Player Roster: BearingPointBy Baselinemag | Posted 2006-02-07 Email Print
Re-Thinking HR: What Every CIO Needs to Know About Tomorrow's Workforce
CEO Harry You, hired in March 2005, moves to bolster the troubled company.
CEO and interim CFO
Roderick C. McGeary
Chairman of the Board
When McGeary was brought in as interim CEO of BearingPoint in November 2004, the company's finances were in shambles. McGeary, who had served as a key player in taking the company public, asked Thomas Wilde to take on the role of CIO in an effort to resolve the problems with OneGlobe.
Executive Vice President and Chief Technology Officer
After BearingPoint's international buying spree, White opted to leverage a "greenfield opportunity," starting from scratch with its non-U.S. information-technology capabilities rather than use those that had been purchased.
Executive Vice President of Technology Solutions
Kahn, a BearingPoint alumnus and a former group vice president at business intelligence solutions provider Business Objects, leads a team that is looking at ways of leveraging the company's vertical offerings and selling them across all industry sectors.
BearingPoint moved to strengthen its corporate finance department with the recent appointment of McHugh. He has almost 20 years of experience in financial management, and is highly experienced in developing and maintaining proper internal control procedures and policies, as well as Sarbanes-Oxley and SEC reporting and compliance.
Former Executive Vice President and Chief Information Officer
A 20-year-plus BearingPoint veteran, Wilde was leading the company's financial operations, which included financial processes and Sarbanes-Oxley compliance, when he was asked to take over as CIO. He resigned in December to pursue other interests.
Successful Technology Recalde, KPMG's former executive director of technology for the Americas, says BearingPoint had no infrastructure in place after it went public. Moreover, in setting up its information-technology operations, he claims, the consultancy failed to do basic I.T. blocking and tackling.
President and GM, SAP Public Services
Blazer got his start at BearingPoint running the company's federal services practice. Under his tenure as chairman and chief executive of KPMG Consulting, the firm launched a successful IPO, changed its name to BearingPoint and registered 18 consecutive quarters of double-digit growth. In 2001, however, it ran into problems after Rand launched an aggressive acquisitions strategy and brought in OneGlobe. Most recently, he took over SAP's public services business.
QUESTION: For year three of Sarbanes-Oxley, do you expect to spend more or less time on documenting your internal controls? Tell us at firstname.lastname@example.org. Story Guide:
Compliance: How BearingPoint Lost Its Way
- What Went Wrong?
- Born Using Someone Else's Infrastructure.
- I.T. Designed for Growth
- Danger: Old Boys and SOX
- Recovering From a Hasty I.T. Rollout.
- Ironically, Accounting Was a Big Problem.
- BearingPoint's End Game.
Player Roster: BearingPoint
BearingPoint's PeopleSoft Roadblock: Training-Resistant Consultants
Timeline: KPMG's Long Evolution into BearingPoint
Base Technologies: BearingPoint
Sage Software: A Friendlier Face Balancing the Books
Planner: Calculating Costs of Sarbanes-Oxley, v. 2.0