Confidential Executive Briefing

2770 Arapahoe Road #132-196

Confidential Resume of

JEFFREY L. BUNDY

JEFFREY L. BUNDY

Lafayette, CO 80026

2770 Arapahoe Rd. #132-196 Lafayette, CO 80026

Tel: 1 (312) 446-9580 email: jeff.bundy@ymail.com
Tel: 1 (832) 413-1861 email: jeff.bundy@ymail.com

WHATS IN THIS FOR YOU?

Awards &
Organizations

For our organization Ill do the following:

Lead our people and technology from traditional to transformational

Reduce expenses and improve our business
Produce hard dollar savings direct to our bottom line
Deliver a comprehensive Master Plan to align business technology with our objectives
Optimize our existing investments in both people and technology
Build a high-performing business technology team
and more!

To get started, we need to meet. You may contact me at: 832-413-1861 / jeff.bundy@ymail.com

PROFILE
Outstanding Business Management

Management Performer

Articulate and Skilled Communicator

Well Organized

Analytical/Troubleshooter

Proven Project Manager

Team Leader

Creative Leadership

EXPERIENCE
CHIEF INFORMATION OFFICER
YMCA OF BOULDER VALLEY

Boulder, Colorado

CHIEF INFORMATION OFFICER

YMCA OF THE GREATER HOUSTON AREA

Houston, Texas

CHIEF INFORMATION OFFICER

YMCA OF THE USA

Chicago, Illinois

CHIEF INFORMATION OFFICER

YMCA OF SAN FRANCISCO

San Francisco, California

VICE-PRESIDENT & DIRECTOR

IT, W F CORROON-WEST/EAST

San Diego / San Francisco, California / Baltimore, Maryland

PERSONAL
Advanced Degree, Westmont College, Santa Barbara, CA
Lived and worked in Europe 5+ years Bi-lingual

Professional/Career site: http://www.jeffbundy.com

JEFFREY L. BUNDY

Page 2

Technology executive and ERP expert in selection, implementation, and optimization of

enterprise operations software will lead your organization and customers to improve business
and reduce costs. Together, we will create and align a world-class business technology team.

PROFILE
Outstanding Business Management: Developed, presented and implemented 5-year multi-million
Technology Master Plan with 30% ROI. Teamed with Board-level task force and secured executive
and key staff sponsorship resulting in significant bottom line savings.
Management Performer: Self-starter with a collaborative leadership style. Secured both local
executive management sponsorship and Board of Director approval for complex, comprehensive,
long-range, multi-million dollar technology master plan with million dollar plus ROI.
Articulate and Skilled Communicator: Prepared and delivered several presentations to several
Boards of Directors at various organizations. KeyNote speaker and expert presenter at many local
events and national conferences. Authored multiple Technology Master Plans and budgets.
Well Organized: Able to gather information, analyze and synthesize data and materials, plan and
set realistic goals. Experienced in establishing effective priorities and formulating criteria. Prepared
and secured approval for multi-million dollar budgets, projects, and contracts.
Proven Project Manager: Successfully orchestrate numerous complex projects: multi-branch,
national, mixed platform to common operating environment. Developed regional key leaders network
to ensure successful transition from multiple disparate systems to corporate-wide, standards-based
platforms.
Analytical/Troubleshooter: Established track record for identifying complex problems;
resourceful and inventive in developing creative solutions resulting in increased profitability and
sales. Enhanced sensitivity to company / client cost, efficiency and deadlines.
Creative Leadership: Created and nurtured both National and local Change Leaders Management
teams. Secured participation and buy-in of both key executive management as well as
regional/department staff.
Team Leader: Builds strong teams through skill alignment and project assignments. Nurtures
individual career growth through strong team performance. Committed to core character values.

PROFESSIONAL EXPERIENCE
CHIEF INFORMATION OFFICER
YMCA OF BOULDER VALLEY

Boulder, Colorado

ERP Expert / Operations Software Implementation - Delivered Professional Services for Social Impact
directly to non-profit clients. Provided leadership and support to NGOs in the strategic use of technology
and business systems, enabling them to more effectively accomplish their mission of social impact.
Produced & directed Inspiring Community Conversations campaign for national publication.

Increased circulation and awareness across the country reaching hundreds of professionals
Recruited nationally recognized experts as presenters
Pioneered on-line electronic format Webinar Wednesday
Leveraged multi-channel communication vehicles

Fluency in Max OS X environment (Snow Leopard)

Furthered software development using M-V-C architecture (Ruby on Rails)
Tracked emerging technologies especially mobile (video streaming, real-time social media)

National Fitness Technology, Quarterly Conference Calls

Chief Technology Officers (National Affiliate Group), Drafted initial Charter

Continuous Professional Development

National Expert Advisor

Professional/Career site: http://www.jeffbundy.com

JEFFREY L. BUNDY

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CHIEF INFORMATION OFFICER

YMCA OF THE GREATER HOUSTON AREA

Houston, Texas

As the 1st CIO for the 3rd largest YMCA in the USA, I brought a 25+ year track record of success to
focus on taking this association to a higher level of performance with respect to core business systems
automation and 21st Century relevance to its members and communities. Focused on aligning the use
of information & telecommunications technologies to improve business and reduce costs.

Partnered with Operations to launch association-wide new Membership & Program system
Re-aligned Financial Development systems and recordkeeping
Implemented automated Time & Attendance for the 5000+ employees (manual process prior)
Successfully automated background checking saving $100,000 in the first year alone
Built a high-performing team via coaching, mentoring, and aligning business with mission
Rescued telecommunications from a failed vendor impacting 21 centers
Introduced new fiscal disciplines within technology & telecommunications - $3+million budget

CHIEF INFORMATION OFFICER

YMCA OF THE USA

th

Chicago, Illinois

st

Provide expert leadership in technology solutions, from 20 to 21 Century, for the YMCA of the
USA, local YMCA current and future users, and policy volunteers throughout the movement.
National advocate to foster awareness and appropriate use of IT and new technologies to improve
business and reduce costs.

Successfully negotiated 6-year $10+million Telecommunications agreement with MCIWorldcom

Successfully co-negotiated 6-year $300 million North American outsourcing agreement
Secured $3M 5-year telecomm Charity Settlement from MCI.
Computerworld/Smithsonian Laureate for visionary use of Information Technology
Keynote speaker at numerous local and national conferences and events.
Consulted internationally for YMCAs in Uruguay, Mexico and Jerusalem

CHIEF INFORMATION OFFICER

YMCA OF SAN FRANCISCO

San Francisco, California

Responsible for the strategic direction of $35M Associations overall information resources including
telecommunications and branch automation. Provided leadership and built strong relationships with
key Executives, Board Members and key staff to ensure alignment of applied technology and overall
business success -- resulting in higher customer retention and lower operating costs.

Introduced & effected successful, comprehensive organizational change via technology.

Developed 5-year multi-million $ Technology Master Plan; secured Board of Director approval.
Initiated, developed, and nurtured significant global & local relationships with Hewlett-Packard,
Pacific Bell Network Integration, Pacific Bell, Vanstar, and others..
Increased communication effectiveness & efficiency via corporate-wide robust electronic
messaging.

EDUCATION
BACHELOR OF ARTS IN ENGLISH LANGUAGE & LITERATURE
POST-GRADUATE ADVANCED DEGREE

PERSONAL

Lived & worked internationally 5+ years Bilingual

NEXT STEPS
To get started, we need to meet. You may contact me at: 832-413-1861 / jeff.bundy@ymail.com
Professional/Career site: http://www.jeffbundy.com

JEFFREY L. BUNDY

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EXECUTIVE CORE QUALIFICATIONS (ECQs): (supplemental material)

The Executive Core Qualifications (ECQs) define the competencies needed to build a corporate
culture that drives for results, serves customers, and builds successful teams and coalitions
within and outside the organization. Youll find these here replete with details for your review.
They include:

Leading Change
Leading People
Results Driven
Business Acumen
Building Coalitions

Professional/Career site: http://www.jeffbundy.com

JEFFREY L. BUNDY

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ECQ 1: Leading Change

Definition: This core qualification involves the ability to bring about strategic change, both within and
outside the organization, to meet organizational goals. Inherent to this ECQ is the ability to establish an
organizational vision and to implement it in a continuously changing environment.
Creativity and Innovation
Develops new insights into situations; questions conventional approaches; encourages new ideas
and innovations; designs and implements new or cutting edge programs/processes.

Vignette: Houston 100% solid state Computer Training Center overhaul using Virtual
Desktop technologies and thin-client (Wyse) embedded Windows XP. This provides 2 key
benefits: 1) no moving parts = high hardware & software availability/low maintenance; 2)
fresh virgin, standardized desktops delivered instantly with each new login. Additionally this
same center serves 2 completely different corporations and their unique needs securely and
transparently.
Vignette: San Francisco transformed a character-based, mid-range dumb terminal enterprise
application and implemented (then risky) early 1996 Citrix implementation and the
organizations first-ever local area network that ran its enterprise-wide membership, registration
and fundraising applications (ERP) on industry-standard PCs with standardized desktops and
productivity applications (i.e. Microsoft Office). Also rolled out an Exec Connect first ever
email system with the Executive population and their first corporate rollout of laptops, with
secure 2-phase remote access.
Vignette: San Diego Disk-based Data Entry (DBDE) In 2011 its hard to imagine this as
unique let alone valuable. But in 1986 it was a trailblazing digital advancement in what had
always since the beginning of time had been a very manual, labor-intensive process. This
particular survey was done for the Hospital Council of Southern California and involved about
200 Hospitals reporting compensation data and practices on an annual basis. When DBDE was
introduced the surveys were filled-out on a standalone PC. The data was captured on a 5
floppy diskette and returned to be aggregated into the annual database all done 100%
electronically. Saved time. Eliminated dual entry from paper to database; consequently,
eliminated dual entry keypunch errors. A huge success! Eventually, this evolved to 3
diskettes and ultimately transformed into a previous years answers pre-populated version.
Each evolution brought greater efficiency and convenience into the process.

External Awareness
Understands and keeps up-to-date on local, national, and international policies and trends that
affect the organization and shape stakeholders' views; is aware of the organization's impact on
the external environment.

Anecdote: Passionately well-read with a thirst for continuous learning. Ive subscribed to dozens
of industry journals over the past 20+ years. Today most of those are now available on-line; so I
follow them there. Additionally, Ive been a longtime student of business management materials
including things like the Wall Street Journal, Business Week, etc. A sample of recent reading
material in my lifelong library of learning includes, but is not limited to the following:
In Search of Excellence, Tom Peters
Barbarians to Bureaucrats, Lawrence Miller
Professional/Career site: http://www.jeffbundy.com

JEFFREY L. BUNDY

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Management: Tasks, Responsibilities and Practices, Peter Drucker

Here Comes Everybody, Clay Shirky
Built to Last, Jim Collins
Good to Great, Jim Collins
The Ultimate Question, Fred Reichheld
The World is Flat, Thomas Friedman
Also, I track governmental regulations and their impact on both the business and the
communities served. A particular example of this was the impact of FASB statements 116 and
117 on non-profit accounting in the mid 1990s with particular note of contributions and their
need to be treated in very new ways.
Flexibility
Is open to change and new information; rapidly adapts to new information, changing conditions,
or unexpected obstacles.

Vignette: Houston Telecommunications provider of both voice and data services to 21 of our
41 locations one evening announced that they were out of business. The next day, all 21
locations found themselves with no service and support. Beginning the evening of the
announcement, my team and I began to put a plan in place to 1) locate immediate service
technicians to keep dial tone and data live; 2) as quickly as possible secure new contractual
arrangements with more reputable business suppliers while minimizing service interruptions to
staff and customers.
Resilience
Deals effectively with pressure; remains optimistic and persistent, even under adversity.
Recovers quickly from setbacks.

Vignette: Chicago A multimillion $ nationwide software development project had been placed
in permanent suspension following 2 separate, professional assessments by Deloitte-Touche as
directed by the Board of Directors and with the CEOs strong encouragement. As the national
service center for 970 corporations with pre-existing, although aging, functional software
services, I immediately assembled multiple teams of software and services support with 2
primary goals: 1) deliver the highest and timeliest level of customer service to the 540+
corporations currently subscribed to the software, and 2) identify, assemble, and remediate all
outstanding known bugs to deliver functionally required patches and upgrades that would
allow these aging systems to continue in service many years into the future.
Vignette: San Francisco My Board-approved Master Plan called for a Training University to
effectively train 100s of staff on a brand new ERP system. We had it all coordinated and
resourced. Then the existing, in-service ERP system housed on an obsolete mid-range computer,
died. 100% died. Parts were neither readily available nor cheap. The Executives met, and we
decided to abandon Training University, accelerate the ERP roll-out with a all hands on deck
approach, 1 location at a time until all locations were on-the-job trained and live on the new
ERP system with two weeks.

Professional/Career site: http://www.jeffbundy.com

JEFFREY L. BUNDY

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Strategic Thinking
Formulates objectives and priorities, and implements plans consistent with the long-term interests
of the organization in a global environment. Capitalizes on opportunities and manages risks.

Vignette: Chicago After 20 years of providing direct software and services to member
associations, the national organization made the decision, with Board of Director support, to exit
the software business. As the national resource center whose member associations depend on
national support, we could not simply exit in the sense of stopping immediately our
software services that over 540 of the corporations subscribed. Consequently, I began a
comprehensive exit strategy that provided clear milestones, project plans, and abundant guidance
to the member associations to provide them opportunities, education, and choices in their future
business software selection. We conducted facilitated regional meetings and provided detailed
software selection and migration kits with practical hands-on tools for them to use.
Vision
Takes a long-term view and builds a shared vision with others; acts as a catalyst for
organizational change. Influences others to translate vision into action.

Vignette: Chicago Following the collapse of a national software development effort, I

immediately began to form a new mission/vision for our team of 35. Each focus area developed a
new chart of work for their area. We completely re-positioned our collective efforts on the
external market. Out of these efforts came a new name and brand for our group, which over
the following 3+ years not only shed the stigma attached to the old failed effort, but became a
positive source of support and a source of pride as a national resource. We turned a complete
180-degree transition and led 100s of corporations into the future with choices that exceeded
their current operational expectations and reality.
ECQ 2: Leading People
Definition: This core qualification involves the ability to lead people toward meeting the organization's
vision, mission, and goals. Inherent to this ECQ is the ability to provide an inclusive workplace that fosters
the development of others, facilitates cooperation and teamwork, and supports constructive resolution of
conflicts.
Conflict Management
Encourages creative tension and differences of opinions. Anticipates and takes steps to prevent
counter-productive confrontations. Manages and resolves conflicts and disagreements in a
constructive manner.

Vignette: Houston A newly recruited manager inherited a less than high performance team
particularly one member. The troubled team member had crafted a very clever, yet entirely legal,
use of FMLA while going through some legitimate physical therapy. I worked with the manager
together with HR to run the full gamut of the extended FMLA 12-week period (over the course
of 6 months!). When the FMLA period ended, the worker still was unable to get on board with
the new team manager and the new direction. The team manager and I were prepared to issue a
severance package and simply begin the team building process. Much to our collective surprise,
the troubled worker, unsolicited, turned in her resignation. The new manager got on with
recruiting and building her high-performance team, and the company saved money by not having
to issue a severance package!
Professional/Career site: http://www.jeffbundy.com

JEFFREY L. BUNDY

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Leveraging Diversity
Fosters an inclusive workplace where diversity and individual differences are valued and
leveraged to achieve the vision and mission of the organization.

Vignette: Chicago Two of my direct reports had personalities at polar opposites. The good
news was each of them had their own, separate chart of work. And the even better news is that
while collectively there was a certain amount of constructive tension, it was precisely that
tension that internally pushed each of them to exceed their normal efforts. As a result, the
customers got a better work product and more refined services. These in turn furthered the vision
and mission of the organization faster than would otherwise have been possible.
Developing Others
Develops the ability of others to perform and contribute to the organization by providing ongoing
feedback and by providing opportunities to learn through formal and informal methods.

Vignette: Chicago I charted a course of independence for one of my key staff, Steve, at the
time. Together, Steve and I pursued a course by which he was given more and more
independence to not only run existing initiatives but eventually develop new initiatives,
successfully launch them, grow them and nurture them into becoming significantly valuable to
the customer base. Over the course of the 3 years, Steve gained experience, confidence and
leadership capacities that he was able to build upon. He went on to become a national leader and
facilitator to a brain trust of talent in this national organization. This brain trust, under his
leadership and direction, collaboratively wrote and were published in a book produced by a
nationally renowned and well-respected Non-Profit organization.
Team Building
Inspires and fosters team commitment, spirit, pride, and trust. Facilitates cooperation and
motivates team members to accomplish group goals.

Vignette: Houston Introducing the i-Team. Leveraging Apples i brand the iPod, and the
then 2007 just introduced hugely popular iPhone, I created a new moniker for our group: the
i-Team! Under my leadership we developed position descriptions the first time ever and
assembled existing talent, plus recruited replacement talent as necessary to introduce a brand
new team charged with delivering Information Technology Service & Support. Ladies and
gentlemen, I give you the i-Team. This simple yet powerful announcement brought with it
new, fresh, and quite frankly uncharted expectations casting aside the old IT department name
(and with it the less than prestigious track record and image in the customers minds). The timing
was critical in 2 areas: 1) actually having the right people in the right positions; 2) riding the
coattails of the iPhones brand.

ECQ 3: Results Driven

Definition: This core qualification involves the ability to meet organizational goals and customer
expectations. Inherent to this ECQ is the ability to make decisions that produce high-quality results by
applying technical knowledge, analyzing problems, and calculating risks.

Professional/Career site: http://www.jeffbundy.com

JEFFREY L. BUNDY

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Accountability
Holds self and others accountable for measurable high-quality, timely, and cost-effective results.
Determines objectives, sets priorities, and delegates work. Accepts responsibility for mistakes.
Complies with established control systems and rules.

Vignette: Houston Rolling out the first pilot group on a new ERP system. We had a rollout
plan with dates, resources, timelines all laid out. The entire team was performing beyond the call
of duty (e.g. working late into the evenings during the last consecutive days up to the scheduled
rollout; working weekends; jumping in and doing last-minute data entry themselves. Everyone
was giving 2nd mile service. However, as the last deadline of midnight was approaching, the
entire team realized that we were not going to be able to go live as scheduled. Everyone was
hugely disappointed, myself included. The next day everyone rested, and the second day we regrouped, performed a high-level roundtable discussion about re-setting and making sure we get it
right the next time. What resulted was a revised game plan that factored in a longer prepreparation time based on semi-monthly bank draft dates. Re-scheduled, the system went live on
the second planned go live launch.
Customer Service
Anticipates and meets the needs of both internal and external customers. Delivers high-quality
products and services; is committed to continuous improvement.

Vignette (internal): Houston hired a director of customer experience who had no technical
expertise whatsoever to head up our Information Technology services and support help desk. He
brought the right attitude; he was a quick study and learned as much of the technical as
necessary. He listened. He communicated well with each customer one customer at a time. He
delivered on what he promised. Together we set out to create the best customer experience
possible in an otherwise low customer satisfaction area: technical support. Together we
succeeded. Each quarter we conducted an identical, simple 5-question customer survey, targeting
only those customers who had used technical support services during that quarter. We went
from: prefer the old way in the first survey, to: we love Rob, we love Mario etc. The
results continually improved on every survey. Every single survey. All under my leadership.
Vignette (external): Houston With a portfolio of over 40 suppliers and service providers
many of them delivering on-site service directly to our internal customers, our own reputation
was only as good as the face on-site. Under my leadership, we transformed this army of
expertise into our on-site customer excellence team. We focused on communication with the
customer. That first started with listening really listening to the customer. Followed by
over-deliver and under-promise. The result? Customers began to recognize this army as their
friends/partners extraordinary in the delivery of caring, effective solutions.
Decisiveness
Makes well-informed, effective, and timely decisions, even when data are limited or solutions
produce unpleasant consequences; perceives the impact and implications of decisions.

Vignette: Houston After an extended 6+ month pilot, the ERP system was back on track and
scheduled to launch the first of consecutive installations the beginning of February. The three
locations for this launch had all done their preparation; training was well underway; data had
Professional/Career site: http://www.jeffbundy.com

JEFFREY L. BUNDY

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been scrubbed for migration albeit at a cost of 3 additional days. And here was the clincher: the
primary ERP trainer had been hospitalized that week with a major infection stemming from her
recent months of recovery following major cancer surgery. There was literally only one trainer
on-site and another remote worker to help with daily service requests. The ideal amount of time,
even with a full team a full team being defined as three people for this operation was between
10-12 days. With the extra data migration delays, we were down to 6 days and only 1 trainer.
No backup resources were available. I made the painful decision to suspend the rollout, called an
emergency conference call with all executives directly affected, announced the decision,
explained what led up to it, and ultimately received buy-in from all parties involved.
Entrepreneurship
Positions the organization for future success by identifying new opportunities; builds the
organization by developing or improving products or services. Takes calculated risks to
accomplish organizational objectives.

Vignette: Houston 100% solid state Virtual Desktop Computer Training Center overhaul using
VMWares Virtual Desktop running on an IBM Blade Server and thin-client (Wyse) embedded
Windows XP. This provides 2 key benefits: 1) no moving parts = high hardware & software
availability/low maintenance; 2) fresh virgin, standardized desktops delivered instantly with
each new login. Since 2008 this same center serves 2 completely different corporations
Houston Campus, Springfield College; YMCA of Greater Houston and their unique needs
securely and transparently.
Problem Solving
Identifies and analyzes problems; weighs relevance and accuracy of information; generates and
evaluates alternative solutions; makes recommendations.

Vignette: Since 1980 this is what I do: solve problems. This is what I am: professional problem
solver. The focus is on business problems, but this capacity carries into all facets of my life. In
business, the range includes people problems these can be the most challenging; technology
problems these, while sometimes perplexing, once understood/researched tend to be the
easiest; and finally process problems which are some of the most complex since they invariably
involve 1) people; 2) process and 3) technology.
Furthermore, when problems have been identified, its always incumbent upon the identifier
whether thats me or other staff to bring light to the problem with thoughts, ideas, and
alternatives about resolutions. And I always coach others to think of problems as a pair i.e.
problem/solution. Always.
Additionally, I have been rated a Rational Mastermind by the Keirsey test (KTS-II). Heres
an excerpt definition of a Rational Mastermind:
All Rationals are good at planning operations, but Masterminds are head and shoulders above all the rest
in contingency planning. Complex operations involve many steps or stages, one following another in a
necessary progression, and Masterminds are naturally able to grasp how each one leads to the next, and to
prepare alternatives for difficulties that are likely to arise any step of the way. Trying to anticipate every
contingency, Masterminds never set off on their current project without a Plan A firmly in mind, but they
are always prepared to switch to Plan B or C or D if need be. (from www.keirsey.com)
Technical Credibility
Professional/Career site: http://www.jeffbundy.com

JEFFREY L. BUNDY

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Understands and appropriately applies principles, procedures, requirements, regulations, and

policies related to specialized expertise.

Vignette: Chicago In collaboration with General Counsels office and the office of the CFO,
my team produced a nationally distributed resource with respect to PCI compliance (Payment
Card Industry) a then new and emerging set of financial regulations governing security of credit
card transactions. While the actual use is embedded in the ERP software, the expertise required
to compose this official Advisory included highly specialized and licensed expertise that
comes with both the General Counsels office and the office of the CFO. The resulting document
continues to serve, years later, as a milestone for what collaboration can deliver especially in a
regulatory environment.
ECQ 4: Business Acumen
Definition: This core qualification involves the ability to manage human, financial, and information
resources strategically.
Financial Management
Understands the organization's financial processes. Prepares, justifies, and administers the
program budget. Oversees procurement and contracting to achieve desired results. Monitors
expenditures and uses cost-benefit thinking to set priorities.

Vignette: Chicago Supervisor Performance Review Comment re: Fiscal Management No

stone remains unturned Jeff continually looks for opportunities for fiscal improvement, and
does so with a long term, as well as a short term, perspective. (this category had a High
priority and received an Outstanding the highest performance rating possible)
Vignette: Baltimore -- Technologically, Jeff has become an expert in transition, strategic
design, and implementation of modern, appropriate technologies throughout a department, a
single site, a small group of sites, or an entire organization. He leads the transition out of the old
into the new, in some of the worst financial conditions imaginable and still manages to get the
organization where they need to be.-William M. Stanton, President and CEO, WFCorroon -East
Human Capital Management
Builds and manages workforce based on organizational goals, budget considerations, and
staffing needs. Ensures that employees are appropriately recruited, selected, appraised, and
rewarded; takes action to address performance problems. Manages a multi-sector workforce and
a variety of work situations.

Vignette: Houston former direct report -- Rob Cass, Director, Technical Support - Customer Experience, YMCA of
Greater Houston (colleague)

Professional, personable, and supportive, Jeff Bundy is the example of leadership that all managers of people and
processes should strive to be, or should become. With a well-managed strategic business and technical support plan,
Jeff restructured and introduced a new level of technical support services to the YMCA of Greater Houston that highly
exceeded the expectation of many, and was appreciated by the most skeptical of IT challengers. Jeff is extremely
knowledgeable of business technology and he recognizes the needs of the organization. He solidly embraces all
opportunities to implement the best solutions for his organization, his customers, and his staff - always delivering
dependable and quality results in the most efficient and cost-effective methods. Always caring and considerate, Jeff
works with his team to develop and build strong customer service relationships while in-turn giving full appreciation
and respect to his staff for their abilities and strengths. Jeff increases the strengths of his team by providing
opportunities for each of his employees to further develop their skills and knowledge. Through direct and indirect
communication platforms, Jeff stays informed with the progress of all of his staff, and frequently will re-enforce their

Professional/Career site: http://www.jeffbundy.com

JEFFREY L. BUNDY

Page 12

successes with a positive message of appreciation of a job well done! Without micro-managing his team, Jeff works
with his staff to develop the best solutions and effective processes. Jeff leads his staff to be empowered while also
giving them 100% of his support. To work with Jeff was an amazing opportunity for me and I learned so much from
him, not only about technical applications and business acumen, but also, how best to manage the expectations and
attributes of people. Jeff has a warm, friendly, and engaging personality. He respects everyone and treats everyone
with the highest regard of consideration. Jeff sets the highest standards for himself and he brings out the best in
everyone to meet challenges and new opportunities with the same enthusiasm, commitment, and support that he
brings to his organization. I thoroughly enjoyed working with (and for) Jeff. Any organization would benefit by his
exceptional leadership, his knowledge, his experience, and his utmost dedication. April 14, 2009

Technology Management
Keeps up-to-date on technological developments. Makes effective use of technology to achieve
results. Ensures access to and security of technology systems.

Vignette: Houston Investigated, fought for, and implemented an automated sex-offender

registry and background-checking integrated solution. This was not only successful, but allowed
1000s of previously unchecked volunteers to be checked while simultaneously saving the
organization tens of thousands of dollars within the first 6 months of its implementation.
Vignette: Houston Automated time & attendance eliminating 5,000 bi-weekly manual
timesheets. This was done via bio-metric time clocks and remote a dial-in channel for about
800 staff that daily worked at off-site locations. Not only did this save an enormous of staff time
spent doing manual timesheet calculations, but now managers were able to have real-time access
to their off-site staffing. And these off-site staffing requirements had very specific, statemandated requirements of staff to child ratios. Instant transparency!
Vignette: San Francisco Implemented a 2-phase remote access security system on a corporatewide basis. Also, implemented in 1996, a then risky (i.e. nearly bleeding edge), but highly
successful thin-client platform using then state-of-the-art technology.

ECQ 5: Building Coalitions

Definition: This core qualification involves the ability to build coalitions internally and with other Federal
agencies, State and local governments, nonprofit and private sector organizations, foreign governments,
or international organizations to achieve common goals.
Partnering
Develops networks and builds alliances; collaborates across boundaries to build strategic
relationships and achieve common goals.

Vignette: Houston - Partner comments:

Jim Cason, Technology Director, Kommar Solutions (business partner) was a consultant or contractor to you
It was a pleasure to work with Jeff as one of our Managed Services customers at the YMCA of Greater Houston. Jeff has great vision for
how technology can assist the business with their objectives. He is a great communicator, and very effective in being people focused and not
just technology focused. May 4, 2009

Mark Reesor Owner, Kelsor Technologies (business partner) was a consultant or contractor to you
Jeff is one of the most likeable people I've ever met and I have a great deal of respect for him. As a service company providing IT consulting
services to him and his team, Jeff always treated me as a colleague rather than a vendor. He is always in touch with the latest technology
and is willing to use new technologies to help his team and clients get their jobs done. It was a pleasure having Jeff and his organization as a
customer and I look forward to working with him again in the future. April 13, 2009

Vignette: Houston Performance Review:

Professional/Career site: http://www.jeffbundy.com

JEFFREY L. BUNDY

Page 13

People and Tools (include one Personal Development goal)

Connected ALL centers and enabled all center staff with high-speed, business-class data telecommunications
capabilities. Eliminated haves vs. have-nots vis--vis access to information.
People We Serve
Completely re-staffed with a focus on customer service (i.e. staff) for all association staff with respect to service
and support for information and technology business systems not just limited to traditional computing but also
including operationally integrated technology such as FitLinxx and the $2+M investment in that technology to
increase overall member satisfaction and hence member retention.

Vignette: Chicago Performance Review, Supervisor comments:

Works extremely well with 3rd party business partners (EDS and Worldcom), including
activities that move them from standard offerings to ones that are more YMCA appropriate.

Political Savvy
Identifies the internal and external politics that impact the work of the organization. Perceives
organizational and political reality and acts accordingly.

Vignette: Chicago Y-Vision Advisory Council / Software Licensing and support. Over 300
corporations were using our GL/Budgeting software when we announced we were getting out of
the software business. And because we are a national resource for all those corporations we
simply couldnt abandon the software. So instead we solicited volunteers and formed an
Advisory Council of current software subscribers to help decide the future direction of support
migration and future development of this software. We facilitated a day-long decision-making
meeting that consisted of the Advisory Council listen to presentations from interested and
qualified software providers make their pitch for why they should be considered as the
candidate of choice for the future development of this software package. And the end of 3
qualified presentations, everyone voted. We took their votes under advisement since it was
only our decision to make (we had made this clear as part of the Advisory Council expectations)
and ultimately awarded the software to the provider who the Advisory Council scored highest.
It was a democratic decision not unanimous meaning that not everyone was pleased with the
outcome, but everyone accepted the process and the outcome.
Influencing/Negotiating
Persuades others; builds consensus through give and take; gains cooperation from others to
obtain information and accomplish goals.

Vignette: Houston Customer Experience Makeover, Technical Support. I inherited an IT

support nightmare and an audience of customers who despised the treatment they received from
the previous support services team. When I jumped in with the hiring of a contract employee a
specialist in technical support & service there were 200+ tickets that hadnt even been
acknowledged. Some of those tickets were over 6 months old! Typically, support was given out
on a preferred basis i.e. if I like you, then Ill think about helping you out. And conversely, if
I dont like you, Im just going to ignore your service request. With the help of the specialist, we
cleaned up the service request tickets and got them all current. We reinforced a positive customer
experience that was focused on listening to the customer and communicating early & often with
the customer. We centralized all service requests to the already purchased software system and
dedicated voice mailbox. Upon hiring a full-time customer experience resource, we clawed our
Professional/Career site: http://www.jeffbundy.com

JEFFREY L. BUNDY

Page 14

way back into the respect category of the over 5,000 employees, instituted several offerings
which included an In by noon, out by five special report requests. (Prior these would take
weeks or months, if done at all!) We also engaged multiple, competing service providers to
conduct Technology Health Clinics during all-executive monthly meetings. The executives,
while in their all-day meeting could drop off their laptop/phone, etc. and have it diagnosed,
repaired and ready for them to pick up at the end of their meeting. We turned most of our
customers from hating IT into raving fans! Lots of influencing, negotiating, but most of all
lots of listening, communicating and delivering what we say were going to deliver. Simple
concept. Hard to execute, but huge return when done right!

Professional/Career site: http://www.jeffbundy.com