Jeff Dearinger

Experience

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  Price Waterhouse

  Jul 1993 - Sept 1997

  Partner

  PwC Global Client Service Partner IBM July 93 to October 97• Project IBM Storage Products, San Jose. Original project called for the re-engineering of all processes associated with the creation of the OEM business for disc drives for mobile computers. Refocused product development around customer requirements. Decreased product variations by 40%, improved first pass yield at the customer by 20% and reduced product returns by 30%. Redesigned the scheduling, planning and delivery functions. Improved forecast accuracy by 40%. Reduced schedule cycle from 20 days to 5 days. Improved on-time delivery from 72% to 98%. Led to a 60%reduction in finished goods inventory and a 45% reduction in obsolescence. Days sales outstanding from 57 to 28. Implemented SAP across the organization. During first 3 years of the project IBM SSD OEM business grew from $130 million to $1.1 billion. Client savings of $200 million. Relationship with Storage Products lasted for 6 years with professional fees of over $100 million. • Project IBM PCCO, RTP, NC. Project called for the re-engineering of the business processes required to support the retail and laptop businesses. Implemented SAP for APTIVA and Mobile products. Simplified monthly closing 7 days to 2 days. Moved assembly to US outsourcing firm – customer lead times dropped from 60 days to 1 week. Improved forecasting accuracy from 65% to 80%. Customer order commit from 2 days to 1 hour. Finished good inventory levels decreased by 50%. On-time delivery from 70% to 94%. New product roll-out from 8 weeks to 2 weeks. Product returns decreased by 38%. Over 3 year project PCCO improved operating position by $500 million. Professional fees of over $75 million. Show less

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  PricewaterhouseCoopers

  Jun 1999 - Oct 2002

  Partner / President / PwC Korea Consulting Practice• Entrepreneurial leadership transformed the Korean entity into the prototype practice for all of PwC by providing a full line of service offerings from Strategy to Applications Management.• Built practice from 12 people in October of 1997 to 450 people in September 2001. Revenue grew from $1.1 million in 1997 to $100 million in 2001.• Responsible for all elements of practice management.• Supply Chain Management Partner for all of Asia Pacific – Tokyo to Sydney. • Lead Client Partner for all major Korean clients – Samsung, Posco and Hyundai Electronics. • 2000 and 2001 top performing practice in Asia Pacific.• 2001 and 2002 top performing practice in all of PwC. Show less PwC Global Client Service Partner Posco - Seoul, KoreaSold and delivered PwC’s largest Management Consulting project. Program entailed total Business Transformation of the world’s largest producer of Stainless Steel. The mandate of the project was to maximize the value of the company. Project responsibilities included managing 100 PwC consultants, 200+ client personnel and a $220 million project budget. Project impacts:• Analyzed all business processes, eliminated waste throughout the company. • Redesigned the organization, decreased the number of layers. Combined responsibilities at the vice president level (reduced number from 22 to 8). • Implemented Oracle 11i (first 11i project in Asia Pacific). Eliminated over 40 legacy systems. Reduced financial close from 14 days to 3 days. Improved productivity across the financial organization by 35%. First Korean company to meet government’s financial transparency reporting requirements.• Implemented first web based eHub in Korea for indirect procurement. Cost savings of 35%.• Project was delivered on time (26 months) and on budget ($220 million).• Project delivered 40% company value improvement over 2 years Show less

  • Partner

    Oct 1997 - Oct 2002

  • Partner

    Jun 1999 - Oct 2001
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  The Center for Orthotic and Prosthetic Care

  Apr 2003 - Dec 2007

  CEO

  • Responsible for transforming the organization and increasing profitability. • Formulated the strategy, consolidated operations, improved cash position, changed the organizations culture and focused on customer service/relations.• Expanded services area and gained the Shriner’s Hospital of Lexington, KY and the VA Hospital Durham, NC as new customers.• Eliminated unprofitable business segments via activity-based analysis.• Changed to a focus on prosthetics – new product delivery and increased customer follow-up and monitoring.• Streamlined operations for an 8 facility, 3 state organization.• Results included: centralization of purchasing, accounts payable, claims processing and accounts receivable, savings of 35%; 30% increase in revenue; 4% reduction in material costs; 32% reduction in administrative costs; and 40% improvement in profitability. Show less

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  HP

  Mar 2008 - Aug 2012

  • Responsible for all aspects of SAP at the Global GM account this included Strategy, BPO, Infrastructure and Application Managed Services - $200M P&L – $75M in new project work.• Transformed the EDS/HP organization from a fragmented, inefficient body to a highly focused delivery organization – doers to trusted advisors. • Dramatically changed the SAP Sustain Organization supporting GM.o Implemented best shore Sustain model moved from 18% best shore to 80% best shore in one year. Margin improvement of 35%.o Decreased Sustain resource requirements from 175 near shore to 150 best shore consultants. • Developed and led the SAP System Deployment Strategy for GM.o Implemented the financial system for GM Europe – Projects received 2 CIO awards.o Deployed the SAP financials into Russia and Uzbekistan.• GM account was over 60% of HP SAP Practice services revenue for 2008 through 2011. Show less

  • Vice President Strategic Accounts

    Aug 2011 - Aug 2012

  • Vice President, Automotive Leader

    Mar 2008 - Aug 2011
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  Immortology

  Jul 2013 - Feb 2014

  Transformation Practice Leader
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  Zamax Consulting

  Feb 2014 - now

  President