Mark Hoffmann is a technology executive with experience in multiple industries and organizational sizes. His primary area of expertise is leading teams through transformation and integration as they grow and adapt to changing business demands. He is well known for his ability to bridge the gap between his business partners and his technology teams as well as his ability to seamlessly transition between developing the strategic technology vision while meeting the tactical demands of day to day technology operations and program delivery. He has the proven ability to integrate various systems and technologies while balancing and prioritizing competing demands. This skill has enabled him to consistently excel at delivering high quality solutions that exceed business and customer expectations. He has experience leading teams in highly regulated industries as well as small entrepreneurial businesses. He has successfully lead teams at local, regional and international levels to deliver multi-million dollar initiatives from idea to completion. Breaking the boundaries of a typical technology executive, he has developed a high aptitude for quickly identifying the critical business priorities, building the necessary interpersonal bridges and maintaining the fortitude necessary to ensure that appropriate action is taken in advancing his organization towards the key business objectives. In addition to managing IT as a cost center, he has experience running customer service and P&L units contributing significant revenue to the organizational bottom line. This experience includes developing long lasting relationships with both his internal corporate business partners and his external consumers of the solutions developed, sold and supported by his teams.
Key core competencies include:
- Strategic & Operational Technology Planning
- Organizational Change Management
- P&L Budget Responsibilities
- Technology Gap Analysis & Solution Planning
- Global & Regional Team Leadership
- Contract Negotiation as a Vendor & Consumer
- Business Needs Analysis & Vendor Evaluation
- Business Process Modeling & Optimization
- Providing Sales Support To Close Deals
- Custom Application Development & Solution Delivery
- Robotic and Hardware Solution Delivery
- Enterprise Infrastructure and Software solutions including but not limited to: E-mail; Server and NAS platforms; Knowledge Management Systems; Telephony; ERP and CRM Systems; Data Warehouse and Business Intelligence (BI) Solutions; E-form/Business Process Management (BPM) Systems; Document & Content Management Systems (ECM/CMS); HR/HRIS Related Systems
TCGRx (Pharmacy Workflow and Automation Technology) Powers Lake, WI 11/10 – Present
Chief Information Officer – Reporting into the CEO, Mark is responsible for all technology, engineering, and R&D quality assurance functions within the corporation. TCGRx is a privately held company that distributes robotic devices, medication delivery and imaging systems and develops complex software solutions that integrate with these devices to provide workflow and inventory management control software. He is responsible for the Software/Robotics R&D, QA, Technical Writing and Corporate Technology Infrastructure cost centers. His previous responsibilities included building from the ground up and leading TCGRx’s Customer Service P&L center providing 24×7 Service and Support for TCGRx’s products worldwide. His primary role has been to lead as the chief change agent as the organization progresses from a small ‘startup’ company into a mature organization with sustained and controlled growth. His secondary role is to be the Chief Information Technology Officer and innovation evangelist with TCGRx’s Sales and Marketing team and external business partners aligning the business goals with technology solutions. His additional responsibilities include participating at trade shows showcasing TCGRx’s products and assisting in the sales process in closing deals while pioneering new technology solutions designed to make pharmacies safer, faster and more profitable to operate. Keeping one eye on present and the other on future business demands he enables TCGRx to remain the dominant supplier of pharmacy workflow and automation solutions to Long Term Care pharmacies in North America. Key partners include Panasonic Healthcare and Ziuz Medical. His span of leadership peaked at managing more than one third of the employee base as well as a large network of independent field service technicians located throughout the North America.
Key accomplishments include:
- Continuously developing and selling the long term IT strategy and short term deliverables to the Executive team to improve TCGRX’s overall infrastructure, product and service capabilities, profitability and quality.
- Introduced multiple new hardware/software products to the market, and expanded TCGRx’s products into the Canadian, Australian, African and Middle Eastern regions.
- Grew the bottom line contribution of the service and support function by double digit percentages year over year from 2011 through 2015.
- Introduced Avaya call center technologies allowing the service and support team to expand its ‘in seat’ support coverage by 25% and dropping missed call and call waiting times by over 300%.
- Grew R&D contribution to the corporate EBITDA by double digits year over year by introducing billing customers for certain R&D activities and through better accounting of capitalized costs.
- Introduced software development and QA best practices reducing the time to market for new software releases, increasing the quality of our products and increasing overall customer satisfaction.
- Developed Business Intelligence solutions off the corporate CRM and Service Management systems centralizing and improving executive visibility into the customer service function.
- Introduced a Learning Management System to increase customer self-service training capabilities and reduce implementation and service costs.
- Worked with the CEO and CMO to define and develop the short as well as the long term product road map and delivery plans.
- Kept R&D staff costs flat and eliminated contractor resources while working with the CMO to establish a development roadmap for our product lines.
- Turned around a failing software product that was operating at a net loss in 2010 to break even in 2011 and added a contribution of more than 20% of gross revenues in 2012.
- Negotiated contracts as a vendor and as a customer to maximize corporate profit and strengthen partnerships with customers and third parties.
- Brought into practice business continuity and software development disciplines ensuring that the business would survive in the event of a physical disaster. Implemented an annual DR testing process.
- Brought into practice data protection policies and practices resulting in PCI compliance certification and ensuring the organization is HIPAA compliant under federal law.
- Expanded the organizational capabilities by rapidly bringing a new remote facility online within the TCGRx network and telephony infrastructure.
- Reduced IT costs by moving core e-mail and SharePoint technologies to Microsoft’s Office 365 ‘cloud.’
- Assisted a key partner in developing their documentation and reviewing their processes and procedures enabling them to become EU GMP ISO 13485:2003 compliant.
Marshall & Ilsley Corporation (Financial/Information Technology) Milwaukee, WI 1/07 – 11/10
AVP Intranet Technologies – Responsible for directing the efforts of a geographically distributed staff of technologists and vendors in maintaining critical enterprise applications and data solutions. The Intranet Technologies team supports corporate and business line functions by delivering reporting, dashboard, Extract Transform and Load (ETL) and data warehouse solutions as well as maintaining the corporate Intranet portal Content Management System (CMS), the enterprise document collaboration and management system, the corporate e-form and Business Process Management (BPM) solution, enterprise Lotus Notes applications, and custom web applications. Working directly with the CIO and Vice Presidents of Business Technology Solutions, Infrastructure, and Networking, responsibilities include developing the strategic road map for the Intranet technology stack and delivering on multiple projects/programs to ensure the business needs are met. Was selected by the COO to lead a highly confidential team of technologists and business personnel during the real estate meltdown to develop systems and processes to report on the current state of the bank’s distressed assets. During this period I reported directly into the COO and held regular meetings with the CEO and other senior leaders within the bank.
Key accomplishments include:
- Directed the successful delivery of a Business Process Management (BPM) tool suite and a series of operational process changes that resulted in more than $3 Million in annual cost savings.
- Responsible for successfully passing the ISO certification and audits for my department’s systems.
- Directed the efforts of a Business Intelligence (BI) and Data Warehouse team in the design and delivery of management reporting and dashboard tools that provided executive management with greater insight into banker performance against Key Performance Indicators (KPIs).
- Oversaw the rapid design and delivery of a Business Intelligence and data mining application to track distressed real estate backed loans allowing greater oversight of these credits and a marked decrease in the turnaround time for the disposition of bank owned real estate.
- Instituted a program to upgrade the corporate Intranet Content Management System (CMS) to increase its effectiveness and value to the organization. These changes resulted in an overall increase in the use and acceptance of the Intranet as a communication tool and resulted in more than $150 K in annual cost savings.
- Directed an enterprise level program to upgrade hundreds of Lotus Notes applications from r6.5 to r8.5.
- Planned and executed a technology staff restructuring to close key competency skill gaps and optimize team performance resulting in an 8% reduction in IT staff related costs.
- Drove a Disaster Recovery improvement program resulting in a decrease in recoverability time from 96 hours to under 4 hours for all core department systems.
- Orchestrated a quality program that resulted in establishing Service Level Agreements (SLAs) and a tracking mechanism to measure team performance against KPIs.
- Implemented a technology refresh program that resulted in improving the operational reliability of all supported applications increasing Mean Time Between Failure (MTBF) from hours to months and achieving a system up time goal of 99.9%.
Abbott Laboratories, Inc. (Health Care/Information Technology) Abbott Park, Illinois 6/04 – 1/07
Manager Compensation Data Systems – Responsible for coordinating and managing the efforts of staff and third party vendors in maintaining multiple HR systems. Working with the Divisional Vice President of Global Compensation and the Senior Vice President of HR, responsibilities included oversight of the corporate goal planning and performance management system; the North American merit planning system; the compensation group’s Intranet portal; corporate compensation data modeling and analysis; and custom data warehousing and reporting solutions that integrated with the corporate HRIS, payroll, stock option, succession planning and incentive systems.
Key accomplishments include:
- Led an international team in the design and successful delivery of a data warehouse that successfully navigated through international data privacy laws including the Safe Harbor framework to bring together information from more than two dozen disparate HRIS systems from around the globe.
- Reduced operating costs by 45% through virtualization of physical servers.
- Delivered $75 K in cost avoidance by leveraging non-staff internal resources to deliver a rebranding of four Intranet web sites to meet revised corporate standards.
- Participated on the planning team for the roll out of SAP for HR functions and lead the Avaya/SAP CRM Call Center project.
- Delivered a reporting and data warehouse solution that reduced the turnaround time for delivering executive total compensation statements from weeks to minutes.
- Exposed to the impact of 21 CFR Part 11 on pharmaceutical company operations.
Spearhead Enterprises, Inc. (IT Consulting) Lake Villa, Illinois 2/99 – 6/04
Owner/Principal Consultant – Responsible for providing IT consulting services with specialties in business process reengineering, Internet/Intranet based technology delivery and data warehousing/business intelligence systems delivery. Led multiple teams comprised of staff technologists and third party consultants in the support of and design/delivery of custom systems as well as data warehouse and business intelligence solutions. Key roles included leading an international team to design and deliver a web based insurance processing system and serving as an application development director responsible for supporting more than 30 different applications.
Hewitt Associates (Human Resources Consulting/IT) Lincolnshire, Illinois 7/94 – 2/99
Senior Project Manager and Business Analyst – Performed the responsibilities required for project management, business analysis, product management and quality assurance management. Served as a coach and mentor to other project managers and business analysts on best practices and software development methodologies. Simultaneously led multiple program and project teams to deliver software solutions and improve business productivity.
QA Team Lead 94 – 96
U.S. Army Corps of Engineers – Active Duty 6/90 – 7/94
Captain – Served as a Regular Army commissioned officer in the U.S. Army Corps of Engineers with the 101st Airborne and 1st Cavalry divisions. Planned and executed tactical operations in support of strategic missions. Rapidly adapted plans to overcome obstacles presented by constantly changing situations. Responsible for the day to day training, coaching, mentoring and development of teams ranging in size from 30 to over 120 personnel. Leveraged formal training in project management in the execution of multiple civil and military construction projects with multi-million dollar budgets. Maintained the operational readiness of more than $50 M in equipment to ensure the unit’s ability to deploy worldwide within 24 hours.
AWARDS AND RECOGNITION
Senior Vice President Award for Outstanding Achievement at Abbott Laboratories, Army Commendation Medal; Army Achievement Medal with Oak Leaf Cluster; Basic Parachutist Badge; Air Assault Badge; Order of Lenin Medal
EDUCATION
Masters of Business Administration – Keller Graduate School of Management (Graduate with Distinction)
Bachelor of Science in Computer Science – Polytechnic Institute Brooklyn, NY (Distinguished Military Graduate)
OTHER
Open Water Scuba Certification; Black Belt and Coach Level 1 – Impact K3 (Karate/Kick Boxing/Krav Maga) USA Martial Arts