KEVIN HANRAHAN
Greater New York City Area | 203.572.3418
CEO / CONSULTANCY / STRATEGIC PLANNING
Experienced CEO and exec-level financial consultant with mastery of financial accounting, as well as information
technology and big data. Extensive track record on global business transformations and in-depth strategic planning with
demonstrable long-term results. Expertise includes:
*Strategic Planning
*Big Data
*Corporate Operations
*Business
Analysis
*Software
Development
*Pharmaceuticals
*Global Business
Transformation
*Leadership
*Finance and
Accounting
* Technology
* Infrastructure
* Committee Chairman
CAREER TRACK
CEO, TRANSIGMA PARTNERS
2009 to Present
 CEO of TranSigma, a management consulting firm that converts business strategy into results with world-class
Lean, Governance, Enterprise Data and Project Management services.
 Achieved 35% compounded annual growth rate.
 Adopted and maintained a focused marketing approach with demonstrable success and significant growth.
 Initiated social media marketing programs.
 As a TranSigma Partners executive, leads enterprise-wide strategic direction, controllership and growth.
 Significant growth based on an understanding that everything begins and ends with people: professionals, clients,
and community.
 Change management, digitization and business process reengineering contributions.
 Tasked with streamlining complex business issues in highly regulated global environments with a deep
commitment to solving clients' problems.
 Led global growth program that added 3 offices in Europe And NYC
 Led Six Sigma efforts that streamlined the warehouse management, resulting in 2x, improved data warehouse
management.
 Overhauled technologies across the board resulting in 100% cloud-based, SaaS and mobile-enabled technologies.
 Managed teams that overhauled and streamlined most infrastructure operations.
 Achieved significant improvements on digital aspects including multiple security initiatives and 100% cloudbased integration using the latest collaboration technologies.
 Introduced modifications to reduced time of software to hit the market by almost 40%
Head of IT, ING
2008 to 2009
 IT executive responsibilities for the Wealth Management business (Retail Annuities, Advisors Network and
Retirement Services, the second largest U.S. defined contribution services provider with 10 million participants)
including developing, integrating and supporting financial and risk applications.
 Owned Information Management, Business Intelligence, MIS operations, reporting, development and data
warehousing, Finance Systems, and Risk Systems.
 Responsible for IT security and risk management activities of ING Wealth Management lines of business.
 Led Six Sigma efforts streamlining warehouse and data mart operations, improving six sigma quality by over 21/2 times; receiving rave reviews from the external customer base and senior business leaders.
 Led successful effort migrating applications to shared service production support environments and reorganizing
to a Plan-Build-Run organizational architecture while integrating new $900 million acquisition of Citi-Street
business.
 Rescued project and engineered risk modeling platforms to install Risk systems on blade platform and Netapps
appliances; improving value-add actuarial team capability by 25%.

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Reengineered data and cash reconciliation processes; improving systems stability, reducing operational risk,
enhancing controls and saving $2.5 million.
Organized new risk management teams and processes integrating legacy lines of business and newly acquired
Citi Street business; initiating and leading projects that eliminated over $50 million potential risk to the company
over a six month period.
CIO Finance, Risk Management and Tax Systems, GE
May 1998 to January 2008
 CIO role responsible for IT strategy, development and production support of numerous business-critical
functional areas including Capital Markets, Finance, Financial Planning, Insurance and Risk. All externally
reported GE Capital and GE financial data and internal budgets and estimates are managed through these mission
critical systems.
 Member of GE Oracle Executive Council, GE Oracle Financials Council, IT Controllership Council, Finance
Controllers Council, and Technology Simplification Council.
 Organized and led successful effort to reengineer mission-critical financial processes; simplifying business
processes, large diverse technology stack and global financial systems. This initiative resulted in a savings of
$20 million, close cycle time reduction of 20% and a 50% increase in the use of common internal controls.
 Reengineered technology-based risk management processes in a Teradata customer financing portfolio
warehouse environment; reducing cycle times by over 50%, reducing cost by $5 million and eliminating 50% of
the defects.
 Teams developed award winning externally facing web-based B2B insurance management systems. These
systems resulted in $5 million productivity savings.
 Led high performance teams in matrixed environment through challenging reorganizations.
 Developed and promoted staff into executive leadership positions in the company; including CIOs, directors and
executive band.
 Championed high impact initiatives: SDLC using LEAN methods (resulting in software development cycle time
reduction of 35%), Application and General Control framework (reducing the number of key controls by 40%),
IT budgeting and reporting model (reducing manual journal entries by 20%), GE-wide web-based document
management application (now in use by much of the company).
 Contributed $20 million productivity improvements within IT operational teams through application
eliminations, process reengineering and infrastructure consolidations.
 Implemented Oracle ERP, BI solutions to replace mainframe systems and PeopleSoft ERP.
 Enabled GE Capital to utilize currently supported GL’s and to generate cost savings of $10 million.
 Pioneered data warehouse development and new systems supporting financial data. This enabled the business to
generate approximately $100 million through tax planning by senior tax counsel.
 Created and led new centralized document management solutions and consolidated DBA team. This generated
savings to GE of $5 million.
Director, ARTHUR ANDERSEN
1996 to 1998
 Responsible for entire product line design and launching into Fortune 500 market.
 Made enhancement and release decisions, set technology direction, performed engagement proposals, provided
training direction.
 Led product integration teams involving major ERPs: Oracle, SAP, JD Edwards and PeopleSoft.
 Led OOA&D processes including heavy usage of Jacobson Use Case methodology, Microsoft Solutions
framework, RUP, C++ object oriented development and object-relational layers.
 Led highly successful UI re-design initiative with human factors experts. This allowed Arthur Andersen to utilize
the software internally, saving $15 million. It also provided significant new features to the company with a
projected payback of $15 million over 5 years.
 Led effort simplifying design approach that reduced software bugs by 50%.
 Led re-design of product line to Fortune 500 that resulted in increased sales of 30%.
Partner, INSOFT DEVELOPMENT
1993 to 1996
 Insoft utilized object-oriented techniques to design process-oriented financial software and related components
for Big Four, Fortune 10 and large Financial Institutions.

Developed and marketed software components providing application design, data modeling and project
management services with OOA&D and use case methodologies. Clients included Wells Fargo, General Electric,
PriceWaterhouseCoopers and Arthur Andersen.
Director, PRICE WATERHOUSE
1982 to 1993
 Led consulting and reengineering projects for numerous large companies.
 Led development teams supporting market driven core-product financial systems used by over one-half of
Fortune 500.
 Led Infrastructure, User Support, Documentation, Quality Control and Systems Integration teams.
 Led development teams responsible for 30% of revenues and accounting for nearly 200 external product releases
annually.
 Led teams to develop new object-oriented tax calculation compiler using high performance algorithms applying
directed acyclic graph dependency engine. This resulted in reducing software development cycle times by 75%.
 Led technical support teams and implemented reporting and forecasted models applying quantitative techniques
such as multi-channel queuing theory to better match resources to customer call volumes. This reduced calls to
voicemail by over 75% and abandonment rates by 50%.
 Received award for most significant contributions to the company.
AFFILIATIONS
PMI
ISACA
AICPA
OSCPA
NATIONAL SOCIETY, SONS OF THE AMERICAN REVOLUTION—Member
FINANCIAL EXECUTIVES INTERNATIONAL—VP and Membership Committee Chairman, Manhattan Chapter
EDUCATION
XAVIER UNIVERSITY - SCHOOL OF BUSINESS ADMINISTRATION
MBA, Finance/Tax (1981-1982)
magna cum laude
XAVIER UNIVERSITY - SCHOOL OF BUSINESS ADMINISTRATION
BSBA, Accounting (1977-1981)
summa cum laude
CERTIFICATIONS
CERTIFIED PUBLIC ACCOUNTANT
CERTIFIED MANAGEMENT ACCOUNTANT
SIX SIGMA MASTER BLACK BELT
CERTIFIED PROJECT MANAGEMENT PROFESSIONAL
CHARTERED GLOBAL MANAGEMENT ACCOUNTANT
CERTIFIED INFORMATION TECHNOLOGY PROFESSIONAL - AICPA, STARTING MAY 2013
PUBLICATIONS
Published Author: “4 Essentials of Business Transformation ”, May 2015
What are important success criteria to implementing a successful change strategy?
Published Author: “Changing IT”, December 2010
What are the opinions of IT? What works well and what needs to be changed? Are they frustrated with IT operations,
projects, cost, or value? Alignment with the business, as always, has to be ‘Job 1′.
Published Author: “Executing a Risk-Driven PMO Strategy”, PM World Journal. September 2013
Setting project priorities based on enterprise risk is not applicable to all projects in an organization, but it should be
viewed as critical to functions where risk, security and compliance are factors.
Published Articles on Several Magazines on Finances, Accounting, IT and more.
SPEAKING ENGAGEMENTS
SACRED HEART MASTERS PROGRAM—Guest Lecturer for Several Years
ADDITIONAL DETAILS
Technology Leadership
Oracle E Business Suite, PeopleSoft, Matlab, Moses, TAS, Informatica, First Logic, Hyperion, Business Objects,
OFA, Essbase, Visual Basic, Mainframe/Unix/Linux/Intel, C++, Cobol, Domino, Domino.Doc, Livelink, Java,
XML/XBRL
Quality
Six Sigma Black Belt (Change Acceleration Process, DMAIC, LEAN and Design for Six Sigma). Sought after
Workout! and Six Sigma facilitator.
Analysis, Design and Software Development Life Cycle
Rational Unified Process, Jacobson Use Case, Rumbaugh OMT, Coad/Yourdon, Microsoft Solutions Framework,
ERWIN, Together C++
Controllership
COBIT, ITIL, Sarbanes Oxley
Community and Associations
Junior Achievement, Feed the Children, Habitat for Humanity, United Way, ISACA, AICPA, OSCPA, PMI