EDWARD J.

VACCARO
Roswell, GA 30075 404-913-1448 ejvaccaro@gmail.com

https://www.linkedin.com/in/EdwardJVaccaro

PERFORMANCE SUMMARY
Technology Industry Executive and Business Builder / Operational Leader with Billion Dollar contribution to large matrixbased organizations demonstrating a career of distinction and success driving decamillion-dollar growth, developing and
maximizing profitability, and capturing, building, or restoring market share in contemporary, disruptive, and highly complex
industries. Widely considered a key strategic player and regularly called upon by stakeholders to provide thought leadership
in the creation, development, and implementation of mission-critical initiatives with global implications. Proven capacity to
attract, recruit, mentor, manage, and retain productive management teams and have led up to 1,000 employees in the
execution of strategic initiatives in both stable and unstable environments. Tenacious at developing new revenue
opportunities, securing customer loyalty, and forging long term relationships with external and internal business partners
that fortify, drive, and sustain results.
ACHIEVEMENT CATEGORIES REPRESENTED BELOW
Global Strategic Leadership

Market Share Capture

Segment Penetration

Sales Strategy Development

$1B+ Contract Negotiation

Employee Engagement

Business Unit Recovery

Global Services Launch

Product Line Expansion

Turnaround

Divestiture / Spinoff

Mergers & Acquisitions

ACHIEVEMENT CATEGORIES DETAILED

NOTE: HOVER CURSOR OVER BLUE UNDERLINED TEXT FOR EXPANDED JOB DESCRIPTIONS AND CLICK (CONTROL CLICK FOR PC USERS) TO FOLLOW LINKS TO WEBSITES & PRESS RELEASES

UNISYS CORPORATION, BLUE BELL, PA (A $4B technology services company with 20,000 Employees)
Vice President Strategic Client Management, Global Services (2009-Present)

2003 PRESENT

(Full P&L ($50M), 200 employees with 10 direct)

Vice President Edge Product Management, EDGE Service Management, Global Services (2009-Present)
(P&L ($27M), 20 employees with 10 direct)

Vice President Strategic Sales Support, Strategic Sales Support, Global Services (2009-Present)
(Capture ($2.5B), 50 employees with 10 direct)

Managing Partner, Department of Homeland Security Account, Federal Systems (2003-2009)

(Full P&L ($225M), 1,000 employees with 25 direct)

New Segment Penetration / $100M Contract Win: A key account worth $100M could be won if an agentless monitoring solution
could be provided. Complicating this was an entrenched incumbent competitor. Tasked by Sr. Management to assume control and
develop the solution. The first 30 days, interfaced with client, vetted designs, created the solution, and presented. Within 180
days, won a $100M 5-year contract. This was a major win for Unisys as it displaced a major competitor and positioned Unisys in
the Pharmaceutical and FDA regulatory oversight space.

Sales Operations Development: Missed requirements, inaccuracies, excessive cycle times, and inability to recover remediation
costs eroded margins. Despite extreme resistance from senior management while downsizing sales support staff and investing in
technical solutions, assembled a multi-disciplinary team, Sales, Sales Support, Solutions, Delivery, and Commercial, mapped and
streamlined processes, and led a global roll out. Achieved standardization within the year reducing variability, delivery, and sales
costs 20%, which restored margins.

$1B Contract Restoration: Called upon by Division President to stabilize a $1B Government Services contract in jeopardy.
Investigation revealed infrastructure and delivery issues. Complicating this was an inexperienced team (in integrated service
delivery, systems integration and cloud). Worked in tandem with CIO and State Officials to restructure. Restored contract
compliance, avoided $10M in penalties, redeemed $30M in delayed revenues, and reduced costs. This established cloud data
center services standards and restored the contract.

SaaS Business Unit Recovery / Product Line Expansion: Tasked by President of Enterprise Services to restore order after multiple
failed attempts to launch a SaaS Business Unit. Developed a business plan, product, and pricing with 50% faster implementation.
Won industry endorsements and within 180 days, delivered the unit that engaged customers with a solid product, position, and
competitive pricing. This was the first SaaS product and resulted in Unisys recognition as a leader in Service Integration and
Management.

$750M Contract Win: Commissioned by senior leadership to restore confidence in a frustrated key Client relationship valued at
$2B (TCV). Investigated, created a restructure plan, presented and negotiated the solution. Within 90 days, secured a 3-year, solesource Service Level Agreement (SLA) valued at $750M with first year revenue of $268M. This effort reduced acquisition costs
$1M, improved team collaboration, and became the model for establishing key account relationships.

EDWARD J. VACCARO PAGE 2

KPMG, MCLEAN, VA (A $7B accounting firm with 100,000 Employees)
1998 2001
Managing Director, Communications & Content, KPMG Consulting (KCI) (1990 2000)
(Full P&L ($200M), 300 employees with 20 direct)

Scope of Responsibility: Responsible for providing business advisory consulting through solutions deployment in support of KPMG
Consultings named accounts program. Focused on direct client interaction to improve firms client penetration in strategic
accounts. Created and developed KPMG Consulting solutions offerings for Order Management, Service Provisioning, and Service
Assurance infrastructure. Developed organizational structure, solutions strategy, global expert teams, client delivery, vendor
alliances, business process, and systems technology. The following are a couple notable achievements:
Infrastructure: Established and managed KPMG Consultings Broadband Solution Centers in Denver and Washington D.C. to
provide hosting and development services to KCI clients who were implementing broadband, ASP, and Hosting services as well
as KCIs own transaction processing services. Achieved first client sales within 90 days and continued to capture Marquee
Accounts on a regular basis.
Mergers & Acquisitions / Divestiture: Commissioned by Sr. Management to architect and execute spinoff of a newly created
DuPont-Merck Pharmaceutical Company from DuPont without disrupting operations. Navigated FDA regulations to validate
supply chain and designed the architecture and implementation strategy. Selected technologies, executed the migration,
achieved $1M in services revenue, and delivered the Spinoff. This provided a long-term scalable platform capability.

GENERAL ELECTRIC, FAIRFIELD, CT (A $125B multinational conglomerate with 125,000 Employees)

Chief Information Officer, Information Systems, GE Medical Systems (Now GE Healthcare)

1997 1998

($75M CAPEX, $50M OPEX, 200 employees with 15 direct)

Scope of Responsibility: Chosen by Jeff Imelt (Current CEO of GE) to direct the information systems organization for GE Medical,
which at the time was the leading supplier of medical imaging equipment and services. Managed technology selection,
acquisitions integrations (into GEMS mainstream application and technology environment), implementation, instituted Lean and
operational support for the internal enterprise systems utilized by business operations worldwide. The following are a couple of
the more notable events:
Restructure: Identified multiple issues that required stabilization and standardization. Conceived and executed a global
restructure including a performance based fee structure, outsourcing, systems operations and applications, metrics, Service
Level Agreements (SLA), scorecards, and established 24-hour support. This focused operations on total infrastructure quality
(Desktop, LAN, WAN, Data Center, & Applications Uptime) and reduced costs while delivering optimal user experience.
Global Service Launch: Launched GE global systems renewal project based on Oracle ERP. Replaced Sales, Order Processing,
Production Management, and Financial Systems. These efforts established the infrastructure for the migration to a unified
information systems structure with global visibility.

BOOZ, ALLEN & HAMILTON, MCLEAN, VIRGINIA (A $5B consulting firm with 60,000 Employees)
Vice President & Chief Information Officer

1994 1997

($55M OPEX, $20M CAPEX, 250 employees with 15 direct)

Division Launch: Recruited by the CEO to run the information systems department and challenged to improve service
delivery internally to meet the goals of the business. Analyzed infrastructure and built the strategy with metrics and
launched this completely integrated BAH Knowledge Management Platform globally. This was one of the first webbased systems for global information sharing and management. This service was recognized by Information Week as
a leading innovation in the industry.

EDUCATION
LASALLE UNIVERSITY, PHILADELPHIA, PENNSYLVANIA: Bachelor of Science in Chemistry

SPECIALIZED TRAINING
Lean Six Sigma
General Management

WHARTON SCHOOL OF BUSINESS, UNIVERSITY OF PENNSYLVANIA, PHILADELPHIA, PENNSYLVANIA