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Work Background
SoftwareONERegional Vice President & Transformation Leader
Sep. 2022United StatesDirect report to the CEO, newly responsible for driving top-down transformational change across the North American business. Focus areas include business performance management, organizational design, system implementations and process reengineering. Partner to the North American senior leadership with the objective of improving the most difficult problems while maximizing our effectiveness, employee experience and our shareholder value.
SoftwareONEVice President Of Professional Services
Jul. 2018 - Sep. 2022Dallas/Fort Worth Area
SoftwareONEU.S. Leader - SAM Services
Jul. 2015 - Jul. 2018Dallas/Fort Worth Area• Led a 75-person consulting organization to enhance software asset management (SAM) services across the U.S. • Spearheaded complex SAM advisory projects, optimizing software compliance and licensing strategies for diverse clients. • Achieved significant cost savings for clients through effective vendor negotiations and audit support, enhancing overall financial performance.
KPMG USManagement Consultant - CIO Advisory
May. 2012 - Jun. 2015Dallas/Fort Worth AreaDirector within the CIO Advisory practice of KPMG focusing on providing strategic direction to key executives in the areas of IT Asset Management. Leading team in efforts around cloud, software as a service, software asset management, IT capital planning, operational improvement and others for AT&T.
McKessonDirector of IT Strategy
Dec. 2010 - May. 2012Dallas/Fort Worth AreaMr. Hooton is a Director @ McKesson specializing in business consulting in areas of process and technical design, relationship management and solution strategy. In his role, Mr. Hooton works to ensure tight linkages between business leaders and McKesson's technical teams by ensuring the right solutions are constructed and effectively deployed on time and on budget.
Hyde Park PartnersPartner & COO
Jan. 2008 - Nov. 2010Partner, specializing in strategy, process redesign and corporate performance management. Practice centered on SAP's business intelligence solutions, including Business, Planning & Consolidations software. Responsible for developing the solution strategy and implementation methodology for Hyde Park's consulting organization, including embedding management consulting capabilities within a new technical delivery framework.
BearingPointSenior Manager
Sep. 2005 - Jun. 2008Strategy & Business Transformation
Led an organizational change effort for a $3 billion diversified commercial finance leader who was challenged with a declining stock price (down 40% over last 6 months), tightening credit conditions and deteriorating profitability. Worked with key executives across vertical business lines to design a future state organizational model, establish new Centers of Excellence (COE), redefine underwriting and portfolio management processes and define the governance and new roles for over 1,000 employees. Worked with one of the world's largest software companies to propose new partner strategies that enable improvements in channel capacity, delivery capabilities and partner performance. Developed survey and white paper with recommendations on how the client could better align its resources to support its partner community and how various channel segments could improve growth and profitability. Developed and articulated a value driver analysis to firms executive leadership team as part of a special project trying to understand the key strategic and financial levers that create shareholder value. Project involved translating future business strategies into financial outcomes and then creating operating plans to capture the benefits.
EDS (now Hewlett Packard)Manager, Strategy & Business Development
Mar. 2002 - Sep. 2005Member of niche strategy group chartered with defining the worldwide strategic transformation of Consulting Services, EDS' $6 billion IT consulting business. Responsible for analysis and recommendation around the go-to-market strategy, portfolio rationalization, organizational design, investment prioritization, and acquisition growth strategies. Presented recommendations to the Executive Leadership Team in April 2003. Developed a comprehensive offshore strategy enabling Consulting Services to seamlessly provide 24x7 delivery, take advantage of less expensive overseas labor, and maintain competitive pricing for services like applications development. Oversight of the business case, geographical analysis, capability assessment, and corresponding presentation highlighting future economic shifts to expect and strategic options for EDS' leadership. Responsible for developing the long-term acquisition strategy for Consulting Services. Priority project in early 2003 aimed at identifying acquisition candidates that fill crucial capability or solution gaps within the offering portfolio.
i2 TechnologiesManager
Mar. 1998 - Apr. 2001Dallas/Fort Worth AreaMember of i2's venture capital group focused on developing a long-term acquisition strategy and investing ~$100 million in capital that strengthens the corporate strategy and investment portfolio. Responsible for evaluating over 200 proposed investments, focusing on public exchanges within the retail, manufacturing, healthcare, and entertainment industries. Typical investments ranged between $1-$20 million and spanned early-stage incubation to Fortune 1000 enterprises. Member of acquisition team enabling i2's senior executives and Board of Directors to reach agreement on the largest software acquisition in history. Personally responsible for key aspects of the valuation and due diligence of Aspect Development, a $9.3 billion stock acquisition completed in June of 2000. Award winner in Q2, recognizing the around-the-clock effort.
Value Management GroupPrincipal Consultant
Jan. 1995 - Jan. 1998Performed over 200 independent valuations of medical businesses including: physician practices, hospitals, surgery centers, diagnostic facilities and physician practice management (PPM) companies throughout the country.
Ernst & YoungSenior Consultant - Financial Advisory Services
Jan. 1994 - Jan. 1995Analyzed the financial and strategic position of corporations using strategic value assessment (SVA) methodologies and assisted in the implementation of corporate restructuring initiatives. The SVA approach uses economic value added (EVA) principles to demonstrate how various strategic alternatives impact shareholder value.
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