Qualifications

Kenneth G. Rau

Summary

Manager, consultant and practitioner in information technology planning, measurement and risk management. Extensive Silicon Valley/Bay Area contacts in information technology and general management. MBA, Harvard University.

Representative Accomplishments

For one of the world’s largest manufacturer and distributor of hearing aids, conducted an assessment of the current use of technology by the client and developed a corporate IT Vision, Strategy and Business Case. The latter identified five technology opportunity work packages. Each described and identified the package’s objective, scope, success criteria, benefits and phasing. Also included was the overall roadmap and business case for proceeding, summary recommendations and a management action plan
For one of the country’s largest municipal water districts, conducted an assessment of the use of technology by the District. The project included the assessment of IT spending, application systems, IT personnel skills, technical infrastructure, user satisfaction with IT and the effectiveness of the IT organization structure, governance and management controls. Cost savings approaching $10 million dollars were identified.
For the developer and distributor of one of the most widely used network operating software packages, developed a technology roadmap for their future use of technology based on 24 technology templates. Mr. Rau designed the template and supervised their completion by the project team. Each template discussed an emerging area of technology and its application for the client, described the technology’s maturity, provided example solutions, alternative solutions, implementation consideration (size, cost, duration), vendors by tier, and the technology’s value proposition to the client.
Designed the IT organization and governance structure for one of the country’s largest annuities companies and served as an advisor to its implementation.
For the world’s largest credit card firm, developed a dashboard of performance measures for tracking the realization of benefits of a $100 million development project. The effort involved identifying key performance metrics, designing performance reports, generating prototypes, selecting software to automate data collection and reporting, and implementing the solution.
For a high tech manufacturer and distributor of integrated circuits, conducted an assessment of existing IT capabilities, modeled business processes and developed the IT plan for closing the gap between the desired future and current state models.
For a major Japanese international freight forwarder, conducted an assessment of existing systems in six countries, surveyed competitors to identify best practices and IT plans, and developed IT imperatives, principles, future scenarios, and a migration plan.
For a major professional association, assisted senior management in defining business and information systems goals, objectives, strategies and performed the migration to a downsized, open, client-server environment.
For the technical services function of a Silicon Valley hardware manufacturer developed the vision, business case, and migration plan to outsource 80 percent of service calls from customers, enabling a 60 percent reduction in staff and resulting in annual savings of over $1 million.

Consulting Practice Management

For KPMG consulting, reestablished the Nolan Norton Consulting practice on the West Coast. In less than a year, built a world-class strategic planning and architecture team of eight, and grew revenues from zero to a two an a half million dollars. Sold and executed engagements at Siemens, Sun Microsystems, Synopsys, Amgen, Fritz Companies and VeriFone.

For the information technology consulting organization of Deloitte & Touche, sold and executed engagements accounting for over $2 million in revenue. Established a strategic system planning and architecture consulting practice, built alliances with CASE tool vendors, and successfully marketed large consulting engagements at Apple, Syntex, Pharmaceuticals, Pacific Gas & Electric, Kaiser Permanente Healthcare, and others.

Mr. Rau was hired by Wang Laboratories to convert the staff of their 55 person Pacific Northwest in-house technical sales support function into a profitable Professional Services organization. In less than a year, he doubled revenue, turned a $500,000 loss into $100,000 profit, and established viable practices in business reengineering, system integration, microcomputer/LAN services, and imaging.

As department manager for Digital Management Advisory Services (DMAS), Mr. Rau established a 40-person group as the premier internal management consultant organization within Digital Equipment Corporation by hiring and promoting people with strong customer service orientation to key positions and by implementing a strong project management discipline.

As the sixth employee of Nolan, Norton & Company, one of American’s fastest growing specialized management consulting firms, Mr. Rau helped contribute to five contiguous years of 100 percent annual growth. He consulted on such major accounts as Union Carbide Corporation, AT&T, the University of Michigan, United Virginia Bank, Kaiser Permanente, Ashland Oil, and the Environmental Protection Agency. Responsible for the development and improvement of six methodologies, including: Data Resource Management, MIS Long-Range Planning, MIS Stage Assessment, Performance Management, Office Automation Planning, and MIS Human Resource Development.

IT Management

For the manufacturer and distributor of Arm & Hammer baking soda and laundry detergent, Church & Dwight Co., Inc., Mr. Rau was hired to design an information system strategy to support anticipated exponential growth in business. Mr. Rau designed and implemented the order entry system that enabled a 600 percent growth in sales, while doubling inventory turnover, improving accounts receivable cash flow by two weeks, and eliminating unauthorized promotional discounts.

Publications & Professional Activities

Mr. Rau is a speaker on information technology subjects for numerous organizations, including SIM, DPMA, CIO FORUM, and AMA. He is a member of numerous professional organizations and has served as the treasurer of SIM for Northern California. With David Norton, co-authored MIS Performance Management - A Guide to Design and Installation. Published articles in a number of industry periodicals including Computerworld: “Measuring I.S. Performance and Accounting for Computers;” Journal of Information Strategy: “Effective Contractor Leveraging;” and Auerbach’s Information Management series: “Developing a Maintenance Strategy.”