Mike Patil MSEE, MPA, PMP
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Twenty-Five Years of Experience Managing Successful Process Development
and Information Technology Organizations and Projects in High-Tech,
Consumer Products, Telecomm, Insurance, and Health and Human Services
Sectors.
Restructured and Managed a 360 Professional/$60 million Process/IT
Organization; Set Objectives, Defined Roles, Responsibilities, and Processes;
and Built, Trained, and Mentored the Team that Delivered Business Projects
and Systems, On-time and Under Budget.
Redesigned and Streamlined Business Processes, and Helped Build a
Motivated, Results Oriented, Quality Focused, “can-do” Customer Centric
Professional Organization that Served as a Model for other Subsidiaries.
Initiated Organizational Assessments, Process Evaluations; Designed,
Structured, Led, and Managed Multiple ERP Projects including Process and
System Migrations and Personnel Reassignments; Successfully Managing
Customer Expectations and Organizational Enthusiasm.
Designed and Defined Service Level Agreements that Codified Business and
Customer Requirements and Organizational Performance Objectives; Managed
the SLA through Focused and Disciplined Project Teams to Deliver what was
Promised.
Managed System and Web Application Rollouts with Comprehensive Logistics
Planning, Stakeholder Partnership, Organizational Preparedness, and Quick
Mitigation of Potential Risks; Achieving the Highest User, Management, and
Client Satisfaction.
Designed and Improved Business and IT Processes, Restructuring
Organizations to Fit the Reengineered Processes, Achieving Significant Cost
Reductions, Increased Responsiveness, and the Customer Satisfaction Rated as
Number One in the Industry
Current Work
Office of the Chancellor, University of North Carolina at Chapel Hill
Executive Director, Carolina Counts
University Transformation into More Collaborative and Well-managed
Organization, Identification of Administrative Cost Savings Opportunities;
Simplified Processes and Policies, Streamlined Operations; Less Bureaucratic
Work Environment
University of North Carolina at Chapel Hill, NC
Associate Dean, Integrated Business Management
Business Processes and Systems Assessment and Redesign, Facilitation in
Execution of Fiduciary Responsibilities, Personnel Acquisition and Retention,
Management of Finances and Business Information, Automated Integrated
Work Environment across all Administrative Functions
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Assessed School’s operations and planned and implemented structural, procedural,
and technological changes to streamline processes, restructure staff, and automate
routines and procedures.
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Redesigned and integrated policies and processes across the organization to make it
rule based and consistent, implementing management processes and systems, within
the planned time frame, collaborating with faculty and the university community.
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Conceived, designed and implemented InfoPorte, a web portal for point-and-click
access real-time, accurate financial and resource information to help faculty manage
their fiduciary responsibilities, as well School’s policies, processes, resource
management, and services.
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Developed and implemented an automated bottoms-up budget preparation and
consolidation system for better management planning, investment decision making,
risk management, and resource coordination.
Compuware/ Protivity/ Excellem Consulting Groups
Houston, Buenos Aires, Porto Allegre, Durham, Chapel Hill
Consulting Manager
Assessment of Customer Requirements, Process/Technology Solution Design,
Organizational Structure Design, Staffing, and Team Management, Customer
Relationship Management, System Implementations, Issue Identification and
Resolution
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Conceptualized solution to manage protected financial data and related business
processes for Bank of America; provided project leadership in executing and
implementing systems; responsibility for resources, timeline, assignments, workloads,
and cost structure; consulted with the senior bank management concerning the risk
assessments, project status, and issues resolution, for a successful solution delivery
and a satisfied customer.
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Codified business requirements imperatives for an international energy services
company, and audited their financial processes and systems against Sarbanes-Oxley;
identified critical business issues and the required actions, and presented the findings
and action status reports to the management.
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Investigated the severe quality problems at Kyocera Mobile, reviewing the
organizational culture, information interfaces and gaps, business processes, roles,
responsibilities, and routines; offered corrective actions through redesigned roles,
standards, methodology, processes, and routines.
IBM Corporation (DynPro Inc.), Research Triangle Park, London, Sydney,
Stockholm
Global Project Manager, IBM Solutions Delivery and Support
Executive Vice President and Managing Partner, DynPro Inc.
Management of Design, Development and Team Organization for a Mission
Critical Information Systems Project- IBM’s #1 Business Initiative, Business
Solution Design, Business Process Development, Resource Management,
Customer Satisfaction in SLA Based Contracts, Business Development and
Profitability
 Turned around a troubled major initiative: assessed current state of affairs, collected
and documented business requirements, recommended business process
improvements and information architecture, planned the project scope, performed
fit/gap analysis to define staffing and budgets, prepared plans for migration and rollouts and implemented business systems for high customer and stakeholder
satisfaction, exceeding the performance guarantees in the Service Level Agreements.
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Created a global support structure for financial/service application support, working
with the business and divisional management and users designed processes to
resolve related issues, with rapid escalations and daily status reports. Significantly
reduced customer issues and dissatisfaction to create a trusted environment winning
accolades from business managers.
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Implemented proven management practices to define roles and responsibilities; built,
trained, mentored, and coached a team of IT professionals into a motivated, “can-do”,
result oriented organization to deliver project and promises on-time and under budget.
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Helped IBM build an organization, its financial requirements, development plan,
processes, and interfaces to successfully transfer a major program from various
locations around the World to Bangalore, India.
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Continually measured, improved and streamlined the processes and cost
management to reduce operational costs by 5% per year while increasing customer
satisfaction to triple the business revenue in two short years.
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Developed the ERP and eCommerce solution proposals detailing strategy, policies,
processes, procedures, and performance measurements. Presented the solutions to
the executives in the U.S., Europe, and A-P, tripling the business to over $12 million
in three years.
Ericsson Inc, Ericsson/General Electric Mobile Systems, Dallas, Research
Triangle Park, Stockholm, London, Singapore
Vice President, Corporate Officer, and Project Executive, Quality Management,
Business Processes, and Information Technology
Quality Strategies, Business Policies and Practices, Process Reengineering,
Information Systems, Customer Relations/Satisfaction, Formulation of IT
Strategy and Plans, Team Building and Project Direction, Implementation of
Enabling Technology Solutions
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Helped develop strategies, standards, and architecture, and migration of 4,000 plus
users to ERP and Supply Chain solutions, including Finance and Control, Purchasing,
Material Management, Sales and Distribution, over three years in 90 plus locations
across the U.S. Europe, and Asia Pacific, reducing Ericsson’s cost per transaction.
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Directed Ericsson and Andersen Consulting project teams based in Europe to design,
evangelize, deploy and manage new business model and financial systems in the
Americas and Europe, gaining user trust and acceptance, developing a support
structure, reducing support cost while improving business productivity and user
satisfaction.
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Helped Ericsson redesign the business model, focusing on white collar productivity
and quality, pulling together sales, distribution, logistics, finance, manufacturing, and
fulfillment functions, utilizing foundation of Total Quality Management, continual
Improvement, statistical financial controls, and web-technologies, gaining significant
reductions in wasted labor, cost, and materials.
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Pulling together a cross-functional multi-national team, facilitated and mediated
differing cultures and objectives to design a common finance and control
configuration.
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Restructured and managed a 360 Professional/$60 million business process/IT
organization for a $4 billion enterprise; reinvented the business operations, redefined
roles, responsibilities, and processes; and built, trained, and coached a disciplined
and responsive team that delivered business initiatives and system projects, on-time
and under budget.
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Evaluated organizational readiness of Asian operations out of Singapore; performed
fit/gap analysis of current skill sets against the business processes and market needs
to prepare a plan; hired the right skills and delivered a regional IT operations and user
support model.
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Obtained customer buy-in for a multi-year, multi-million dollar business and IT
migration from a hodgepodge of high-cost legacy systems to a consolidated lights-out
ERP and production systems with global standards, managed the upgrade using
creative management methods, improving business productivity at a reduced cost.
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Member of the $24 Billion Ericsson’s IT 6-person Steering Group to guide IT direction,
investments, and strategies; developed web business and IT strategies and
standards. Steered a corporate cost reduction program (TRIM) to reduce duplicative
efforts and unnecessary costs by 12%.
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Established close relationships with customers and translated customer requirements
into innovative business ideas and processes to offer the industry's most responsive
product and service fulfillment, attaining the highest customer satisfaction rating.
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Working with management and staff, built an integrated quote to cash automated
ERP based streamlined business process model, with well-defined interfaces, and
clean hand-offs; speeding up “time to customer”, reducing unit operational costs by
20% to be the lowest anywhere in the Ericsson corporate world, improving
responsiveness by 60%; the model later adopted by Ericsson Corporate.
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Successfully managed an enterprise wide infrastructure upgrade using innovative
methodology, within a year and under budget, offering better employee service while
saving processing costs.
AMS, Inc. (American Express/Fireman’s Fund, CNA Insurance), Atlanta, Dallas,
Boston
Director, Planning and Automation
Business Strategies and Long Term Plans, Internal Consulting, Business
Solutions, Information Systems, Corporate Automation and Integration
 Worked with customers to understand their requirements, evaluated the current
offerings, and developed new insurance system products, demonstrated them in
customer setting, and twice migrated the entire customer base to the next generation
of systems.
 Designed, specified and implemented an on-line automated ERP application to track
financial, logistics, and customer activity from sales to invoicing, increasing on-time
shipments by 60% and reducing the inventory cost by 50%.
 Managed a multi-million dollar information/telecomm center, evaluating and updating
equipment and services, increasing productivity by 20% while saving 15% of cost
each year.
State of Texas, Department HHS, and SCO, Austin, Texas
Assistant Director, MIS; and Director, Finance
Financial Management and IT Operations, Process Design and Development,
Project Management, Resource Forecasting, and Budget Preparation and Cost
Management
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Establishing a multi-disciplinary team, prepared multi-year Business and IT Plans,
built close relationships with Texas legislature to justify the budgets, projects,
performance expectations, staffing, and resource requirements, and describing risks
and cost impacts.
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Managed and successfully implemented a major multi-year, multi-department,
complete overhaul of insurance and human services systems to create a statewide
system accessible from field offices to administer claims and services timely and
accurately.
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Initiated and implemented on-line real-time health, insurance, and medical systems
improving productivity of 12,000 employees by 12%, saving 20% in operating costs
for an outlay of $80 million/month expenses, and improving record accuracy by 60%.
Education and Training
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M.P.A. – The LBJ School, The University of Texas, Austin, Texas
M.S.E.E. - Carnegie-Mellon University, Pittsburgh, Pennsylvania
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Member: Institute of Electrical and Electronic Engineers, Association of Information
Technology Professionals, Society for Information Management, American
Association of Colleges of Pharmacy, National Association of College and University
Business Officers, American Management Association, Project Management Institute