MATTHEW REIDEL, PMP 37 Balsam Avenue * Lake Villa, IL 60046 * (224) 475-6324 * mr11f9cfe@westpost.

ne t Project Operations Leadership Highly accomplished technology and project management executive with a distingui shed career optimizing customer relationships. Strategically and cost effecti vely utilize technology in alignment with corporate, financial and customer serv ice goals. Extensive expertise servicing the pharmaceutical, health care, softwa re, education, insurance and retail industries. Core competencies include: * Strategic Planning & Organizational Leadership * Project & Change Management * Service Design & Improvement * Technology Design & Deployment * Customer Relationship Management * Process Redesign & Improvement

PROFESSIONAL EXPERIENCE

ASSOCIATE DIRECTOR, GPRD PROJECT MANAGEMENT, 2009 - Present Area IT Operations Manager, Global Information Services, 1997 - 2000 ABBOTT LABORATORIES, Abbott Park, IL Recruited to established position to improve performance and drive consistent re sults of the project management office aligned to the global pharmaceutical rese arch and development division for one of the most regarded healthcare company in the world. Leader with accountability for Project Management Office serving the Global Phar maceutical R&D (GPRD) area of Abbott Laboratories. Responsible for improving pr oject, program and portfolio operations through process improvement, oversight a nd governance. Selected accomplishments: * OPERATIONAL EFFICIENCY - Significantly improved monthly Latest-Best-Estimate ( LBE) cycle time by streamlining finance and estimation process, standardizing bu siness day activities and providing new tools and reporting for customers. Reduc ed cycle time by over 50%. * PMO MEASUREMENT SYSTEMS - Championed the development of Balanced Scorecard alo ng with Earned Value Management metrics resulting in increased transparency and greater accountability on PMO initiatives. * PORTFOLIO MANAGEMENT - Redesigned all processes and activities to fulfill budg et cycle requirements for annual Portfolio, Update and Plan reporting. Implement ed processes for project information integration from M&A activities. * PEOPLE MANAGEMENT- Created and executed 4-year strategic plan reshaping the or ganizational and functional design of the PMO leading to better alignment with P M and GPRD organization priorities. * SERVICE LEADERSHIP - Revamped the GPRD PMO model by fostering working relation ships between customers and Project Management organization. Established a new P roject Planning and LBE Management team improving communication and planning for all GPRD stakeholders. * PMO STRATEGY - Built strategic PMO performance reporting, change management an d governance models, which enabled customers and senior management greater visib ility into projects, resulting in 100% on-time delivery and budget tracking for all PMO initiatives. * STAKEHOLDER MANAGEMENT - Optimized communications for better alignment between

stakeholders, demonstrated benefits of partnerships and turned feedback into me asureable improvements. Improved major budget cycle processes by instituting wor king and steering committees to guide decision-making reducing overall organizat ional work time and burden. * LEADERSHIP DEVELOPMENT - Launched comprehensive leadership training agendas de signed for continuity management and succession planning. Established new onboar ding process to bring new employees up-to-speed 50% faster. PMO LEADER, 2007 - 2009 ALLSTATE INSURANCE COMPANY, Northbrook, IL Recruited to established position to turnaround results and performance of the p roject and program management office aligned to the enterprise data warehousing and business intelligence group for the 2nd largest personal lines insurer in th e United States. Leader with accountability for Project/Program/Portfolio Management Office and Q uality Control serving all areas of responsibility for Allstate. Responsible fo r streamlining project, program and portfolio operations through process improve ment, oversight and governance. Selected accomplishments: * SERVICE LEADERSHIP - Dramatically improved the Information Services Group PMO model by fostering working relationships between customer and technology organiz ation. Established a new user adoption group to ensure continued understanding a nd use of project deliverables. * STAKEHOLDER MANAGEMENT - Successfully drove communication, demonstrated benefi ts of partnerships and turned feedback into measureable improvements. * GLOBAL SOURCING - Evaluated, planned and executed Global Sourcing opportunitie s leveraging offshore IT Partners in both India and Ireland resulting in 20% cos t reduction for resources. * PMO STRATEGY - Built strategic portfolio performance reporting, change managem ent and governance models, which enabled customers and senior management greater visibility into projects, improving on-time delivery and budget tracking. * PROGRAM MANAGEMENT - Overall accountability for results of three strategic pro grams and 25 other projects with overall budget of $15 million and $20 million i n project work targeted for completion in 2008. Established consistent framework for governance and templates for best practice and provided divisional SOX asse ssments. * LEADERSHIP DEVELOPMENT - Launched comprehensive leadership training agendas de signed for continuity management and succession planning. Sought out as coach an d mentor for high-potential employees. * PMO MEASUREMENT SYSTEMS - Championed the development of Balanced Scorecard, es timation tool, forecasting model and Earned Value Management metrics resulting i n increased transparency and greater accountability. * OPERATIONAL EFFICIENCY - Improved project cycle time by streamlining organizat ion and aligning teams by customer. Established and maintained overall project m ethodology and developed an on-boarding program for all new hires to reduce init iation time. * DEMAND MANAGEMENT - Build new intake process for all work and prioritization m odel for discretionary and level of effort items resulting in better alignment t o strategic goals and objectives of business units. * FINANCIAL MANAGEMENT- Created reporting based on newly established project and program management processes leading to a 3% variance between planned budget an d actual spend. DIRECTOR OF PROFESSIONAL SERVICES, 2006 - 2007 FOLLETT SOFTWARE COMPANY, McHenry, IL Recruited to established position providing project/program and change managemen t leadership to Warehousing, Project Management, Implementation Services and Tra ining Services units for a leading provider K-12 education technology solutions

and services. Challenged to build PMO to increase transparency, build efficiency while improvi ng revenue and maximizing customer satisfaction. Identified, recommended and led the implementation of measurement systems as well as change, performance and qu ality management procedures to enhance service delivery to customer. Oversaw sta ff of 30 through 5 direct reports. Reported to Vice President of Services and Op erations. Selected accomplishments: * PMO STRATEGY - Established project management and QA standards, increasing pro ject delivery cycle time by 20% and reducing support calls from customers by 7%. * MERGERS & ACQUISITIONS - Conducted all due diligence activities for Profession al Services for three very large and complex acquisitions. * ORGANIZATIONAL DESIGN - Created and led execution of Professional Services int egration plans for three newly acquired organizations. * STRATEGIC LEADERSHIP - Established a team-based, client-focused Professional S ervices organization sharing common vision and goals, increasing client satisfac tion by 16% * OPERATIONAL EFFICIENCY - Credited with restructuring staffing model, enhancing delivery of service and support to customers, and reducing SG&A by 5% through p roject management office. VICE PRESIDENT OF CUSTOMER CARE & OPERATIONS, 2005 - 2006 SHOPPERTRAK RCT, Chicago, IL Recruited to newly established position providing dedicated leadership to Produc t Manufacturing, Shipping and Receiving, Installation and Support, and Data Serv ices units, and creating an integrated Customer Care organization for the world' s leading provider of retail intelligence solutions and services. Served as senior PMO and operations leader. Full P&L responsibility for Project Execution and Customer Care organization. Challenged to introduce project manage ment, standards and procedures to increase efficiency, improve revenue and maxim ize customer satisfaction. Identified, recommended and led the implementation of measurement systems as well as change, performance and quality management proce dures to enhance service delivery to customer. Provided leadership and framework to identify service needs and respond to critical issues. Directed multiple, si multaneous Six Sigma projects, and develop operating infrastructure to position company for growth. Oversaw staff of 45 through 4 direct reports. Reported direc tly to President / CEO. Represented Customer Care, PMO and Operations at Board m eetings. Selected accomplishments: * SERVICE LEADERSHIP - Established a team-based, client-focused Customer Care or ganization sharing common vision and goals, increasing client satisfaction by 60 %. * ORGANIZATIONAL LEADERSHIP - Credited with restructuring staffing model, enhanc ing delivery of service and support to customers, and reducing SG&A by 10%. * IT MEASUREMENT SYSTEMS - Championed the development of an Operations Balanced Scorecard utilizing phone, email, SLA and KPI metrics, instituting tangible indi vidual and organizational goals and fostering a culture of accountability. * RELATIONSHIP MANAGEMENT - Re-established and enhanced relationship with Creati on Technologies product manufacturing partner, enhancing the delivery of Orbit p roduct to customer. * INVENTORY OPTIMIZATION - Directed the development of a Demand Replenishment Sy stem, reducing inventory costs 18%, increasing inventory turns 33%, and enhancin g the management of high-cost supply chain components. * TECHNOLOGY DESIGN - Spearheaded the implementation of Cisco VoIP system at the Call Center, reducing on-hold timeframes from 5 minutes to 2 minutes for 180 gl obal customers in 43 countries. * PMO STRATEGY - Established project management and QA standards, enhancing proj

ect delivery cycle time by 13% and reducing support calls from customers by 24%.

ASSISTANT VICE PRESIDENT OF OPERATIONS, 2002 - 2004 DIRECTOR OF ENTERPRISE SERVICES, 2001 - 2002 MANAGER OF CUSTOMER SERVICES, 2000 - 2001 CARDEAN LEARNING GROUP/UNEXT, INC., Deerfield, IL Advanced through increasingly responsible positions for this start-up e-learning solutions provider based on contributions to new market growth, process improve ment, customer satisfaction and team leadership. Recruited as Manager of Customer Services to research, recommend and facilitate the deployment of systems, applications and tools to support newly established o n-line Cardean University and Ellis College institutions. Collaborated with HR, Finance, IT and Marketing departments to create operating infrastructure and pro cesses to manage core e-business operations. Recruited and directed team of 10. Promoted to Director of Enterprise Services to establish and oversee sales, supp ort and service operations. Led the establishment of Call Center operations, Aca demic Advisors positions, PMO and Quality Management systems to enhance student experience and retention. Established profitable business relationships with out sourced Concentrix Call Center partner. Staffed and managed team of 30. Advanced to Assistant Vice President of Operations and given responsibility to p lan and direct sales channel for the MBA Degree program to enhance growth and ma rket share. Defined operating model, created business plan, developed market vis ion and tactical business development plans, and operating infrastructure for ne w venture. Established and directed team of 6 Sales, Marketing and Operations pr ofessionals in introducing on-line MBA Degree Program to consumers. Led team of 50 through 8 direct reports throughout the Sales, Service, PMO and Marketing div isions. Selected accomplishments: * ORGANIZATIONAL LEADERSHIP - Contributed to the growth of organization from sta rt-up to more than 2,000 students within 4 years. * SERVICE LEADERSHIP - Key member credited with defining standard operating proc edures, guidelines and enterprise PMO for start-up company. * THOUGHT LEADERSHIP - Conceptualized, gained approval and directed the launch o f new consumer market for MBA Degree program, increasing enrollment from 50 to m ore than 1,000 students within 18 months. * TECHNOLOGY DESIGN - Directed the design and launch of integrated e-marketing s trategy for new B2C market, and championed the introduction of agile development methodology for new delivery platform, increasing revenue 12-fold. * OPERATIONS DESIGN - Spearheaded the design of Early Warning system to identify MBA student problem areas, increasing retention from 40% to 67% with incrementa l revenues of $2.3M. * PMO LEADERSHIP - Oversaw the implementation and customization of Oracle Applic ations to support Admissions, Student Records, Registration and Financial Aid op erations increasing ability to increase student enrollment by 250% each year.

Previous Professional Experience Corporate Account Manager, Caremark, 1994 - 1997 Supervisor of Client Services, Quantra Corporation (SS&C), 1991 - 1994

EDUCATION & CREDENTIALS

Master of Business Administration (MBA) Lake Forest Graduate School of Management, 2000 Bachelor of Arts (BA) in Business Administration and Economics St. Norbert College, 1991 Project Management Professional (PMP) 2007 Technology Proficiency MS Office Suite, Visio, Project, SharePoint Compuware ChangePoint, MS Project Server, MS Portfolio Server Six Sigma, SOX, COBIT, ITIL SAP BW, Oracle CRM & ERP ab Initio, Business Objects, Remedy Professional Associations & Membership Project Management Institute (PMI) PMI - Chicagoland Chapter PMI - PMO Specific Interest Group (SIG) PMI - Metrics Specific Interest Group (SIG) BioPharma PM Network - Chicagoland Chapter Microsoft Project User Group (MPUG)