Ken Rundus (BLC)

An Executive leader that drives business value by selecting and executing technology aligned with strategic drivers. Passionate in getting the best people better together in the roles they are most gifted to perform. Extensive experience in integrating process and technology in mergers and acquisitions. Talent and team builder in organizations of all sizes in numerous industries. Operational excellence in warehouse management, manufacturing, and Sales Operations.

Founder and CEO at BLC (2018-08 – Present)

Technology Leadership Consulting, Executive Coaching, leadership training, team development, and transformation with people, process, and technology.

• Provide coaching to ensure success of first time CIO's and VP of Technology roles.
• Fractional CIO, Interim CIO, and leadership roles to instill organization, discipline and stability in transition from acquisition or restructuring.
• Use simple assessments to expose blind spots, reduce risk, align teams, and promote personal growth at all levels.
• Establish and chair Leadership Forums & Executive Round Tables to develop Leadership and Organizational Maturity.
• Implement performance management with CEO-S framework

Fractional COO (EOS Integrator) at AUSTIN LANE TECHNOLOGIES (2023-01 – 2023-05)

• Partnered with EOS Implementer to integrate the EOS system and disciplines.
• Certified to implement Culture Index to align current staff into best roles, then hired to open roles.
• Restructured the IT Services segment of the business with a new IT Manager, Customer Metrics, and operational disciplines
• In Software Product segment, implemented new processes to improve customer onboarding, billing, hiring, and onboarding.

Technology Transformation Program Lead at MICHAELS CORPORATION (2020-08 – 2022-02)

• Design, build and support new platform for retail stores in US, Canada, Mexico.
• Start-up of internal software engineering and integration organizations to build and integrate existing and new systems.
• Hired 150+ Software Engineers, Managers, and Team Leads from Top 50 Engineering Programs. Onboarded, mentored, and led teams to build Technology Products with open-source tools.
• Developed Career Path Towers and growth paths for each professional discipline in the Technology organization.
• Led Employee Engagement plan and implementation using DISC assessment for individual development and job alignment.

Executive Director, Data and Analytics Solutions (DAS) at BLUE CROSS BLUE SHIELD / HCSC (2019-01 – 2020-12)

• Transformed a failing Pharmacy program to deliver capabilities in process and systems as a top priority for the CEO.
• Replaced Deloitte Consulting and built new Pharmacy Data Analytics Organization.
• Aligned programs for 2020 Pharmacy Strategy with IT, PMO and Pharmacy Operations. Delivered Data Analytics Package on Teradata in six months to monitor, measure, and improve Pharmacy contract metrics resulting in cost savings directly to customers and HCSC.

Transformation Board Director, Digital & SAP Transformation at MOHAWK INDUSTRIES/DAL-TILE CORPORATION (2013-01 – 2019-12)

• Led ERP evaluation, selection of SAP, SAP Blueprint, and creation of Global Chart of Accounts with PWC as integrator.
• Executive Board Chair and Program Director to implement SAP ECC 6.0 implementation at Dal-Tile from 2013-2016. Directed Executive Board Team members and all functional business units to instill process and organizational disciplines required to deploy SAP as a one instance global platform.
• Acquisition lead for 2014's integration of Marazzi USA into Dal-Tile for Logistics, Stores, Plants, and Sales locations regarding Sales, Distribution, Financial, HR, and IT functions.

Divisional CIO Dal-Tile and Interim Corporate CIO Mohawk Industries at MOHAWK INDUSTRIES/DAL-TILE CORPORATION (2006-01 – 2013-12)

• Directed IT integration of $600,000,000 acquisition of Unilin Flooring Company into Mohawk Industries. Led the integration, relationship management, and IT functions in US, Canada, Mexico, and Belgium. Created executive and operational steering teams for alignment of IS and BU strategy/plans. Led organizational development and implementation of global IT strategic initiatives, including centers of excellence for SAP, Project Management Office, and Enterprise Integration.
• Converted application systems, selected, and implemented Hyperion for international ledger consolidation, and transformed private business in Belgium to SOX-compliant financial operations and systems in six months to meet acquisition deadline.
• Developed and implemented Lencioni team building workshops. Utilized Strength Finder, Hartman Profile, and Lencioni Teams model to assess talents, job alignment, hiring selection, career development, and team building.
• Implemented KPIs for IS applications development teams to complete all projects and maintenance requests on time at greater than 97%.
• Reduced rework to less than 0.5% with increased productivity and stability.

Senior Director, Information Technology at MOHAWK INDUSTRIES (2001-01 – 2006-12)

• Implemented POS integration with new order and inventory management software for 300 company owned stores.
• Built custom user interface on top of Sterling Commerce order and inventory management modules to increase daily sales margins, reduce inventory cost per store, and drive revenue growth.
• Prepared and sold business case/ROI, selection, and implementation of Red Prairie WMS for all US distribution facilities on standardized business processes for 20% increase in productivity in every RDC.
• Developed business plan and advised leadership of market options to select cloud solution for PM Portfolio software (IT and business).

Director, Information Technology at DAL-TILE CORPORATION (1997-01 – 2001-12)

Advised leaders in finance, HR, payroll, plants, and manufacturing accounting on solutions for Dal-Tile business units in the US, Canada, and Mexico.

• Completed business strategy, ERP selection, and implementation of Oracle HR, Purchasing, and Financials for Dal-Tile prior to integration with Mohawk.
• Led business evaluation and selection of ADP payroll and human resource system then led the cut over with integration across 230 field locations with Kronos timekeeping in all US plants and distribution centers.
• Directed transformation of private companies to public with turnaround of failing acquisition. Led process reengineering with executives and department heads to streamline processes and stabilize systems in company's turnaround following AO merger which aligned leadership and employee goals including an accelerated monthly financial close from 18 days to 3 days.

Director of IT Solutions at SOUTHWEST AIRLINES (1995-01 – 1997-12)

• Established IT organization for all applications development teams aligned with business and IT strategy.
• Staffed and developed a new solutions organization to advise business leaders with people, process and technology solutions from start up to four senior managers, 12 group leaders, and 100+ team members.

Group Manager, Systems Manager, and Project Manager at PEPSICO CORPORATION / FRITO LAY (1986-01 – 1995-12)

Applications Development Manager at ENSERCH EXPLORATION (1982-01 – 1986-12)

Analyzed business processes to develop applications for oil and gas exploration and production

Systems Analyst at EXXON CHEMICAL AMERICAS (1980-01 – 1982-12)

Store Manager and Department Manager at TOM THUMB and WINN DIXIE

While earning undergraduate degree

M.B.A. in Administrative Management – UNIVERSITY OF NORTH TEXAS

B.S. in Computer Science – UNIVERSITY OF NORTH TEXAS