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Harry Riehl

P.O. Box 853

Croton Falls, NY 10519
Results oriented executive with extensive experience in, IT project management,
business analysis, process re-engineering and corporate finance seeks position a
s consultant or permanent employee. Industry experience includes banking, broker
age, health care systems, education, telecommunications, and government (Federal
Reserve and United Nations). Proven success in delivering projects with signifi
cant savings or revenue growth.

6//2006 to 9/2009 WVT Communications (a publicly owned telephone, video and inte
rnet provider with $25 million in revenue).
Director of IT and Process Re-engineering
Responsible for Reorganized IT Department to meet internal client project demand
s with 50% less staff. Revised manual and automated processes to reduce costs, t
ighten controls and increase quality. Performed annual IT SOX 404 compliance au
dit eliminating prior year deficiencies. Documented processes in conformance wit
h ISO 9001. Managed multiple projects in Accounting, Operations, IT and Marketin
g. Managed implementation of new hosted VOIP NCI product, targeted at small bu
sinesses. Supervised IT Help Desk supporting employees' software and hardware ne
Project Manager - (as contractor through Robert Half Technology)
Implemented an ERP designed for the communications industry on time with minimal
disruption of ongoing operations. The system integrates G/L, billing, payroll,
CPR (assets), call routing switches, internet setup, video setup, service orders
, work orders, and inventory. Documented Sarbanes Oxley control points.
1/2004 to 6/2006 E Medical Solutions, Inc. (startup company)
Chief Information Officer
Managed the development of three products: an Electronic Medical Records system,
a system for tracking clinical testing of new drugs, and a personal health reco
rd system, using ASP.NET with a MS SQL database. Development utilized a RAD/Agil
e approach rather than classic SDLC. Negotiated a "co-sourcing" contract and mov
ed all development and maintenance projects from Russia to the new firm in India
. Created marketing plan, negotiated new sales channels, and prepared a Private
Placement Memorandum for venture funding. As a voting member of ASTM Health Ca
re committee helped set EMR CCR national standards.
3/2003 to 11/2003 Independent Consultant
Project Manager (client - College of Mt. St. Vincent)
Implemented the Sungard Banner system in record time and 80% below the vendor's
cost estimate. The system is an ERP for colleges that integrates General Ledger,
A/P, A/R, Purchasing, Budgeting and Student Registration.
5/1997 - 7/2002 United Nations (UNDP and Secretariat)
Project Manager - Human Resources and Payroll System
Managed UNDP's implementation of the human resources and payroll phases of IMIS,
an "ERP" system. Project included data conversion/cleanup from legacy system,
design of new workflows, financial controls, user procedures, training, Help De
sk and reports. Coordinated over 50 individuals. Payroll system paid 5000 staf
f members in 144 countries.
Lead analyst on ERP search committee to replace the IMIS System. Met with World
Food Program in Rome to analyze their experience implementing SAP. Identified a
dditional vendors, prepared a Request for Information, a scoring model and "scri
pts" for vendor presentations. Analyzed finalists (SAP, Oracle and People Soft.
Project Manager - Financial Reporting System
Managed the development of a reporting system for IMIS (the UN's proprietary ERP
) that provided standardized human resources, accounting and budgeting reports.
System was designed to be simple to use, provide flexible security, and generate
consistent, auditable results. Managed staff of one CPA and 10 programmer/anal
1/1995 -4/1997 U.S. Pension (spin off of D&B) (revenue of $12 million - staff
EVP Operations & Technology
Integrated company's 6 operations locations, onto one core technology platform (
First Data.) Revised organizational structure and work flows to increase product
ivity and tighten controls. Implemented a new accounting system to replace the s
ystem used by Dun & Bradstreet. The increased profitability allowed the firm to
be sold for ten times the original investment in just 18 months.
5/1992-11/1994 Preferred Benefits Corporation (revenue of 10 million, staff 100)

President and CEO

Grew this employee benefits outsourcing company from $4 million in sales to $10
million with margins of 30% in less than three years.
Managed total redesign of the proprietary recordkeeping system to add marketable
features and convert from hierarchical to relational data base.
1/1991 to 12/1991 Amrita Capital Corporation (a boutique investment banking fi
Financial Analyst
Created business plan for the creation of a light bulb manufacturing and distrib
uting company in Saudi Arabia. Plan included review of strategic issues, financi
als, market analysis, factory construction, operating costs, and distribution ch
annels. Client was a consortium of the Gulf States, led by Saudi Arabia.
7/1989-11/1990 Merrill Lynch
Manager of Strategic Planning - Financial Services Division (staff of 1200.)
Created strategic plans and budgets for this division.
8/1982- 7/1989 Nationar (a "bankers bank"- revenue $75 million - staff 450
Senior Vice President, CFO - Finance, Planning, Budgeting, Corporate Development
Implemented product profitability reporting. Revised the bank's planning and bud
geting process linking individual objectives to corporate goals. Revised the mon
thly Board of Directors presentation to enhance their understanding of corporate
results. Restructured the lending products to reduce risk, improve yields, and
respond to market demands. Approved all extensions of credit.
Created the mergers and acquisitions unit. Established a standard valuation meth
odology using the Stern Stewart Finanseer system. Identified acquisition candida
tes, negotiated deals, performed due diligence. Closed three acquisitions.
Increased bank profitability by $2 million in one year through the creation of a
new products. Developed a system that provided client banks with on line, rea
l time reporting of cash positions at the Federal Reserve and correspondent bank
s. Implemented a new Custody service using a new system (Trustware) lowering ope
rating costs by 50%. Managed the development and marketing of an integrated ba
nking system that provided bank financials, teller functions, customer loans, an
d deposits for sale to client banks.
Established the Planning Department. Wrote the bank's first strategic plan
Built an effective Cash Management Department controlling over $4 billion in dai
ly cash movements. Reduced loss exposure and increased cash for short term inves
tments by $20 million. Improved returns on overnight investments by 50 basis poi
Established a $200 million commercial paper program. Negotiated $150 million of
unsecured and secured lines of credit.
Reorganized the Applications Development Department with a focus on standards, c
ontrols, methodology and a structure for project approval and priority setting b
y senior management.
9/1977-7/1982 FIDATA (formerly Bradford Computer Systems - revenue $80 millio
n - clients were banks and mutual fund companies)
Vice President
Restructured Bradford Trust Co's Variable Annuity Department (clients included H
artford and Associated Madison) bringing it under control and reducing operatin
g costs. Designed system modifications to comply with retroactively applied chan
ges in tax code.
Improved controls and increased productivity of the Bradford Trust Co's Unit Inv
estment Trust, Dividend Reinvestment, Custody and Mutual Funds Operations (cl
ients included Keystone and Putnam) by re-engineering processes and re-designing
computer systems.
Managed the Funds Control Department of the Stock Transfer subsidiary. Clients i
ncluded Chase Manhattan, Bankers Trust and Marine Midland. Staff of 30.
1/1972 - 8/1977 Federal Reserve Bank of New York
Assistant Chief, Planning and Systems
Project manger responsible for the design and installation of a new check proces
sing system. $11 million project requiring re-training of 1,200 people.
Reduced staff by 50% in the bond processing department through process re-engine
ering. (from 50 to 25 employees)
Member of Operations Improvement Review Board
Iona College New Rochelle, NY
MBA Management Information Systems
MBA Financial Management
New York University New York, NY
B.E. in Industrial Engineering (courses include project management)
PMI PMP courses while at the United Nations
Proficient in: MS Project, Visio, Excel, Power Point
FINRA (NASD) Licenses: Series 7 (securities broker)
Series 24 (securities brokerage compliance officer)
Series 63 (state requirements)
L & H Insurance Licensed (multiple states)