Andrew Amrhein

• Defined BCG Core’s Digital Operating Model across 12 domains with best-in-class definitions, metrics, and maturity assessments. Drove maturity improvements across IT and Digital Products groups. • GS Boston GenAI Enablement Network Lead for ~600 Boston based colleagues. Led GenAI enablement with 8 black belts, driving significant increases in Gen AI tool adoption. • Established BCG’s first IT Vendor Management Office, hired leadership, created tiered governance, launched QBRs for 40+ vendors, introduced preferred vendor framework, and published performance scorecards driving vendor value and accountability. • Implemented new AI-driven performance management dashboard for Heartbeat Survey and increased survey participation to 85+% over 1,900 participants, providing leadership with team-specific insights and sentiment analysis across both business & IT. • Awarded the 2024 Global Services Community Champion award by the Global BST Chief HR Officer for GenAI leadership in Boston.

• Designed and implemented 3-5 year Strategic Planning framework for all Digital Products Teams and Investment Committee thematic investing approach. Now integrated into the Annual Business Review (ABR) planning framework. • Drove double-digit improvements in business outcomes by launching the Digital Products Health Dashboard, giving real-time visibility into velocity, quality, customer satisfaction, predictability, and engagement to leadership across Digital Products & IT teams. • Improved structural alignment and delivery outcomes by creating new organizational roles and leading Agile organizational redesigns across ~2,000 colleagues, aligned with HR, Finance, and IT investment teams. • Created and led the Digital Products Leadership forum – the sole leadership forum uniting all Digital Products portfolios, CoEs, and all non-agile IT teams. Addresses 30-40 digital leadership topics annually ranging from strategy to product management to GenAI implementation.

• Product Team Lead for two IT business agile squads managing ServiceNow and Jira. • Improved enterprise ServiceNow and Jira delivery velocity and business value realization.

• Transformed IT portfolio management from annual planning to rolling quarterly increments, enabling more adaptive planning, cross-portfolio visibility, and integrated roadmap alignment. • Led Agile Transformation's implementation of interaction model, aligning Agile and non-Agile teams across BCG - including CoEs, Product Portfolios, transformation programs, and security & control functions. Proved foundational to the success of our agile implementation. • Drove 4x speed increase in global Demand Management dispositioning within a 9 month period, from 71 days to 16 days.

As head of the Portfolio & Program Management Office, Business Relationship Management, and Quality Assurance, led a team of 50 employees and contractors in the program & project management, quality assurance, business relationship management, strategic portfolio management, business analysis, and resource planning functions. • Led transformation of governance processes across HBS IT for project and portfolio management, resource management, artifacts, project estimating, and financial management. Improved management of multi-million annual IT large program portfolio spend significantly enough that it was cited in the HBS annual report. • Implemented a new Quality Assurance strategy including an outsourced preferred partner model, standards, metrics, automation, and a common test case management approach leading to improved morale and a greater than 2x increase in application maintenance velocity. • Completed the HBS Executive Education’s High Performance Leadership Development Program. • Selected as the Harvard representative to attend the Leading Change Institute in Washington, D.C.

Led the program management group responsible for a transformational digital business program in Enterprise eBusiness comprising 10s of millions of spend and 150+ contractors and staff for $2B+online distribution channel. Asked to lead this group as eBusiness became a top five priority of the overall company. • Led programs resulting in continuous year over year revenue improvements for FisherSci.com and culminating in a complete rebuild and launch of the thermoscientific.com site. • Improved the eBusiness operating model, processes, project management, and supplier management functions.

As direct report of CIO served on Global IT Leadership Team and implemented IT transformation efforts globally. • Built a Program/Project Management function and PMO across Global IT, strengthening the role and success of project management across Thermo Fisher Scientific. This consisted of a cross-divisional Project Management Committee of 12 senior IT leaders. • Served as interim European Business IT Leader for largest division in Europe, with $650M revenues, 25 sites, and 3500 users. Oversaw three Regional IT Directors and a staff of 35 IT professionals. Represented IT to the European Leadership Team, General Managers, and other functional organizations. • Developed European IT strategy and initiated European-wide series of site based Standardization Programs, launching them in the UK, Spain, France, and the Netherlands. These programs served to reduce risk, lower operational and support complexity, and cost. • Developed global IT strategy with executive leadership team and as part of this implemented global IT shared services, a shared services steering group, and annual shared services objectives across all of IT.

Oversaw a team of program managers in US and Asia/Pac managing multiple programs and projects worth $50M and utilizing 25 – 50 staff and contractors. • Directed a multidisciplinary team to transform the R&D process by making clinical trials and other portions of the new drug development process go paperless with the use of a new digital identity infrastructure and Corporate IT services. Recognized as model partnership with the business. • Directed a $10M Identity & Access Management Program consisting of 11 discrete projects with ~50 resources assigned (not included in above). The program supported Pfizer’s new business model of external collaboration and better, scalable means to manage identities and access to Pfizer resources and data. • Consolidated and made recommendations for restructuring the global project budgeting process, transitioning from divisional IT budgets to a consolidated Global IT project budget. Assisted in prioritizing and rationalizing the entire portfolio of technology projects. • Led a multi-functional team of 20 consolidating the technology departments of seven manufacturing plants and a shared service center serving over 6,000 users into Corporate IT. The project included rationalization of data centers, help desks, networks, and a $6M budget. Completed on time and budget. • Awarded the 2008 Global Research & Development “Team Award”, from 300 submissions. Prior roles included Program Manager, PMO Lead, and Audit Manager

Managed division operations of 17 staff analyzing and processing financial transactions worth in excess of $60B daily on behalf of foreign central banks, certain governmental departments, and international organizations. • Promotion to Assistant Director, the youngest person at that level in the history of the Federal Reserve Bank of NY. • Responsible for all automated systems and technical operations in the division, including the Federal Reserve System’s SWIFT systems.

Special scholarship recipient from the Federal Reserve Bank. This scholarship is awarded to a handful of select employees of the New York Fed each year who are pursing an MBA.