Maribeth Achterberg

Technology executive driving IT solution design, build and implementation for global, craft and specialty brands. Leading an organization of 180 internal and 220 external IT professionals that flexes to 600 FTEs during peak development and delivery times. My organization includes infrastructure, commercial, integrated supply chain and enabling functions across the enterprise; Business Intelligence and Analytics, Master Data Management/Governance, Testing/QA, Integration, technical/ solution architecture; and Project Execution and Organization Change Management. Member of the IT executive leadership team. Highlights: Implementing DevSecOps model to improve speed of value delivery, built-in security, and SAFe Agile methodology. Managing the Solution Delivery function, in a Plan-Build-Run operating model, as a business with an emphasis on cybersecurity program and building in-house capability. Transforming talent model to in-house talent vs primary outsource model. Resulting savings is $6.2MM annual run rate. Shifting delivery model from a predominantly waterfall shop to balanced Bi-model by implementing SAFe Agile. Measuring progress via key performance indicators of business value, speed to delivery, quality, resource utilization and employee satisfaction.

Reporting to the SVP, Global Integrated Supply Chain (GISC), lead program to improve processes and results related to Engineering led, New Product Introductions. Includes identifying, developing and implementing world class practices in engineering support throughout the product and customer life-cycles. Work in close partnership with Regional and product executives to assess business conditions, identify transferable best practices, develop best practices where needed and disseminate successful practices across global regions. Develop and implement process, tools and management cadence to sustain impact. Lead the technical contact center COE and the Global Material Master Data Management practice throughout three regions. Responsible for NPI analytics development and governance for common business operating documents, frameworks and material master data . Lead Product Complexity Management CoE focused on reducing SKU mix, pricing and complexity of portfolio across multiple product business units.

Enables effective governance of major IT investments through portfolio analytics and reporting that enable executive decision making. I have an ongoing emphasis on and reporting of target benefits and establishment of a process for accurate value realization measurement and reporting to the executive management team of JCI. I currently lead a team that is designing and establishing a formal Customer Adoption and Value Realization process for IT Investments critical to enabling JCI business strategy achievement. Formerly responsible for the ongoing governance and operation of $37 Million Power Solutions Business Unit Portfolio Definition and Execution including a highly effective demand management process/function for all Business Unit IT demand to ensure investments deliver expected results. I also was an active member of the Power Solutions CIO staff serving as the voice of Enterprise PPM and a liaison back to Enterprise IT.

Manage Directors of Process Integration and Process Assets (process models, process metrics and policies & procedures), and their 25 direct reports in a newly formed EBPM Center of Excellence (CoE). Responsible for standing up the CoE and its associated services related to Process Assets and Integration. Responsible for the development of methods, artifacts and maintenance of artifacts to support the business assets created in the Unity program. Highlights: • Led the Integration workstream for Unity, consisting of members from Data, Application and Process functions. Ensured the Unity solution design integrated with existing application, data and process architectures. • Managed the Enterprise Business Process Hierarchy, the JCI business taxonomy, to ensure correct expression of how work is performed at JCI. • Developed and implemented the methodology to determine JCI process metrics and how to relate them to Strategic Metrics (KPIs) across the enterprise. Worked closely with the Business Information team to define standards and best practices in metrics. • As a member of the Enterprise Master Data Governance Board, advised the newly formed Data CoE, and MDM group, in implementing standards in data governance and managing data objects.

Provide enterprise-wide guidance to align business and technology strategies to achieve business goals and objectives. Define information technology systems architecture based on the business strategy. Familiar with and experienced in the application of architecture frameworks and associated architecture development methods. Involved in complex decision making and understanding the far reaching implications across the CIO organization and setting direction for the enterprise in the 3-5 year planning horizon •Provide overall direction, guidance and definition of an enterprise’s architecture to effectively support the corporate business strategy. •Acting as visionary to proactively assist in defining the direction for future projects based on the LOB’s three year operating plans. •Collaborate with members of the EA team, appropriate network of domain architects, member(s) of the PMO, and/or appropriate member(s) of the Office of the CIO (O-CIO). •Manage Business Process Improvement group defining opportunities for improvements; participating in work stream leadership teams and O-CIO liaisons to Business Leaders to ensure automation requests are addressed. •Interact with senior O-CIO leadership team and other key stakeholders regarding the architectural aspects of strategic decisions for the O-CIO and the enterprise. •Interfaces across several lines of business (LOB’s) to proactively assist in defining the future enterprise direction, •Ensure that the technology objectives of the enterprise are aligned to the business goals •Capitalize on the potential cost savings via TCO analysis •Recognizes technology trends to enable the enterprise •Develop corporate strategic plan technology assessments •Guide and advise Business Line Leaders to incorporate technology to meet their strategic objectives and corporate metrics

Reporting to the Solution Center, this position is the Company’s expert to identify and develop information technologies and systems needed for the development of the Solution Center energy management initiative. This department designs solutions for our clients/customers based on needs and development strategies. This position also identifies and defines needs of the Solution Center to support all NorAm divisions.

Founded practice focused on business process, data and change management implementation for various industries and business sectors driving methodology, framework and tools to assist clients in integrating technology and human factors in their business processes to affect transformational change. Defined and delivered project strategy, roadmaps, project plans, risk mitigation plans, and collateral to communicate benefits of forthcoming change. Focus included managing client engagements, directing teams, setting client strategy and acting as engagement director.

IT strategy consultancy focusing on knowledge management, change management and information strategy. Projects included KM, CRM, BI, and data management strategy.