Rosie Rivel

• Realizing $900k full year savings/reinvestment as part of Project Accelerate through outsourcing and offshoring. • Identified IT transformation initiatives for enterprise architecture as well as IT operational structure to improve IT alignment and support for new business operating model.

• Implemented operational efficiencies for recruiters by delivering several digital innovation technologies for the organization including Mya (Artificial intelligence enabled chatbot, self-scheduling capabilities), Sense (SMS), Herefish (Talent Engagement platform), ModernHire (video interviewing), Brazen (Virtual job fair). • Oversee IT global budget of $52M - 60M for operational support, projects, on-going maintenance, and enterprise licenses. • Delivered new capabilities for the organization by establishing the Innovation Pipeline process leveraging this standard methodology to evaluate over 250 new technologies, from incubation phase into implementing more than 10 enterprise projects. • Ensured global alignment for operational IT processes such as provisioning, budget management, project management, architecture review, and IT controls.

• Established annual technology budget development process for IT projects which was adopted by finance for the entire organization. • IT organization recognized by CFO for good budget management, keeping budget within 1% variance, as new technology investments increased year over year. • Increased security and privacy awareness in the global organization by leading IT compliance efforts for Global Data Privacy, PCI, HIPAA, and The Joint Commission certification (Kelly Healthcare) and updated the 12-year-old Global Information Security Policy. • Mitigated the risk of Kelly’s business continuity, leading Disaster Recovery program globally and leading IT DR exercises to demonstrate recovery capabilities for critical systems. Recovery capabilities are now within minutes instead of weeks/months. • Led all IT audit activity for internal audits, external audits with PwC as well as customer-based audits. • Established IT project governance discipline to ensure projects have consistent delivery methodology reporting on scope, budget, and timeline. • Supported the establishment of IT Leadership Academy for all 300+ IT staff. Teaching principles of servant leadership. Now an 11-year program and 3 levels of leadership academy classes.

• Improved visibility of $3.6M budget and increased trust with regional and country leaders by acting as the first contact for IT issues and establishing strong relationships. • Led EMEA IT organization with 60 employees and contractors in 15 countries to deliver new IT application projects - ensuring IT compliance and risk initiatives were implemented in the region.

• Improved visibility of $3.6M budget and increased trust with regional and country leaders by acting as the first contact for IT issues and establishing strong relationships. • Led EMEA IT organization with 60 employees and contractors in 15 countries to deliver new IT application projects - ensuring IT compliance and risk initiatives were implemented in the region.

• Improved visibility of $2.1M budget and management of IT assets by restructuring the IT organization in 10 countries and establishing strong relationships with regional and country leaders. • Deliver new IT solutions for the APAC region by leading a 30-employee team and ensuring IT compliance and risk initiatives were implemented in the region. • Led joint venture IT integration project which required separation of systems between retained entity and joint venture systems. Scope included IT financial analysis of complex charge-back model.

• Remediated an IT significant deficiency issue within 2 years by leading the development of the IT SOX Controls Framework and global IT Controls program - building and developing a team of 6 employees to monitor IT controls globally. Within 2 years, the IT Control deficiencies became the lowest since the establishment of the SOX program at Kelly. • Implemented HIPAA compliant technologies for client-facing solutions, increasing revenue by 10M in the first year.

• Regained buyer confidence for significant divestiture project. Oversaw recalibration of project, presenting to both buyer and seller executive leadership. Provided oversight of project management team to deliver on time, on budget. • Ensured all project portfolio (budget of $7M) for Indirect and Direct Procurement was successfully delivered over a 1.5-year period, driving operational improvements forecasted to double over the subsequent 5 years. • Became SAP Portfolio Manager for the Delphi account responsible for client relationship related to SAP projects through the full software development lifecycle.

• IT Manager for Delphi Medical, a business unit incubator within Delphi Automotive, with responsibility of IT operations, infrastructure, and applications with 3 acquired locations (Detroit, Denver, Houston), 8 employees and $2M operational budget and increased scope to include technology within product development under FDA guidelines. • Developed and implemented profitability analysis tool utilized as part of strategic planning for business development within Delphi Medical, increasing profitability by 20% above budget year over year. • Acquired and integrated 2 new medical device manufacturing facilities under FDA Quality management system controls. Completed project for IT transition within 3 months, with minimal impact to production and < 1% impact plant’s operating income. • Implemented best practice for IT operations to improve technology implementation outcomes with more projects delivered on time/on budget. • Successfully managed and launched a major product development project for a medical device under R&D with full IT-HIPAA compliance and FDA audit. • Led evaluation team for outsourcing software development and managed outsourced team as part of R&D and assumed additional role for Quality Engineering Manager for a Telehealth product • Implemented SAP across Delphi’s divisions globally, technical advisor on the Global Common Business Process Team and working with divisional production control and logistics directors to standardize and streamline business processes and significantly reduced SG&A costs. • Collaborated on development of supply chain processes for Delphi’s manufacturing operations, international transportation of parts, supplies, and inventory controls. • Managed technical team for project delivery of $5-10M projects with estimated business benefits up to three times return on investment.

• Implemented Business transformation technologies (SAP) at Fortune 500 companies such as BMW, Whirlpool, Coca-Cola/Minute Maid, Becton Dickinson. Increased responsibilities over 6-year period as client-facing implementation leader, providing guidance on implementation challenges and delivering new functionality to complex business processes.