Sharon Nelson, Managing Director
More than 20 years of executive and managerial leadership experience in Manufacturing, Distribution/Logistics, IT, and Consultative Sales, and Service operations spanning large and small domestic and global organizations.
Specialization in business transformation and process improvement with an earned reputation for design and implementation of time and cost-sensitive enterprise-level projects across organizations with multiple worldwide sites.
Extensive background in achieving consensus and buy-in from the collaborative efforts of stakeholders across a broad range of operational areas including business development, product development and launch, manufacturing, logistics, information technology, distribution, order fulfillment, and customer service.
As the CIO/ Senior Vice President of Business Processes for Easton Bell Sports, successfully managed a project responsible for the design, development and implementation of a multi-year corporate IT and Business Standardization Strategy. This project included transition to shared-services models for accounting and information technology and implementation of common or brand-specific processes at 5 sales offices, 12 service centers, 5 distribution centers, an offshore sourcing site, and 4 manufacturing facilities.
While a Principal/Managing Director for KMPG Bearing Point, managed a profitable multimillion dollar annual practice focused on industrial, transportation, or CPG markets. Had overall P&L responsibility including staffing, client relationship management, and project quality initiatives. Managed multiple solution offerings with responsibility to identify markets, develop sales and service strategies, define solutions, and manage strategic partnerships across industry practice areas.
As a CIO for IBM Network Hardware Division, promoted and managed a divisional portfolio of improvement programs designed to reduce business complexity and played a key leadership role in developing the corporate SAP production and logistics rollout plan. Divisional efforts included a major system implementation with new processes, contracts, and support of field sales and customer fulfillment centers for distribution channels in Europe, the Middle East, and Asia.
In her role as CIO / Vice President of Business Improvement for ABB Kent Taylor, directed all operations and prepared a transition to deploy a business-case-based, cross-functional improvement program across all business processes. Created strategies to position the company for growth that included new sales channels and after-market contract service offerings.
