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JONATHAN STRONG, bio (more detail on LinkedIn)
Jon has delivered technology, process and organization-based solutions to numerous financial services and healthcare clients on Wall Street, across the U.S., and in Tokyo, London, Canada and Hong Kong. Along with finance and healthcare, Jon’s work has been in retail, services, telecom, online media and gaming, manufacturing, government and other industries.When one of the leading DNA testing companies needed to rethink technology and their entire IT organization, Jon was brought in for the initial evaluation, and subsequently asked to stay on as Interim CIO. The challenge was to stabilize the organization and keep the business running, while redesigning the team, facilitating the new IT leader’s hire, and developing the roadmap for critical IT transformations.
Jon consulted to the CIO of Serta Simmons Bedding to lead transformation of enterprise and application architecture, introduce IT service management, establish a PMO, and create an enterprise data warehouse. As a follow up, Jon led a $10 million program for the SVP of Financial Planning and Analysis to implement Oracle Hyperion tools, Tableau, new ETL processes and Master Data Management to ensure data quality, while creating the company’s first comprehensive Profitability analysis and reporting platform, and a BI Center of Excellence. The reports and dashboards serve an audience spanning plant management through the CFO and board of directors, and Jon’s implementation won Serta Simmons the 2015 Oracle Excellence Award for Fusion Middleware Innovation: Big Data and Analytics. Jon was then tapped by the President of the $4 billion sales organization to lead all aspects of technology transformation associated with the merger of the Serta and Simmons sales organizations.
Having consulted to both companies several times, Jon was tapped for a leadership role helping Standard & Poor’s Index Services acquire and integrate Citibank’s Salomon Smith-Barney Global Equity Indices technology, methodologies, processes and people with the S&P Global Equity Indices over the course of two years.
For a global financial services firm, Jon spearheaded the evaluation of the technology operation from alignment with the business through architecture, organization redesign, cost reduction, and strategic and tactical planning to drive transformation from an in-house software shop with multiple datacenters to a lean operation combining in-house expertise with outsourced support, software as a service and infrastructure as a service. More than 140 roles were impacted, and the transformation made it possible for the private equity owners to recover a billion-dollar investment that had been at risk while becoming competitive in their market again.
When S&P Ratings Services had to bring global operations and technology into compliance with a new Dodd-Frank / SEC regulation impacting all credit ratings agencies (NRSRO’s), Jon worked with the Chief Compliance Officer and the head of Structured Finance Ratings to lead the planning, coordinate the entire program, and own responsibility for achieving global SEC compliance. Jon coordinated the work of several domestic teams, dozens of international offices, hundreds of employees globally, and dozens of 3rd party vendors. The solution required new technology and processes, new roles and redesigned organizations, and rock-solid governance and transparency. With more than $2 billion in annual business at stake, Jon’s teams beat all program targets and made it possible for ratings operations to continue without interruption.
Jon has worked with client CFO’s and CIO’s, leading such efforts as the design and creation of a Nikkei earnings estimate system, along with the new roles and processes used to support the trading and brokerage work performed by the Tokyo division of a global investment bank. Jon led the design and creation of a national information and reporting infrastructure for Hanson Building Materials, one of the two largest such firms globally. Jon planned and led the evaluation of the entire US information technology organization for Swiss Bank Corp (UBS) and development of a multi-year roadmap for improvement. Jon was engaged by the State of New Jersey to develop the IT and business reengineering portion of the Governor’s Transition Report, building an approach for the new governor to coordinate all related initiatives.
As interim CTO for a technology based healthcare services firm, Jon led transformation of the entire back office, creating a new software development team, architecture and operational processes while moving the company from a Microsoft-based waterfall model to an open source Agile operation. His approach modernized the company’s entire product line, preparing the company for the coming decade, new platforms, regulatory issues and competitive challenges.
Jon was CIO/CTO for a NASDAQ-traded financial services firm, building an entirely new technology organization and operation that allowed the company to scale its business more than an order of magnitude and quick build its first billion-dollar portfolio. Like most of the projects and programs Jon has led, this involved extensive negotiation, management and coordination of millions of dollars in outsourced services, in this case in the U.S., Canada, India and Jordan. Jon’s experience in vendor management has been leveraged many times to assist clients in developing or improving their own enterprise wide approaches to outsourcing and vendor management, making it feasible for clients to manage such services as strategic investments rather than cost centers.
As Regional Director for TEKsystems Global Services, Jon led a $200 million services delivery organization spanning the eastern half of the U.S., while establishing new advanced technology capabilities and service offerings, improving outcomes and client satisfaction.
Jon was Director of Management Consulting for DMR Group (now in Fujitsu), a global IT management consulting firm, where he ran the New York office, supervised all contract negotiation and contracts as well as service delivery. While there, he led the development of a $25 million plan to assist one of New Jersey’s top pharmaceutical firms in the development of their first comprehensive New Drug Application system spanning the entire drug life cycle.
As Regional Director for CAP Gemini, Jon created the northeast PMO, defined the organization and processes, rolled out new program management methodology, hired, mentored and supervised 35 project managers, and owned responsibility for all estimates, proposals, contracts and service delivery in the region. Jon established a $40 million professional services practice in 18 months, improving client retention, doubling the profit margin and preparing the firm for merger with one of the “big eight” audit and consulting firms.
Jon consulted to the Vice Chairman of a major regional bank, leading the creation of a new executive information and credit portfolio risk management system and program, identifying more than $150 million in avoidable bad credit loss over a two-year period that the bank’s own organization had missed.
As IT manager for RCA’s corporate controller, Jon designed and supervised implementation of the company’s first global performance reporting, business intelligence and executive information systems along with the underlying enterprise architecture, as well as dozens of major applications for the other 30 divisions of the company worldwide. Jon led global rollout of the new financial reporting platform, which was later adopted by GE, sold to Cognos, and evolved into the IBM Cognos Finance product line.
Jon holds an MBA in management and finance from Drexel University, a Masters in Psychoanalysis from the Philadelphia School of Psychoanalysis and a Bachelors in Psychology from the University of Pennsylvania where he was named, “Benjamin Franklin National Scholar”, placing him in the top 5% of his class.
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