Stacy Klepsa

• Lead enterprise architecture and optimization of key ERP platforms (SAP, Epicor, JD Edwards) for multiple manufacturing segments. • Manage and modernize a diverse portfolio of cloud and on-premise business applications, ensuring scalability and security. • Oversee vendor contracts, license renewals, and technology spend, aligning solutions with growth strategies. • Strategic partner to Corporate Functions and Segment BRMs to align technology investments with business goals, using a “reuse-before-buy-before-build” philosophy to rationalize applications.

• Established a Community of Practice (CoP) for the Atlassian Suite, including Jira, Confluence, and Jira Service Management, standardizing usage across IT teams and improving collaboration efficiency by 30%. • Developed governance frameworks for the Atlassian CoP to ensure consistent workflows, reporting structures, and best practices. • Implemented a procurement process that aligned with vendor contract cycles, ensuring 95% of IT contracts were negotiated at least 90 days prior to expiration, eliminating last-minute renewals and reducing costs. • Partnered with legal, sourcing, and finance teams to streamline IT vendor negotiations, resulting in a 10% reduction in software spend and improved vendor relationships. • Collaborated with senior leadership to develop a strategy for transitioning from a manual asset management process to an automated, workflow-driven solution, with a goal of improving data accuracy by 30% and reducing administrative workload by 40%.

• Directs, mentors, and leads 150 FTE employees and 160 contractors globally, establishing KPIs in alignment with project goals and deadlines. • Spearheaded cross-functional teams to ensure comprehensive accountability for Oracle ERP and HCM, overseeing all aspects from implementation to ongoing maintenance and optimization. • Defines and implements software delivery strategy, overseeing all product design and changes within the system architecture to ensure consistent delivery of quality technological services. • Builds and nurtures relationships with vendors and software contractors, managing all partnerships, improving access to top-tier talent. • Oversees a budget of $8.9M, identifying budget reduction of $1.2M through strategic staffing changes. • Provides strategic management over all application and enterprise architect resources, resulting in a 50% reduction of legacy software systems (tech debt) for the organization. • Develops and implements new applications, delivering brand-new platform for transplant centers with 0 critical/high incidents in week 1. • Identifies areas of improvement, including tracking digital agility goals including defect leakage, MTTR, Critical one incident, and user reported incidents/issues to drive development priority resulting in a 60% decrease in incidents on Tier one systems. • Improves customer satisfaction through continuous improvement of our customer facing applications resulting in a 92% satisfaction rating on primary Transplant Center software platform. • Builds out and improves donor management system resulting in an increase in a 22% Service Goal and 7.6% increase in Lives Goal. • Drives constant innovation and continuous improvement, providing advanced data analytics to allow data driven decision making that includes snowflake, Looker, Salesforce data cloud, and Mulesoft for integration.

• Trained and directed a team of 40 Developers and Support, 5 Scrum Master, 8 BA/QA personal, and 3 Solutions Architects. • Oversaw a portfolio of IT, software, and technology services that meet the needs of our donors and transplant recipients. • Partnered with corporate partners, vendors, and the performance leadership team to ensure technology services and capabilities align with organization’s long-term vision/goals. • Managed delivery and support of applications supporting Donor and Transplant Services using an Agile (Scrum) framework. • Provided oversight of project delivery and support of Supporting service including CRM (Donor and Support Members), Human Resource Systems (HCM), and Financial Systems (Oracle ERP). • Collaborated with CFO and COO to define and prioritize an Enterprise Systems Simplification Strategy of the company’s financial and HR systems to reduce the cost of transplant services.

• Managed, trained, and led a team of 25, driving continued growth through of the organization by contribution to reduction of opex by 22%. • Collaborated with cross-functional teams, converting legacy system to Oracle database systems, including all aspects from design to operational support resulting in reduction of the number of database technologies supported. • Direct development and delivery of 5 internal and external applications, reducing our overall opex by reduction of licensing costs and overall support costs. • Identified cost reduction opportunities, managing offshore resources decreasing support costs by 20%. • Lead a team to several upgrades to Oracle ERP, Lawson, and hyperion upgrades resulting in Oracle ERP Upgrade that reduced the number of custom objects by 45% subsequently reducing the number of people to support the product and the time to address new features and functionality. • Redesigned Oracle database system to a RPO of 10 minutes and RTO of 30. • Renegotiated SQL Server licensing contract for a savings of $2M dollars. • Led IT governance board with a focus on defining vision, mission, and how best to provide business value. • Oversaw implementation of Sitecore to modernize the organizations web priorities, reducing web pages from 500 to 75 while focusing on persona's and journeys.

• Managed and led a team of 15, driving continued growth which led from supporting 5 key applications to supporting 30+ applications with minimal FTE additions. • Oversaw vendor management and contract negotiating for SQL Server, MySQL, and Oracle licensing, saving the organization ~$1.2M in licensing fees for SQL Server by purchasing prior to Microsoft changing licensing model. • Provided oversight of the Vision of Enterprise Monitoring, aligning IT Infrastructure with Application Development, managing ITSM group for Event Management, and developing best of breed strategy. • Sole leader in the implementation of ITIL’s Change, Problem, and Event Management improving the mean time to repair for reported incidents, addressing issues before reported by customers. • Facilitated IT Infrastructure Architecture group for planning and implementation of Merrill’s private cloud infrastructure resulting in the approval and adoption to move forward with cloud offerings such as Oracles infrastructure in the could (IaaS) and Salesforce and O365 (SaaS). • Served on IT Governance Board, assisting in defining Vision, Mission, and Objectives for the IT department and determining how best to provide Business Value.

• Troubleshooting, repairing, and maintaining electronic equipment such as communications systems, radar systems, cryptographic equipment, and computer networks. • Ensuring that these systems remain operational and effective in supporting the Navy's intelligence-gathering and information warfare missions. • Managed a team of 15 personnel in a high-pressure environment, ensuring efficient operation and mission success