 Experience
On August 31st, 2006, Monster Worldwide announced the spin-off of the Advertising & Communications division in North America. The new company would be formally known as TMP Worldwide Advertising & Communications (TMPW). The transaction was a private equity deal and was lead by the company's senior management team and equity ownership from Veronis Suhler Stevenson (VSS) ( see TMPW press release).
Prior to the split, I was the acting division CIO. Post split, my role changed to corporate CIO. This meant much more responsibility; being truly responsible for all things technology in the company.
The big learning experience came during the months leading up to the sale. There was intense due diligence and knowledge that needed to be accumulated around all things technology, such as network, infrastructure, asset identification, capital expenditures, etc. Not to mention the knowledge transfer for all of the various corporate business applications, etc. Finally all contract negotiations and vendor management activities there are associated with essentially starting an entire new IT organization from the ground up.
Sincerely,
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 TMP - Monster - MyRebates - AT&T - Loews - Doubleday
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TMP Worldwide Advertising & Communications
205 Hudson St.
New York, NY 10013
(646) 613-2000
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As TMP's corporate CIO I am a member of the company's senior management team. Although many of my previous responsibilities as the division CIO are the same as when I was with Monster Worldwide), there are many new and exciting challenges that my current role brings. For one, the total ownership of all thing technology, including the overall IT budget. This includes understanding all costs to run the business as well as capital expenditures, its impact on both cash flow and EBITDA. The second is around the network and infrastructure side of technology. This includes the corporate network topology, data center, and both voice and data communication services. Finally, the internal help desk and deskside support services.
The amount of work in taking TMP private (the separation from Monster) was large effort. The only way to be successful in an endeavor such as this is to ensure that you have talented people around you and subject matter expertise in place. For that, I am grateful to my management team and team members for stepping up to the task and leading the way in our separation from Monster.
In addition to the above, I oversee all digital development, ranging from custom client career websites and digital product development.
As the leader of the Digital Product unit I am responsible for the full product development lifecycle. Our digital product suite has fundamentally changed the way our company sells into the marketplace and our solution-oriented product development approach has effectively positioned us as pioneers where recruitment strategies and new media converge.
Within the Custom Digital Development unit, we continue to develop best in class career websites that integrate our overall digital product offering using the latest technologies to help our clients in executing their talent acquisition strategy.
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