cultural barriers, improve collaboration, and introduce a new enterprise-wide technology architec-ture, infrastructure and application suite to support and enable more visible, effective and efficient opera-tions based on shared information and access, collaboration and expansion of Foundation knowledge capi-tal.

♦ Defined and presented flexible project structure and approach including procurement requirements to pro-vide continuity, build broad buy-in and ownership for the initiative across all areas of the Foundation. Sup-ported communication efforts.

♦ Introduced concept of Portal-based, web services platform built on more integrated, flexible data infra-structure as potential new architecture. Managed independent firm to conduct Enterprise Architecture As-sessment to assess current state and provide recommendations for technology roadmap to support future business objectives. Managed financials.

♦ Worked closely with IS Department to develop early stages of governance structure including Enterprise Ar-chitecture Board, Enterprise Architecture Principles, Portfolio view of existing and planned projects, intro-

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duced project management approach, began identifying potential new role structures, provided input into 2012 budget process, mentored and supported staff as needed.

♦ Expanded visibility and contributions of IS staff to assist in advancing and improving relationship of IS with rest of Foundation. Provide mentoring, support and coaching to IS staff to assist in transition to future state demands.

♦ Identified and launched a Digital Asset Management Committee to work on policies and standards needed to support digital asset management and knowledge management capabilities for future state.

♦ Identified and launched teams to begin exploring process, organization and technology requirements to support financial processes, PRIs, as well as grant making and management.

♦ Facilitated Strategy Development workshops to support the development of a new Strategy Development Framework for the Foundation.

♦ Identified and kicked off pilot project to test out new technology concepts to gain insights into user adop-tion and ability to leverage existing applications for meeting new technology demands.

♦ Led evaluation of existing IT project portfolio in order to determine prioritization and ensure optimal align-ment of IT resources.

♦ Led prioritization of new Technology Roadmap with eye toward balancing “quick wins” with minimal user disruption.

Spacesaver Corporation – Operations Improvement Advisor (2011)

♦ ERP Implementation - Provided corporate Program Management, Change Management, Communication and Skills Assessment expertise to support full scale ERP implementation and related organizational change management and training to support this 117M company double revenues in 5 years. Included Order to Cash, Source to Pay, Customer Relationship Management (CRM), Sales and Marketing, Business Develop-ment, Finance, HR, etc.

♦ Develop initial sizing, documentation and ROI for emerging portfolio programs and projects for approval and prioritization. Build consolidated plans and balance resource allocation across multiple projects.

♦ Review Portfolio to identify overlaps, opportunities for reuse or integration, and negotiate priorities across multiple global projects ranging in scope from $100K to $10M.

♦ Assessed impact of technology and organizational changes. Defined change management approach for both organization changes and introduction of new technologies. Drafted and reviewed all change-related corpo-rate communications to ensure consistency of message and alignment with change stage of organization. Coached executives and management through skills assessment and gap closure process

♦ Defined approach and support executive leaders and extended management team in understanding impact of new technical architecture then successfully defining new organization structures, roles and job descrip-tions, performance improvement and operational processes and procedures as well as corporate communi-cation activities to support roll out.

♦ Coached employee Tiger Teams through change initiatives including process reengineering and new process roll out.

♦ Designed materials, coordinated and provided employee and management training for new Enterprise Technology platform.

♦ Maintain Resource plans and support project managers in resolving issues and mitigating risks. Project teams comprised of multiple vendor partners plus BP employees.

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♦ Lead Swat Team to address critical issues impacting IT operations that were interfering with business deliv-ery in order to drive resolution.

Professional Services / Executive Recruiting (2008 – 2010)

♦ Provide IT Contingent and Professional Services recruiting for numerous companies. Worked with Procure-ment and other client teams to assess strategic objectives, help refine resource strategy and budget, define clear roles and accountabilities, and recruit permanent and interim candidates to meet client needs.

♦ Lead Business Development efforts to build client relationships and better serve available candidate pool.

♦ As an Officer of the Chicago Chapter Board of the Association of IT Professionals (AITP), provided planning and oversight for organization and delivery of the 2009 AITP Spring Regional Conference in Chicago. Pro-cured venue and accommodations for 300 attendees, speakers and sponsors

Wheels, Inc. – IT Solutions and Transformation (Feb 2007-2008)

Engaged by new CIO to assess then lead failing project that had been trying to get off the ground for over 5 years. Also responsible for assessing current organization culture, processes, people and performance then advising on future vision and direction.

Project Implementation Overview

♦ Project was development of a robust system that integrated with all state and local auto registration au-thorities in US and Puerto Rico to keep over 250,000 leased vehicles current on registration. Involved moving from paper-based to electronic based processing and tracking. Reviewed related documentation, financials and methodologies of prior attempts to deliver project then assessed cost-benefit of starting over. Assessed root causes and worked with business and technology groups to define alternative ap-proach. Reported findings to President and made recommendation to re-initiate project. Re-initiated project changing project methodology, communication, and reporting structures. Project was successful in delivering over a 12 month period. Total cost of project $5M.

Strategic Planning and Transformation

♦ Formulated Vision, Mission, Goals and Objectives, provided input and support to new leadership team and mentored team through strategic planning process in preparation of major organization transforma-tion.

♦ Drove planning process, development of organization structure and processes, finalized cohesive operat-ing model, developed communication/marketing plan and activities, defined all organization roles, as-sessed organization against those roles and identified gaps to define programs to move organization from current state to target state and defined KPIs.

♦ Built PMO and establishing initial Portfolio prioritization for multiple projects and management pro-cesses, methodologies and governance.

♦ Advised on culture and change management activities and ensuring consistent and effective messaging and implementation across organization.

TravelCLICK – Company-Wide Compensation Assessment and Structure (Jan 2007 – Mar 2007)

Needing to revamp its entire compensation structure, I was asked to lead an 8 week effort to complete compre-hensive compensation assessment for leading travel software provider. Determined job role and career laddering

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for all departments, developed compensation structure and administration policies and advised on implementa-tion.

ElectroMotive Diesel – ERP Strategy Assessment (Jan – Feb 2007)

Contacted by Barnier Group to work as part of a three-person executive consultant team engaged to conduct a 6-week strategic assessment of the IT department. Particular emphasis was placed on assessing the readiness and critical success factors needed to fully capitalize on its SAP implementation. Assessment included organization and technology evaluation, executive team assessment and identification of culture and training implications. Team prepared and provided presentation of findings and recommendations to Executive Board.

ACNielsen US Systems – Interim Vice President & IT Transformation (2 projects – July 2004 to March 2005; Feb. 2006 to Sept. 2006)

Needing to enable business growth and development, the CIO engaged me to lead a comprehensive organization transformation of a 150 person organization including organizational realignment, Software Development Life Cy-cle methodology, strategic outsourcing, and executive assessments.

♦ PMO and Governance (Infrastructure and Application Development Transformation) - Participated and advised on development of SOX & ITIL compliant processes and developed 2005 & 2006 Business Plans. Established Program Management Office (PMO) to define and implement new software development life cycle within a sourced environment with over 85% compliance for $40 M Project Portfolio. Established KPIs, metrics and reporting, drove IT Transformation Plan (including SDLC & SOX compliance) and launched Communication team.

♦ Human Resource Strategy Implementation – Assessed business strategy and required core competen-cies then aligned IT Human Resource strategy accordingly. Developed associated Job Profiles, career paths and development paths to improve performance and retention.

♦ Strategic Sourcing – Matured existing relationship with existing ADM supplier affecting significant im-provements in the relationship. Negotiated Global Master Services Agreement between parent company (VNU, BV) and Accenture LLP. Drove significant improvement in Vendor Performance to include in-creased business investment from Vendor Partners, 25% decrease in pricing structures as well as im-proved visibility and accountability.

United Airlines – IT Organization Transformation (uly 2005 to Feb. 2006)

Needing to mature the organization, improve visibility and enhance business performance, the Chief of Application Development engaged me to serve as a Strategic Advisor to provide guidance and expertise to drive comprehen-sive transformation of the 700 person Application Development organization.

♦ IT Strategy – Drove strategy sessions and defined Balanced Scorecard initiatives to align IT with Business Strategy. Assessed core competencies and established Centers of Excellence. Reconciled budgets and forecasts for $90M+ budget.

♦ Strategic Sourcing - Evaluated large programs (including ERP, Reservation and Travel platforms) on effec-tive sourcing strategies. Led development and implementation of Strategic Sourcing strategies, vendor negotiations and provided vendor oversight.

Boeing Commercial – Computing Technology Office Establishment (Sep. 2000 to Apr. 2002)

Needing to transform a significant portion of its 6000 person IT organization, I was engaged to lead a comprehen-sive effort to define and develop 2500-person Computing Technology Office (CTO). As the only consultant, my charter was to facilitate executive planning sessions to define the organization and operating models, develop a comprehensive vision, mission, goals and objectives document to guide priorities, then effectively transfer vision to the organization and lead them through the transformation.

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♦ Shared Services Organization Establishment – Assessed business and IT strategy then defined operating model for new Shared Services organization comprised of 6 different organizations including System Inte-gration Services, Information Security, Information Management, Data Services, Enterprise Architecture, and Processes and Performance.

♦ IT Strategy and Process Improvement – Developed IT business strategy and organizational model for new organization then ensured alignment with Scorecard for larger IT organization. Drove reorganization and supported process improvement efforts including CMM score increases of at least 1 level in each or-ganization. Defined KPIs, Program management processes, etc. for multi-year projects.

ABN Amro – Global Operations Establishment (April 1999 to Dec. 1999)

Significant outages of business critical applications led the Vice President of NA Operations to engage me to define and implement a Global Operations organization. Organization is still operating today.

♦ Global Infrastructure Transformation - Led a team comprised of Executives from 4 global regions to de-fine and deploy a global infrastructure organization to support business critical intranet applications for the 5th largest bank in the world. Defined organization structure, ITIL processes, regional interfaces/coor-dination and Service Level Agreements. Established Y2K and business continuity plans.

Abbott Laboratories – Regulatory and Quality Compliance (Multiple implementation projects – 1997 to 2000)

Needing to implement improved FDA compliance controls, I was engaged by the Standard and Specifications orga-nization to serve as advisor and technology liaison for a multi-year, multi-phase development and implementation program of a global Document Management System.

♦ Global Application Implementation - Worked with Business and Technology teams to clearly define the business and technology strategies and define comprehensive requirements that ensured the technology solution effectively enabled the desired business outcome. Tracked and oversaw design and develop-ment to ensure adherence to timelines and specifications, advised on SQA and software validation, over-saw the development of all technical and instructional documentation and training and supported roll out and training of the system in NA and Europe.

The Registry, Inc. – Branch Manager (Permanent position) – Oct. 1995 to Oct. 1996

Needing to transform its business model and expand client sales, I was hired as Branch Director to lead the trans-formation of the business model in this branch. Expanded service offering and staff affecting a three-fold increase in revenue from $1 million to $3 million in under six months.

♦ Business Development - Responsible for Practice sales, marketing, operations and expansion for con-sulting practice working multiple projects in the areas of IT development, quality, technical writing/publi-cation and instructional design. Drove Business Development, expanded client relationships, scoped and staffed projects. Managed budgets; selected, managed, developed and mentored staff, oversaw all oper-ational aspects of practice. Provided guidance and oversight to nine project managers with a total of over 50 projects. Oversaw engagement definition, client relationship management, estimation and budgeting to ensure effective delivery of services.

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♦ SQA and Technical documentation for Allstate Insurance – Defined client strategy then marketed and sold engagements. Oversaw numerous teams to complete documentation, training, quality audits and established Software Quality Assurance group

♦ Curriculum Development for Amoco – Led team to define new technology roll out process. Completed cultural and process assessment and led technology roll out and training for business teams

♦ Business Process Improvement and IT Strategy for AT&T Wireless – Developed proposal then led team to reengineer full business supply chain processes. Directed development of new technology strategy to enable the improved processes.

System Software Associates, Inc. – Project Manager (Permanent position) – May 1994 to Oct. 1995

Responsible for documentation and training project management for highly complex new technologies.

♦ Led team to define requirements for Electronic Documentation Management System (EDMS). Wrote con-ceptual design and vendor requirements and evaluated potential vendors.

♦ Develop courseware and documentation to support object-oriented CASE tools, AS/400 CASE tools, EDI technology, UNIX generator for porting AS/400 applications to HP and AIX platforms as well as AS/400 to PC porting tools. Materials targeted multiple audiences from software developer and architects to users.

♦ Wrote client server development methodology for use in Product Development.

♦ Assessed automated testing tools and recommended standard tools.

♦ Participated in several teams to improve documentation and courseware by defining standards and im-proved project management processes.

Communication Dynamics – President/Owner – Jan 1990 to April 1994

Provided operational, marketing and business development project consulting services:

♦ Technology Implementation and Operational Transformation Projects for Kraft General Foods – Over-saw 7 improvement projects in manufacturing plant including $10 million equipment and software/hard-ware system implementation to improve product throughput. Provided PM for vendor management, training design and oversight for operators, electricians and maintenance, plant floor redesign, technol-ogy installation and implementation as well as equipment installation.

♦ Instructional Coaching for University of Illinois School of Material Sciences and Engineering At the re-quest of the Department Head, developed and implemented mentoring program for development of three high value Professors within department to improve instruction capabilities. Goal was to address student perceptions in order to attain tenure.

♦ Public Speaking Training for American Foundation for the Blind – Developed and delivered comprehen-sive workshop to improve presentation skills.

♦ Customer Satisfaction Assessment for Army Corps of Engineers – Participated in data collection and analysis of global customer satisfaction to direct changes in customer service practices.

♦ Global Marketing Initiative for International Society of Arboriculture – Defined, developed and rolled out global marketing campaign including development of marketing strategy and materials.

ERES Consultants – Marketing Director (Permanent position) – Feb. 1988 to May 1991

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Reporting to President, I was hired as Marketing Communications Director responsible for development of all in-ternal and external global marketing.

♦ Marketing/Business Development – Oversaw development, production and distribution of all materials from brochures, print ads, as well as all RFPs & proposals. Utilized customer surveys and research to identify problems and opportunities as well as create demand and sales leads. Facilitated strategic part-nering with other firms to complete large projects including redesign of Illinois Tollway, redesign of Dulles and O’Hare runways, etc.

♦ Staff Development - Mentored junior member of staff to enable them to succeed me as Director. Worked on development of organization, facilitation and communication skills. Provided direction and assignments to provide increased responsibility and challenges to position her for future success.

TECHNOLOGY EXPOSURE

The following represents a sampling of the technologies used in the projects referenced above. Some of the tech-nologies were part of the mainstream technology stack while others were in containment, retirement or evalua-tion.

Operating Systems UNIX (Sun OS 4.4.1; Solaris – multiple versions, HP, AIX); Linux (Redhat 3.0 & 4.0); Windows (XP/NT; 2000, 2003, 95, 98, 3.1); Mainframe (CICS, ZOS); Midrange (AS-400)

Databases IMS, DB2, Oracle, Access, Sybase, SQL, Red Brick

Applications/Languages Neteeza (NPS), Ab Initio, Actuate, Java, SQL, C++, COBOL, FORTRAN, PL/I, PERL, Shell, Oracle, VB, MS Suite, Visio, Ventura, Documentum, Clarity, MS Dynamics, Workday, SAP, SharePoint

Servers IBM HTTP, iPlanet, IIS, Web Sphere, TomCat, Oracle, SharePoint

Various Tools MS FTP, Open SSH, Ascential, Serena, Tivoli, RACF, LDAP, Active Directory, HP Open-View, MOM, AVICODE, Nagios

ACADEMIC SUMMARY

University Instructor – 1983 to 1993

Exceptional curriculum designer and instructor recognized for teaching excellence and ranked in the top 10 per-centile of all University instructors and professors each semester.

Fall 1988 to Fall 1993 - Graduate Instructor, University of Illinois at Urbana-ChampaignDeveloped and delivered curriculum, teaching materials and performance assessments for a variety of courses in-cluding speech, writing and critical thinking. In addition to teaching in traditional classrooms, also taught in special program for academically-at-risk students admitted to the University with low ACT scores, cultural and economic disadvantages and language barriers.

Fall 1989 to Fall 1993 – Peer Advisor, University of Illinois at Urbana-Champaign

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Assisted with training, evaluation and support of new graduate teaching assistants. Aided them in development of lectures and discussions, resolving classroom issues, and communicating knowledge more effectively to students. Assisted new graduate students in balancing teaching responsibilities with scholarly commitments.

Spring 1987 to Summer 1988 – Graduate Instructor, Purdue UniversityTaught several sections of introductory course in communication theory and practice. Responsibilities included cre-ating and evaluating individual and group assignments, developing lectures and discussions, meeting with students and assigning final grades.

Spring 1988 – Instructor, Super Saturday Program, Purdue UniversityDesigned and taught an introductory course in communication theory and practice for advanced high school stu-dents. Designed course, selected course materials, prepared and delivered instruction, assessed performance and assigned final grades.

Graduate Research

Dissertation ResearchInvestigated and evaluated current ideological and practical responses to diversity. Developed model based in communicative practices that capitalize on diversity in an effort to utilize diversity as an asset in education and business practices.

Spring 1991 to Fall 1992

Explored theoretical and practical implications of various perspectives on education and its goals. Investigated im-plications of those positions on educational practices and student learning.

Conducted qualitative study investigating the role of subject matter knowledge in understanding and teaching. Conducted interviews, reviewed current literature on learning and subject matter knowledge and developed con-ceptual framework from which to understand the role of subject matter knowledge for teaching.

Professional Papers

“Politicizing Pedagogy: Bringing Giroux into the Public Speaking Classroom.” Presented at the annual meeting of the Western States Communication Association Convention, Albuquerque, NM, February 1993. Co-authored with Ann Darling, Ph.D.

“Suggestions for Teaching Communication in Intimate Relationships.” Presented at Central States Communication Association Convention, Cincinnati, OH, April 1992.

“Subject Matter Knowledge and Pedagogical Content Knowledge in Speech Communication: A Case in Blurry Dis-tinctions.” Presented at Annual Speech Communication Convention, Atlanta, GA, November 1991. Co-authored with Ann Darling, Ph.D.

“Burke, Dewey and Art as Experience.” As first year doctoral student, this paper was awarded a position on the panel for the “Top Three Papers in Burkean Theory” at the Annual Speech Communication Association Convention, Chicago, IL, November 1990. Other panel members were all professors.

“’2010’ and Utopian Vision.” Presented at Annual Speech Communication Association Convention, Chicago, IL, No-vember 1990.

“Silence as an Ineffective Rhetorical Strategy Against White Supremist Groups.” Presented at Central States Com-munication Association Convention, April 1989. Co-authored with Sean Gilmore and Maureen Ebben.

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