Item K1BOARD OF COUNTY COMMISSIONERS
C ounty of M onroe A(I Mayor George Neugent, District 2
T he Fl orida Keys 4� �� m Mayor Pro Tem David Rice, District 4
l Danny L. Kolhage, District 1
„ Y
„; ° W Heather Carruthers, District 3
Sylvia J. Murphy, District 5
County Commission Meeting
June 21, 2017
Agenda Item Number: K.1
Agenda Item Summary #3051
BULK ITEM: Yes DEPARTMENT: BOCC District 1
TIME APPROXIMATE: STAFF CONTACT: Isabel Desantis (305) 292 -3440
N/A
AGENDA ITEM WORDING: Approval to appoint Jerry Lieberman on the Climate Change
Advisory Committee replacing Matt Anderson who resigned 6/1/16.
ITEM BACKGROUND:
PREVIOUS RELEVANT BOCC ACTION:
CONTRACT /AGREEMENT CHANGES:
None
STAFF RECOMMENDATION: Approval.
DOCUMENTATION:
J Lieberman
FINANCIAL IMPACT:
Effective Date:
Expiration Date:
Total Dollar Value of Contract:
Total Cost to County:
Current Year Portion:
Budgeted:
Source of Funds:
CPI:
Indirect Costs:
Estimated Ongoing Costs Not Included in above dollar amounts:
Revenue Producing:
Grant:
County Match:
Insurance Required:
Additional Details:
If yes, amount:
None
REVIEWED BY:
Danny Kolhage
Bob Shillinger
Kathy Peters
Board of County Commissioners
Completed
Completed
Completed
Pending
06/02/2017 9:44 AM
06/05/2017 9:11 AM
06/06/2017 6:20 PM
06/21/2017 9:00 AM
Jerry W. Lieberman, Jr
22927 Drake Lane
Cudjoe Key, FL 33042
Home - 305- 745 -2011
Mobile - 845- 380 -9990
llttps:// www .linkedin.com /in /lerrvlieberman/
Twitter: @jerry_lieberman
Summary — A seasoned IT Executive and Consultant with expertise in Strategy, Operating
Model Design, Governance, and Organization Change Management. Demonstrated ability in
dealing with business transformation / reengineering with innovative new methods for
contemporary business challenges. Apply a holistic approach to ensure success thru managing all
dependencies from the business need thru the project details. Experience managing large and
diverse organizations, as well as global project work.
Retired - Available for limited consulting engagements on a 1099 basis
ISG — 2013 -2016
2013-2016 Director - Leader of Strategy, Design, Sourcing Governance, Organization
Design, and Organizational Change Management engagements. Led advisory
teams in the delivery of ISG's organization design methodology, service
integration design methodology, and organizational change management
methodology in support of client transformation initiatives. Consulting at global
and domestic companies.
WellPoint — 2009 -2012 (now Anthem)
2009 -2012
Staff Vice President, Infrastructure Support Services, Health Benefits Company —
—
Responsible for Platform services, outsourcing governance, transformation
CL
CL
programs, work intake, and infrastructure projects
•
IT lead on negotiation of $1.3b/5 yr infrastructure outsourcing agreement with
IBM for data center, mainframe and server services, storage. ITIL service
>
management, DR, and other services. Worked closely with leading outsourcing
consultant (ISG) and Legal (Morgan- Lewis).
•
Lead on Service Integration (SIAM) and transformational program — 3 years,
- -$300m for 5 major transformation on mainframe consolidation, service
LO
CD
management, storage, DR, and Standardized Platform private cloud. Established
m.
PMO and methodology to execute on plan and budget, owned 3 of the projects
•
Drove data retention initiatives in a heavily regulated environment (HIPAA,
ACA, ICD 9/10, PHI) partnering with legal to delete 7+ PB of data and managing
overall storage growth to <10%
°
•
Established and led outsourcing governance model for infrastructure scope.
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Achieved 35% greater ROI than the outsourcing business case
•
Deployed an internal private cloud service to provide comparable services with
commercial offerings at 1 /2 the cost
•
Led Data Center Consolidation activities to vacate 5 major data centers
w
•
Displaced and consolidated numerous ISV SW products on mainframe and
distributed platforms for operational efficiencies and economic benefit
•
Reduced infrastructure provisioning time by more than 2/3, thru standardization,
process re- engineering, and automation
o Infrastructure organization includes 400 associates and - -$400m annual budget
IBM Corporation —1985 -2009
IBM — Services / Service Delivery —1990 - 2009
2008-2009 Director, Delivery Excellence, Global Service Delivery — Led troubled account
recovery activities for a large global resources company ($65B) transformation to
a Service Integration model with consolidated/centralized services delivery.
• Negotiated and managed troubled account (CEO level) situation / executives
• Coordinated implementation of SIAM model (Integrator and Delivery towers)
• Drove recovery implementation of new paired Data Center and centralized global
infrastructure services.
• Implementation of ITIL processes for new delivery model.
2007-2008 Director, Integrated Small and Medium Business (SMB) Delivery, Americas
Service Delivery - new position created, as part of organizational reengineering,
for a delivery integration team to align with sales organization and accounts to
determine optimal customer delivery solutions as well as establish end -to -end
continuity with the customer's delivery leadership. .
• Organization of 230 individuals, 85% within US, created starting 1/1/07
• Primary delivery lead on 60 Outsourcing accounts in US, all transitioned to new
model in 1 H07
• Resulted in 20% productivity gains, demonstrated customer satisfaction and
responsiveness improvements, and service quality improvements.
• Direct line budget of $25m and responsible for delivery model strategy for
$180m cost on US portfolio of accounts.
1Q03 -2006 Director, SMB Delivery Initiatives, Americas Service Delivery - new executive W
position created to address the gap in delivery capabilities specifically for SMB
0
services. Initially focused on SO /eBHS delivery in the Americas, it has >
expanded to global scope and all service delivery activities.
o Developed and deployed delivery initiatives to reduce infrastructure costs by 50- �-
95%, problem/change tooling by 69 -92%, Sys Admin labor by 15 -30%, and other
process improvements. Cumulative benefit of initiatives at $14m/yr on $180m LO
CD
base.
• Developed a unique approach to virtual global sourcing that shortened cycle time
from 3 -6 mos down to days, as well as business model that eliminated $250k cost
per customer
• Supported numerous IBM acquisitions as part of analysis and execution teams
around the world
• Owned and executed on the US SMB Outsourcing delivery architecture and
tooling.
• LEAN approach to re- engineer Outsourcing Engagement process
• Enabled market share growth of IBM SMB Outsourcing
3Q99 -1Q03 Director, Web Content Hosting, Service Delivery Center North - responsible for
service delivery functions Web hosting Services for IBM and Commercial
accounts —
• approx $150m/yr cost and 500 delivery personnel
• supported the bulk of IBM Corp revenue processing
• supported IBM CRM system and multiple deployments
• leading delivery center for commercial web hosting — IBM was market leader
in managed web hosting services
4Q97 -3Q99 Senior Manager, Emerging Technologies, Service Delivery Center (SDC) North -
responsible for service delivery functions for ERP (SAP), eBusiness (Web
hosting) Services, and Thin Client. Developed service delivery strategies for
newer technologies - leveraging existing processes and extending for technology
specific requirements. Assisted in developing IGS WW strategies, architectures,
and offerings for these service towers.
• Responsibility for North America SDC Center of Competency (CoQ for
Thin Client / Network Computer service delivery and WW deployment of
technology for IBM.
• Lead service delivery organization on IBM's internal Global Web
Architecture (GWA), built first IBM delivery location and hosted a majority
of the IBM web applications
• One of two WW strategic delivery centers for IBM SAP delivery. Operated
major IBM SAP re- engineering projects for manufacturing, procurement,
fulfillment, and HQ initiatives.
1Q96 -3Q97
Project Coordinator, Network Computing Office (NCO) Project Office -
Responsible for coordinating the global deployment of the infrastructure
0
supporting Lotus Notes based NCO offering for IBM. Deployment of 200,000
ww users accomplished in under 18mos.
as
1995
Program manager, SAP Project - Responsible for coordinating phase -in of SAP
support for the IBM account.
1993 -1995
Client Executive - Account responsibilities for IBM divisions. Oversaw financial
plans, overall customer satisfaction, new business development, and account
@
strategy.
1992 -1993
Program Manager, High Performance Computing - Investigated opportunity for
services in High Performance Computing segment.
LO
CD
IBM Industrial Sector, Application Systems Division 1990 - 1992
1991 -1992
Sr Industry Administrator, Electrical Engineering Products - Managed market
E
focused community to deliver engineering products and services to CAE /EGAD
market
J
1990 -1991
Senior Product Manager - Responsible for development of IBM ECAD program
product (CBDS). Oversaw management of SW development and product
as
announcement. Eventual phase -out of product due to business analysis.
IBM — Marketing & Sales 1985 -1990
1988 -1990 Product Administrator - Responsible for IBM mechanical CAE program product
(CAEDS) and IBM engineering management system (DCS)
1985 -1987 Market Support - IBM CAD /CAM national support center, national lead market
support for IBM MCAE product (CAEDS /IDEAS). Support of nationwide
marketing activities and product benchmark
Siemens - OSRAM 1984 -1985
1984 -1985 Assistant Product Manager - Nationwide specialty lighting product management
LTV - J &L Steel 1980 -1983
1980 -1983 Research Engineer, Metallurgy - Coatings & corrosion product development and
support. Nationwide consulting and Automotive Industry Development Support.
Education History
1983 -1984 MBA, with concentration in computer science, from Union College
1976 -1980 BS in Materials Engineering from Rensselaer Polytechnic Institute (RPI)
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