Summary of QualificationsBusiness Strategy / IntelligenceSupply Chain / Distribution / LogisticsOperations ManagementQualityProfessional ExperienceEducation / AssociationsDONALD HOFFERT2900 Thomas Avenue South, Minneapolis, MN [email protected]  612 298 7858SUMMARY OF QUALIFICATIONSResults oriented Sr. Management Leader with a distinguished career building organizations, developing management teams and significantly improving operational performance. Demonstrated ability to link andalign business intelligence to strategic planning and cascade line of sight Key Performance Indicators-objectives via value creation processes- human performance process systems. Developed winners of country and state business excellence awards.Change agent with outstanding strategic vision, leadership, communication and organizational skills, which have proven to be critical assets in developing a positive work environment, managing people, and exceeding company goals. Possesses a unique blend of expertise in technical knowledge, growth strategy development, strategic business planning, coordinating operations and establishing/leveraging existing partnerships. More than 15 years of progressive leadership and management experience involving: Business Strategy / Intelligence Change Agent Catalyst Turn-Around Leadership Partnerships Development Mergers/Acquisitions International cross culture alignmentSupply Chain / Distribution / Logistics P&L/Budget Strategic Business Plan Vendor Relations/Contract Negotiations International Development ExperienceOperations Management Operations Analysis Organizational Design/Development Process Performance Improvements Training and Leadership Development Project Management PortfolioQuality TQM Lean Manufacturing Management Six Sigma Mentoring and Coaching Performance ManagementPROFESSIONAL EXPERIENCEADC TELECOMMUNICATIONS 2007 – 2008$1.5 Billion Global Telecom CompanyDirector – GCS BU Strategy Deployment-Lean/Sigma PMO officeDirect PMO (program mgmt office) team with responsibility of 6 staff specialist in program / project management, master lean six sigma, black belts, and 10 indirect global reports in Customer Service, Product Management, Engineering, Operations, Supply Chain , HR, Finance and Strategy. A highly fragmented transformation program was inherited that is preventing realization of expected Board of Director benefits as well as poor employee moral. Developed and implemented a PMO office, set leadership expectations, trained senior leaders in phase gate approach and equipped champions- project leaders to deliver benefits of $30M (3% margin gain) in 9 months with a $56M potential. A lack of proper training systems exists. Hired a master lean sigma expert and developed a global rollout plan using SCOR, lean, six sigma convergence model. Disciplined management review process did not exist. Implemented a strategic goal deployment process, including gaining consensus around a monthly scorecard review process with executive leaders to monitor strategic, operational and functional key performance indicators to advance the transformation change process of actual vs. target, if off target, countermeasures to get back on track.Donald Hoffert Page TwoSTORA ENSO OYJ GLOBAL 2000 – 2007$18 Billion Fortune 100 Paper, Packaging, Forest Products CompanyVP Corp Services/Business Excellence (International assignment) (2005 - 2007)Direct - Global Business Excellence and Corporate Services team (HR, IT, Purchasing), Indirect - Sales and Marketing, Operations, Finance and Strategy. Direct reports; 8 and 12 global cross cultural steering team members representing 4 main Product business segments and support areas with an extended reach to 40 countries and 150 network personnel at unit locations. A highly decentralized organizational culture is preventing a crystallized vision and change plan causing poor profitability compared to peer groups. Developed and implemented a senior level “ Alignment, Assessment, Roadmap, Competency Development Plan” to address a strategic compelling case for change for a $1.2 billion savings target by 2010 using collaboration with strategic partners(strategic account management), a high performance mill platform and SGA streamlining via shared services. Accepted by senior executive team as the major change plan. No common Global platform to define and execute toward a high performance work culture. Spearheaded an expert team to define a global platform for a high performance work culture involvingself directed work teams. Accelerated rate of profit improvement through training in the model within global regions by experts…have reached about 15% of the $300M HPWO target. Spearheaded an executive management “breakthrough”, dramatic restructuring and change plan to achieve SGA (sales, general, and admin costs as % of sales) of $300M savings by attaining top 25 percentile of comparable industries. To date, 50 ME of the 300 ME target is completed. Benchmark data developed from other projects, showed our Supply chain costs as a % of sales was 5 percentage points higher than our comparable industry, causing an excess of $600M. Championed-gained acceptance from executives to use regional pilot project to establish a common approach…$50M achieved in 1 year of the $600M target expected in 2years. Inherited a complicated corporate business excellence criteria model that allowed too much flexibility, thus prevented transparency of sharing across the company. Within 6 months created a simplified Business Excellence process that aligns the company with common company key performance metrics, specified core business processes, and lean-six sigma process improvement methodology with a cascading scorecard system for profitability focus. Lack of a common view of how leading companies measure organization and people performance, therefore little strategic guidance for executive mgt to set strategy. Benchmarked world class organizational, people and HR metrics and anchored with key leadership teams to drive future performance. Masterminded a core corporate group of financial and operational personnel to theorize and prove correlation strength, drivers to profitability, thus transforming corporate thinking process of what metrics to follow and why.Director TQM-Continuous Improvement, Stora Enso North America (2000 - 2005)Report to