JOHN D.

JOHNSTON
CHIEF INFORMATION OFFICER 714-742-8890 john@johnstonconsultants.com

SUMMARY
Drive enterprise performance, efficiency and value by transforming complex business and customer service processes and streamlining them with technology. Create competitive differentiation and increase business flexibility by developing value-driven technology strategy, architecture and solutions to reduce management and field service delivery cycle time, paperwork and human error. Leverage automation to create sales opportunities and integrate with ERP, CRM and billing systems. Improve management decision effectiveness by capturing data for improved business intelligence, enabling rapid, real-time decisions for deployment of thousands of field service specialists, based upon geography, climate and work requirements. Optimize performance of mature, startup and turnaround business environments to generate rapid revenue growth, transform underperforming IT resources and refocus them to deliver customer service excellence. Build collaboration and trust at all enterprise levels and transform working culture to build responsibility and accountability. Develop innovative solutions by leveraging experience in diverse global industries including commercial landscape design, construction and maintenance; high-availability facilities construction, manufacturing, retail sales, franchising and consulting; and refinery, power/composite materials plants, with early career in chemical and process engineering.

SKILLS AND COMPETENCIES

Converged Business/Technology Strategy & Architecture Business Process Re -Engineering Cultural Transformation M&A Due Diligence/Integrations New Business Development Solutions Process Automation/Optimization ERP/CRM Implementation & Integration Business Intelligence Solutions Business/Technology Mobility Global Program Management Vendor Quality/Relationship Management Outsourcing

PROFESSIONAL EXPERIENCE
ValleyCrest Companies, Calabasas, CA
2003 to Present Nations largest integrated landscape services business, delivering design, construction and maintenance services. It has $1+ billion in revenue, 11,000+ employees at 171 locations in US, Middle East and China, and is privately-owned (majority by Michael Dell/MSD Capital). Vice President, Chief Information Officer Report to CFO, lead 39 internal resources, 10 outsourced partners and manage $15 million budget. Deliver IT solutions to 5 business units with diverse and distinct requirements: design/construction, maintenance, manufacturing, retail sales and franchised operations. Enabled global expansion from US-only, $400 million revenue, 6,000 employee and 100 franchise business to present size by implementing scalable robust technologies that supported organic growth, new business development and M&A integration. Redeveloped system architecture to enhance security and performance, while reducing costs.

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Streamlined technology platforms to capture operating synergies of diverse business units and enable launch of two new operating units by developing and executing blended business/IT strategy. Improved sales bid/win ratio for property enhancements from 30 to 40% by implementing tabletbased system, reducing customer estimate cycle time from 4 hours to 30 minutes for 300,000 annual estimates. Account managers create on-location estimates with visual images of proposed upgrades, enabling immediate sale, streamlined materials ordering, billing speed/accuracy, client history, and integrated with ERP software. Completed custom software design phase, which when implemented, will enable management to pivot rapidly to redeploy 6,000 field technicians on real-time basis, in response to inclement weather and changing client needs, which previously resulted in non-billable work days. Designed and implemented data warehouse and business intelligence system with executive information drill down/out capabilities and real-time project status visibility down to individual project level. Increased market competitiveness, sales and communications accuracy to work crews, by introducing photo/geo-location technology systems to identify and categorize status of clients high-value trees. System locates individual trees on all client properties, and categorizes them based on size, health, location, and type, trim schedule/cycle, facilitating additional sales opportunities and streamlining storm damage insurance claims. Improved CRM capabilities and ability to generate bids/sales, by consolidating two CRM platforms to single standard (MS Dynamics), increasing tracking capabilities for customers with national footprints. It captures unique requirements for tree, lawn and shrub maintenance, and historical data with view of value delivered. Optimized estimating accuracy by implementing a custom developed system that parses client construction and maintenance costs, using unit cost historical data, improving materials order accuracy and reducing shipping costs for large heavy shipments that are geographically dispersed. Slashed customer representative time on site to measure and estimate accurately required effort levels to service property, by implementing photogrammetry/satellite-based measurement system, improving estimate accuracy for proposed work, and contemplating additional landscape features that increase work. Enabled clients to reduce vegetation watering costs and eliminated account manager travel to client sites to measure watering requirements by implementing smart controllers at client sites, connected to cellular network, to reprogram water controllers remotely and measure previous watering, based on weather changes. Launched final pilot that when fully implemented will save 50,000 hours field technician time annually, plus back office paper filing and storage footprint, by developing Android tablet-based system that enables technicians to order, record and track irrigation system service and chemical applications on real-time basis, and achieve regulatory compliance for fertilizer and lawn chemical handling and consumption. Improved productivity and efficiency of each business unit (BU) at HQ and field levels by redesigning business processes, upgrading ERP to Oracle Enterprise One 9.1 and optimizing packaged and developing custom solutions for each BU. Achieved vehicle fleet annual saving of $1 million, by implementing on-board GPS tracking. Reduced fuel consumption by changing crew behavior, as system tracks driver action including speeding and harsh breaking, while improving safety and cutting moving violations.

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Carlson Group, Costa Mesa, CA

1996 to 2003 Design, construction, consulting and implementation business, serving high-availability critical facilities market, with $500 million in revenue, 1,000 employees, 11 corporate and 27 US field offices. Vice President, Chief Information Officer Reported to CFO and company owners, directed 44 resources and 4 outsourced partners and managed $12 million annual budget. Hired to position Carlson competitively as leader in IT use and delivery for critical facilities and support explosive growth. Established Carlson as industry leader in IT and client deliverable systems by delivering client value, quality and efficiency at competitive costs; enabled growth from $100 to $500 million in revenue, 120 to 1,000 employees, 5 to 11 corporate and 27 field offices. Directly contributed to dramatic YOY revenue growth by developing business case and launching Network Services line of business. Enabled new market/business line penetration by integrating 3 acquisitions, expanding business offerings and extending segments beyond traditional customer base in banking and telecommunications industries. Improved enterprise resource management by implementing JD Edwards World solution. Increased project execution efficiency and improved project performance, while reducing risk, by leading one of largest implementations of Primavera Expedition (now Oracle Contract Manager).

Fluor Corporation, Irvine, CA

1981 to 1996 Leading global engineering, procurement, construction, and maintenance services companies with $12 billion in revenue and 50,000 employees in 25 countries. Director of IT, Applied Computer Solutions (1995 to 1996) Launched Systems Integration startup business, developed plans to identify markets, created proposals, established business and prototype platforms, and led large implementations. Delivered several large-scale, multi-year projects on time and budget in Middle East and Venezuela, and executed AT&Ts nationwide PCS rollout. Network Operations/Software Development Manager (1992 to 1995) Collaborated with CIO and IT Director to develop global IT infrastructure expansion strategy, create operational and management practices, and manage daily operations/corporate desktop software development. Managed 135 network, development and user support resources. Increased enterprise productivity, data access and sharing by expanding network computing services from 5 to 76 sites, to support 15,000 global and 3,500 single campus corporate users. Director, Technology Development and Implementation (1990 to 1992) Advised CIO concerning technology use, identified practical application and business case for new technologies, developed strategic alliances with technology providers and established corporate IT standards. Manager, Irvine Computer Services User Support (1987 to 1989) Supported 1,500 corporate users; managed budgets, planning, staffing, procurement and training. Chemical Engineer/Senior Process Engineer, Process Engineering (1981 to 1986) Designed, created specifications and led startups of refineries, power plants and composite materials plants. Automated and computer modeled chemical engineering calculations and processes.

EDUCATION
BS, Chemical Engineering, (3.9 GPA in Ch.E.), Michigan State University, East Lansing, MI 1981 Advanced Numerical Methods Graduate Courses, University of California, Irvine, CA 1984 to 1986 John D. Johnston Rsum Page 3 of 3