RICH GERMANO, JR Wildwind Court Nashville, TN Professional Profile

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1 RICH GERMANO, JR Wildwind Court Nashville, TN Professional Profile Performance-oriented and technically savvy executive leader offering track record of success driving sophisticated business and technology strategies. Vision-driven leader able to align long-range business vision with current and emergent strategies. Tactful and persuasive communication strengths with success forging and sustaining partnerships with internal and external stakeholders. Diligent administrator combining proficiencies in budgetary oversight, capital planning, sourcing analysis, and policy/ procedural development. Technology and management competencies include: Strategic Planning Short & Long-range Technology Vision Team Leadership & Development Full Life Cycle Project Management Change Management Budget Administration & Capital Planning Business Program Development IT Policies & Procedures Contract Negotiation & Program Advocacy Stakeholder Relations & Partner Cultivation Six Sigma Methodologies Continuity Planning & Disaster Recovery CAREER EXPERIENCE Vanderbilt University and Medical Center Assistant Vice Chancellor for Strategy and Planning (Feb Present) Planning and operations executive for the Division of Administration that provides enterprise services to the academic, research, and hospital areas of Vanderbilt. Responsible for leadership of the division s strategic planning function, Centers of Excellence for process improvement, payroll and benefits processing services, and business services - which includes auxiliary units of campus dining and bookstore, identification card services, mail services, and credit card compliance. Assigned to assist new Vice Chancellor of Information Technology transform the IT organization and align the operating model. Serve on IT Advisory board providing guidance and expertise to Vice Chancellor for Information Technology. Acted as the interim leader and Executive in Residence for Information Technology Services, Management Information Services, and Enterprise Application Infrastructure providing oversight and direction on intuitional needs during a 2-year transitional period. Provided daily oversight and leadership of IT Transformation Assessment. Managed the consulting partners and led an institution wide assessment and redesign of the IT operations, organization, and governance. This effort led to the implementation of an institution wide restructuring of IT and the hiring of Vanderbilt s first enterprise wide Chief Information Officer. Served in Co-CIO function with three other key business leaders during period of IT Transformation Assessment from July 2012-April Consolidated fragmented IT groups across Vanderbilt University and Medical Center into new IT division and operating model under newly created Vice Chancellor for Information Technology (CIO). Led development and implementation of a shared service and new funding model for Plant Operations based upon a public utility concept. This includes the development of a business case to convert the coal fired electric plant to gas that was approved by the Chancellor and Board of Trust as a $29M project in Creation of a shared services model for payroll and card services by consolidating disparate processing units from across Vanderbilt, into central shared services organization. Leadership of the automation strategy to move paper and manual processes online for payroll

2 and employee services. Realized $4M in savings over 3 years and improved customer satisfaction. Management of $40M operating and capital budget and 400 staff. Leadership of auxiliary organizations including Campus Dining, the bookstore with our Barnes and Noble partner serving the broad student, faculty, and staff population at Vanderbilt. Leadership of organizations delivering payroll and processing services to Vanderbilt University and Medical Center. Leadership of a Center of Excellence for divisional process and practice improvement programs. Development and rollout of a managed desktop program for all University administrative units. Leadership of Vanderbilt s NCAA self-study and certification of the Athletics program. Athletics was recertified with no comments for another 10 years in May 2012 by the NCAA. Executive in Residence, Division of Administration (Nov Feb. 2010) Assigned to provide executive management oversight and change to critical enterprise business functions as requested by the Vice Chancellor for Administration. These functions include employee information management, PeopleSoft and HR application support, international services, payroll and benefits processing services. Implemented best practice changes to align these services to Vanderbilt s mission. Managed the Division of Administration goal and planning methodology for Led the organizational and operating model change to Human Resources in partnership with the newly hired Chief Human Resource Officer. Assessed people and operations for their alignment to services. Delivered assessment report and implemented service, operating, and organizational changes to identified segments of the division. Led the development of service catalog with associated cost; which was used as a foundation to determine changes to business or process practices. Led the development of a program and project management process and instituted a resource and financial governance model. Chief Operating Officer/ Senior Director of ITS (May 2004 to November 2008) Challenged to execute strategic vision and to lead Information Technology Services day-to-day operations. Responsible for an operating budget of $26M and capital reserve of $12M. Given full leadership and decision making authority guiding 160 staff through all project initiatives and operations supporting Vanderbilt University and Medical Center. Day-to-day oversight of operations for Voice and Data Network, Application Hosting, Network Security, Service Delivery, Operator Services, and End-User Support. Steer planning life cycle including governing all resources, business process improvements, and strategic management. Additional scope included Human Resources, Business and Finance functions. Day-to-day leadership and oversight of IT Directors and their operations. Analysis and consolidation of multiple fragmented and network environments into one enterprise messaging and network service program. Led the design, development, and execution of major process improvements; streamlined day-today efforts; renegotiated contracts resulting in combined savings of $2M. Restructured IT Department to successfully operate in a Service Delivery Management and Executive Management model of excellence. Development and leadership of organization s strategic planning process. Developed and integrated Capital Management and Leasing Program to remediate capital assets under-funding issues. Key player in aggressive business assessment initiative comprised of organization, processes, and finance; benchmarked against IT roadmap; transformed and strategically realigned the organization. Assumed pivotal role in development of IT Best Practices and process standardizations for IT

3 operations and staff development. Bank of America, Technology and Operations Senior Vice President/ Senior Service Delivery Manager (March 2001 to May 2004) Senior Vice President at Bank of America for IT service delivery management to the bank s Wealth Management division. Managed the relationship and service delivery between IT and the line of business, as well as IT project and program delivery. Provided leadership for the mergers of Wealth Management network computing IT for the BankAmerica/NationsBank, FleetBoston, and Barnett banking mergers at Bank of America. Oversight of the sourcing of Wealth Management line of business desktop support, servers, and network services with HP and EDS. Managed large matrixed international teams and directed people stationed in six major cities (New York City, Dallas, Los Angeles, Atlanta, San Francisco and Charlotte). Successfully merged network and business technologies for three major mergers at Bank of America, including BankAmerica/NationsBank, FleetBoston, and Barnetts. Capitalized on Six Sigma methodologies that spawned over $2M in savings in two years after implementing a change to the server engineering process for business lines. Drove infrastructure stabilization program for Wealth and Investment Management Group. Managed and directed Windows migration and UNIX shared environment programs. Pioneered and introduced highly effective forecasting model that was benchmarked nationwide for all infrastructure initiatives and project teams. Leadership of Wealth Management s IT infrastructure consolidation for the FleetBoston merger, including moving targeted IT services to outsourced providers. Leadership in moving targeted business line services to technology partners such as HP and EDS. Vice President/ Project Manager (November 1998 to March 2001) Rapidly promoted after demonstrating national-level project planning and resource management expertise for network, server, and desktop initiatives. Notably improved infrastructure supporting all projects; responsible for business case and cost analysis. Spearheaded all phases of merger-related infrastructure projects including major consolidation and implementation of nationwide technology infrastructure for the BankAmerica/NationsBank merger. Officer/ Systems Engineer III (June 1998 to September 1998) Entrusted with project planning and resource management related to network environment migration for Asset Management Services customers in support of bank mergers. Supervised eight-member migration team for technology upgrades on the Barnett s Bank acquisition. Ohio Army National Guard Communications Chief/ Radio Repairman (December 1986 to December 1992) Progressed through roles of increased responsibility and scope to provide exceptional leadership to a team of communications soliders. Earned Honorable Discharge in 1992 at the rank of Corporal.

4 EDUCATION AND CREDENTIALS Master of Science in Project Management Boston University Boston, MA Bachelor of Business Administration American Intercontinental University Atlanta, GA Suma Cum Laude Undergraduate studies in Secondary Education University of Akron Akron, Ohio Certifications Project Management Professional Certification (PMP #45176) (2002-Current) PMI Information Technology Infrastructure Library (ITIL) Certification #25636 (2003) Six Sigma Greenbelt Certified (2003) Job-related Training Vanderbilt University Chancellor's Leadership Academy (2011) Executive Leadership Training (ITS) (2005) Owen School of Business at Vanderbilt Mid Management Certificate Program (2003) University of North Carolina, Charlotte Six Sigma Green Belt and Champions Training (2003) Bank of America Information Technology Infrastructure Library Training (2003) IBM Training Professional Associations Project Management Institute (PMI) Educause Committee Appointments Vanderbilt Information Privacy and Security Leadership Committee Vanderbilt Information Architect Committee Vanderbilt Storage Architect Committee Vanderbilt Electronic Acceptable Use Policy Committee Vanderbilt IT Transformation Steering Committee Vanderbilt Public Utility Commission - non-voting member Vanderbilt NCAA Athletic Certification Committee Project Coordinator Vanderbilt IT Advisory board Service, Presentations, and Teaching Business case on Coal vs. Natural Gas conversation for Vanderbilt s power plant infrastructure. Successfully made the case to convert power plant from coal to all natural gas plant. December 2012, Feb 2013, March Managed IT and desktop proposal to the Dean s Council, gathered feedback, and talked through next steps on a unified approach to managing technologies in the schools and at Vanderbilt. April 2013 Current state of the IT Transformation for Vanderbilt University at Dean Council, IT School Leadership council, Information Technology Services town hall, and Management Information Services town hall. March 2013 Vanderbilt NCAA Self-Study for athletic recertification to the public for community feedback. Presented final copy of the Self-Study to the NCAA and received recertification with no comments in May 2012

5 IT infrastructure organization study describing current state of Vanderbilt IT operations, infrastructure services, and costs. Presented new IT service and funding model based upon Common Good principle. May and December Plant Operation's organization, service model, and cost study. Presented analysis of Make vs. Buy for Vanderbilt utilities such as electric. Provide new service and funding model options. Sept Microsoft Campus Business Case and Executive Agreement. Presented to Vanderbilt University and Medical Center Executives. Agreement executed July Contributor in an Assessment of the Core Human Resources Services. Presented recommended changes to Vanderbilt Executives. March 2010 Leadership of assessment of Human Resources Operations. Presented recommended changes to Vanderbilt Executives. November 2009 Implemented a Three-Year Planning Process for Human Resources Operations to help determine direction and priority of goals. July 2009 Co-taught Learning and Technology Organizations Class with Dr. Pearl Sims for Peabody College Masters level students in Fall 2009 and Faculty of record in Fall 2011 with Shanmuga Sundaram. Established in Information Technology Services; a graduate school partnership with Owen School of Business and Peabody College to offer real world learning experience to students and leverage student talent. Since 2004, five MBA students from Owen School of Business and two from Peabody College have worked with our department on projects that would benefit them in their education and career development Contributor in the development of a new English class called Worlds of Wordcraft English 11f - Digital Narrative and Critical Thinking about Narrative and New Media. This class was taught by Professor Jay Clayton and Professor Matt Hall Contributor in the development and submission for a grant to the MacArthur Foundation for the Worlds of Wordcraft English 11F Future Technology Trends presented to Technology and Learning Organizations Class from Peabody College and 2007 Vanderbilt University Enterprise Consolidation Executive Report: How to consolidate Vanderbilt Microsoft Exchange Systems into one Enterprise Environment. Presented to Vanderbilt University and Medical Center Executives. October 2007; January 2008; & April Oneness: The cost advantages of running one service for an enterprise. Presented to Vanderbilt University and Medical Center Executives IT At a Crossroads The changing demands of staff on IT services and the changing needs for IT skills. Presented to Vanderbilt University and Medical Center Executives and various students ITS Strategic Planning Session Video: An overview of the ITS Strategic Planning Process. Presented to Vanderbilt University and Medical Center Executives An Assessment Model for Vanderbilt Human Resources: The model used to assess Vanderbilt University s Human Resources division included process framework and functional views. Presented to

6 Vanderbilt University and Medical Center Executives Contributor to the MyHealthatVanderbilt.Com program, offering a patient to doctor secure communication portal ITIL Service Management s Impact in Higher Education A Case Study for ITS. Presented to Vanderbilt Executives and Medical Center Leaders Accomplishments Plant Operations Conversion from Coal to Gas Approval, 2013 Automation of Payroll/Benefits Roadmap: achieved cost savings and improved customer satisfaction by eliminating manual processes, Vanderbilt NCAA Athletic Recertification, 2012 Roll out and expansion of managed desktop program for administrative computers, Executed the signed Microsoft Campus Agreement, 2010 Increased percentage of the employee population using Direct Deposit from 60% to 91%, 2010 Centralized Human Resources & Human Resources Operations budgets, 2010 Implemented new Electronic Timesheet Application, 2010 Implemented I-9/ E-Verify practice and procedures for all employees, 2009 Implemented project tracking tool to prioritize an overall portfolio of work, 2009 Restructured Human Resources & Human Resources Operations budgets and management process to centralize budget controls, 2009 Podcasting Studio and Center for Excellence, 2007 Smart Classroom, Web and Video Collaboration Technology Center of Excellence, Deployment of Digital Life Services: Napster, Ruckus, and Joost, Development of a Conceptual Model of a Classroom of the Future, Developed IT Strategic Planning process for Information Technology Services, 2005 Microsoft Mesh and Office Live Workspaces Beta Testing, 2007 Streaming Media Center of Excellence, 2006 Blue Arc High Speed Research Storage Solution, Performance and Strategic Planning Processes, January 2005 IT Infrastructure Rationalization, IT and Organizational Assessments, IT Service Restructuring, AT&T renegotiation from FY06 leading to cost reductions of about $641,000/yr Cisco renegotiations adding a 22% additional discount yielding savings of $334,148 (FY07), 321,353 (FY08)

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