Jeffrey R. Rodek
Department of Management & Human Resources
Fisher College of Business
The Ohio State University
634 Fisher
2100 Neil Avenue
Columbus, Ohio 43210
(614) 247 8812
Email: rodek_2@fisher.osu.edu
PROFESSIONAL POSITIONS
FISHER COLLEGE OF BUSINESS, THE OHIO STATE UNIVERSITY,
Columbus, Ohio
Senior Lecturer (July, 2007 – present)
Interim Director, Fisher Professional Services (December 2008 – December 2009)
Advisor to Center for Business Performance Management
ACCRETIVE, LLC, New York, NY
Senior Advisor (July, 2008 – December, 2009)
Executive Partner (July, 2007 – July, 2008)
HYPERION SOLUTIONS CORPORATION, Santa Clara, CA , 1999-2007
Executive Chairman (2004-April, 2007)
Chairman and CEO (1999-2004)
The company experienced a tremendous turnaround, including 12 quarters of improving
performance, with record sales, operating profits and margins achieved during an economic
downturn and declining technology market. In 2004 alone the company also received a number
of prestigious industry and technology awards.
Hyperion was acquired by Oracle in April, 2007 for $3.3 Billion in cash.
Key accomplishments as Chairman and CEO
Revenue increased from $425 million to $622 million.
GAAP operating margin increased from 4% to 11%
Eliminated $100 million of LT debt
Market Cap increase from $500 million to $1.5 billion
Cash increase from $272 million to $368 million
Named to 2004 Fortune 100 Best Companies to Work For
Orchestrated outstanding transition to new CEO, Godfrey Sullivan in 2004
Employee growth from 2100 to 2600
Governance improvements:
Increased board size to 9 (7 independent, 1 minority, 2 female)
Separated CEO and Chairman roles
Charters for each Committee were revised.
A set of Corporate Governance principles was articulated and approved by the Board.
A mandatory retirement age for Directors was established.
Established criteria for new Directors, including established the rule that in the event the principal
occupation, or employment, of an existing director changes, or in the event their attendance
falls below a certain level, the Board may ask such director not to stand for reelection.
Placed limits on the number of outside corporate boards on which the Company's CEO can
serve.
A new Code of Conduct for the company was developed with the input and concurrence of the
audit committee.
A director's training and education program was established and will be implemented beginning
with the November 2004 and February 2005 board meetings. The classes will be conducted
by Roger Raber, President of the NACD, and will qualify Hyperion for ISS certification.
The Board adopted a yearly self-evaluation and group evaluation process. Evaluation
questionnaires are distributed and filled out by Board members, and the results reviewed in
Executive session.
Executive sessions of independent directors were established, including sessions with and without
the executive Chair and the Chief Executive.
Principles were set for Board oversight of:
Annual business plans
Corporate strategy
CEO evaluation and compensation (as recommended by the compensation committee)
Management talent evaluation and succession plans
Criteria for selection of Directors
Adopted Officers and Directors stock ownership targets.
INGRAM MICRO CORPOARATION, Santa Ana, CA
1995-1999
President and COO
World’s largest wholesale provider of technology solutions, products and services. Revenue
growth during tenure approximately $8 billion to $25 billion. Member of executive management
during 1997 IPO process.
FEDERAL EXPRESS CORPORATION, Memphis, TN
1978-1994
Senior Vice President, Americas and Caribbean (1991-1994)
Responsibilities included U.S. package pickup and delivery operations, network of retail facilities
for walk-in and drive-up customers and general manager responsibilities for Canada and Latin
America. Approximately 50,000 employees in 700 facilities and 700 retail locations. Annual
budget: $3.2 billion operating, $300 capital.
Senior Vice President, Central Support Services (1989-1991)
Responsibilities included operation of 8 major aircraft/truck handling and sort operations
throughout U.S. Managed worldwide properties and airline scheduling. Total employees: 11,000.
Annual budget: $500 million operating, $200 million capital
CEO/COO, The Flying Tigers Line, Inc., Los Angeles, CA (1989)
Reported to Chairman, Federal Express Board of Directors during leave of absence from Federal
Express. Responsible for managing world’s largest all cargo airline with revenues of $2 billion
and 8,000 employees. Prepared for successful integration of employees, services, and operations
with Federal Express.
Vice President, Corporate Financial Planning (1986-1989)
Managing Director, Financial Planning and Control (1984-1986)
Senior Manager, Financial Planning (1983-1984)
Senior Manager, Profit Planning and Analysis (1980-1983)
Financial Operations Research Analyst (1978-1980)
NCR CORPORATION, Dayton, OH
1977-1978
Financial Specialist, Research and Development Division
EDUCATION
M.B.A., Finance, The Ohio State University, 1976
B.S., Mechanical Engineering, The Ohio State University, 1975
Glenwood High School, graduated 1971
CORPORATE BOARDS
FactGem, Columbus, OH (June, 2014 – present)
PTS, LLC, New Albany, OH (January, 2012 – present)
Accelrys, Inc., San Diego, CA (August, 2007 – Spring, 2014)
Resource Ammirati, LLC (March, 2010 – present)
Axiant, LLC (July, 2007-December, 2009)
Hyperion Solutions, Santa Clara, CA (1998-2007)
Accretive Commerce, Inc., (2000-2007)
Arbor Software, Sunnyvale, CA (1998 until merged with Hyperion in summer, 1998)
EXE Technology, Dallas, TX (1998-2003); purchased by SSA Global
Corporate Software, Norwood, MA (2000- 2002); purchased by Level 3
TEACHING EXPERIENCE
Fisher College of Business, MHR Department, The Ohio State University
2014-2015
MHR 7224 Organizational Turnarounds
MHR 7225 Crisis Leadership
MHR 3220 Leadership Legacy
MHR 2292 Introduction to Business
MHR 7222 Leadership Legacy
2013 – 2014
MHR 7224 Organizational Turnarounds
MHR 7225 Crisis Leadership
MHR 3220 Leadership Legacy
MHR 2290 Introduction to Business
MHR 2292 Introduction to Business
MHR 7222 Leadership Legacy
2012-2013
MHR 7224 Organizational Turnarounds
MHR 7225 Crisis Leadership
MHR 3220
MBA/MHR 842: Advanced Topics in Leadership Effectiveness
EMBA 842: Professional Development: Enterprise Leadership
MBA/MHR 894: Leading High Performance Companies
2011-2012
MBA/MHR 843: Organizational Turnarounds
MBA/MHR 842: Advanced Topics in Leadership Effectiveness
EMBA 842: Professional Development: Enterprise Leadership
MBA/MHR 894: Leading High Performance Companies
2010-2011
MBA/MHR 843: Organizational Turnarounds
MBA/MHR 842: Advanced Topics in Leadership Effectiveness
EMBA 842: Professional Development: Enterprise Leadership
MBA/MHR 894: Leading High Performance Companies
2009-2010
MBA/MHR 843: Organizational Turnarounds
MBA/MHR 842: Advanced Topics in Leadership Effectiveness
EMBA 842: Professional Development: Enterprise Leadership
MBA/MHR 894: Leading High Performance Companies
2008-2009
MBA/MHR 843: Organizational Turnarounds
MBA/MHR 842: Advanced Topics in Leadership Effectiveness
2007-2008
MBA/MHR 842: Advanced Topics in Leadership Effectiveness
Non-Credit Instruction
2014: Executive Education, Fisher College of Business, The Ohio State University
Cardinal Health, Innovate program
Risk Institute Series: Effective Communication
TOSOH: Organizational Turnarounds
OSU Medical Center Intern Leadership Development program
2013: Executive Education, Fisher College of Business, The Ohio State University
NiSource Leadership Summit
Scotts MiracleGro Enterprise Risk Management and Change Management
Alliance Data Systems Change Management
OSU Medical Center Intern Leadership Development program
Executive Principals Leadership Academy Leadership program
2012: Executive Education, Fisher College of Business, The Ohio State University
Select Comfort Change Leadership program
Cardinal Health Innovation program
Executive Education Innovation Initiative
OSU Medical Center Intern Leadership Development program
2011: Executive Education, Fisher College of Business, The Ohio State University
Chase Bank Fisher Professional Services Job One project Chase Bank.
Bob Evans, Greif Board Training
Executive Education Innovation Initiative
2010: Executive Education, Fisher College of Business, The Ohio State University
Scotts MiracleGro Enterprise Risk program
2009: Executive Education, Fisher College of Business, The Ohio State University
Bob Evans and Greif Board program
2008: Executive Education, Fisher College of Business, The Ohio State University
Huntington Bank Board program
COMMUNITY ACTIVITIES
President’s Council, Colonial Williamsburg, (2008 – present)
Board of Trustees, Civil War Preservation Trust, (2010 – present)
Member, Dean’s Advisory Council, Fisher College of Business, The Ohio State
University (1991-2008)
Board Member, The Ohio State University Alumni Association (2004-2008)
Parents Advisory Council, McDonough School of Business, Georgetown University
(2004-2008)
Member, Dean’s Advisory Council, Paul Merage School of Business, University of
California, Irvine (2006-2007)
Troop Committee Chairman, Boy Scouts of America, Troop 612, Irvine, CA (2005-2007)
PERSONAL
Born August 22, 1953, Canton, OH
Married, three children