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Mr. Padr�n is a well-recognized and awarded leader in the business technology field. He has served on the BTM Corporation's executive team and board of directors in various capacities from its inception. As the Chief Operating Officer, Mr. Padr�n focuses on executing the company's growth plan, with emphasis on the expansion of Global 2000 and public sector customers, industry alliances, and strategic partnerships by leveraging the extensive research, products, and IP of BTM Corporation. These business-centric solutions accelerate business technology convergence to improve the strategic position and financial performance throughout many of the world's leading organizations.
Mr. Padr�n's career spans 30-years in business technology management, enterprise process re-engineering and transformation, shared services, outsourcing, and customer experience engineering. He has held the positions of CEO and CIO in a number of F500 corporations and within the government, including Exelon, CompUSA, PepsiCo, Burger King, and NASA.
At NASA's Kennedy Space Center, he spent ten years leading more than 1,000 engineering and technology personnel with responsibility for a $200 million annual budget. During this time, he was a key player in the reorganization and transformation of the Space Center into an outsourced process-based operation. Later, at PepsiCo, as the first CIO for the newly created restaurants division, he led an IT infrastructure consolidation resulting in a centralized data center for all of PepsiCo U.S. including the Frito Lay division.
As CEO of Exelon's Business Services Company (BSC), Inc., he launched a new shared services subsidiary with $1B P&L responsibility and over 2000 employees and contractors. Services included IT, Real Estate, Supply, Finance (accounts payable, payroll, reporting), HR (employee/retiree benefits and training), Legal, and Physical Security.
While CIO at CompUSA, Honorio was the lead executive in the acquisition of Computer City from Tandy Computers, a 120-store chain. He designed and implemented the acquisition integration strategy, which was accomplished in 42 days from the closing date. He was one of the four members of the senior executive team that negotiated the exit strategy of CompUSA with billionaire Carlos Slim. This exit resulted in selling the company for approximately $800M.
CIO Magazine selected Mr. Padr�n as one of the "Top 100 CIOs," and Retail Tech as one of the "Top Ten CIO's." He is a recipient of the "Contract Design Award" from the Outsourcing Institute and the "Smithsonian" Award for CRM Innovation from Computerworld. He received the "Top Technology Implementation Award" from Microsoft and the "Top Innovator Award" from Rosettanet. In the year 2000, SAP awarded him with "The Best Managed" SAP project in the Americas.
Highlighted Achievements
Exelon: Recruited by Exelon to establish a new subsidiary following the merger of Unicom and PECO. Mr. Padr�n's first challenge was to create a central shared service provider charged with delivering competitive services and cost efficiencies for Exelon businesses. Services included in the Business Services Company are IT, Real Estate, Supply, Finance (accounts payable, payroll, reporting), HR (employee and retiree benefits, training etc.), Physical Security, and Audio Visual. Under the leadership of Mr. Padr�n, the Business Services Company is a major contributor to Exelon's success. By exceeding nearly every one of the aggressive performance targets, including delivering an impressive $400 million cost savings to Exelon at the conclusion of 18 months of operation, the Business Services Company was recognized as "Best Practices" by several utility and shared services organizations, and is currently poised for continued accomplishment.
CompUSA: Mr. Padr�n led the development and implementation of an information systems strategy and related process integration efforts. As part of his efforts, he downsized the information systems staff from 700 to 500 employees, of which only about 200 are CompUSA full-time employees; the remaining 300 full-time equivalent staff members are supplied by IBM Global Services on a contract basis. Included in the new IS strategy was a $120 million SAP project, a $35 million point of sale system, and a $15 million client relationship management and call center program. In addition, he had complete responsibility for a $75 million revenue business-to-consumer (B2C) enterprise with a $39 million, 2-year implementation budget. With the inclusion of EDI, the e-commerce business of CompUSA was a $500 million revenue generator.
Flagstar: His former boss, the CEO at Burger King, was recruited by KKR to become the new CEO of Flagstar, and recruited Mr. Padr�n to strategically reengineer the total enterprise processes, and transform the organization from a holding company with a series of loosely tied restaurant concepts, into a fully-consolidated, operational entity. He successfully completed this re-engineering effort with a transformation methodology, which included the complete replacement of all technology systems. The effort was expanded across the entire enterprise and restaurant processes for Flagstar's field operations, support center and management structure. As a result, the newly transformed Flagstar operated with increased efficiency, including a $23M reduction in costs per year in a$180 million annual operating budget.
Burger King: Mr. Padr�n held a variety of positions with ultimate accountability for leading the largest worldwide reengineering initiative in the company's history. This initiative included all administrative, field support, and restaurant processes. The field support processes and ensuing organization that were implemented was partially credited for the successful business turnaround that Burger King subsequently experienced in the 1996-1997 era. This transformation effort resulted in a simplification of work processes and cost reduction of $40 million out of a total operating budget of $186 million. In addition, the second phase of the reengineering effort yielded a new restaurant design for the Burger King Restaurant of the Future, an integrated value chain concept with state-of-the-art facilities, operational processes and new food technologies.
To date, the new design has provided the platform for many transformational concepts at Burger King and, in general, across the entire fast food restaurant industry. His efforts yielded more than $500 million in total savings on a worldwide basis for Burger King's operators.
NASA: In his last assignment at NASA, Mr. Padr�n was the Program Manager for the Shuttle Cargo Integration Test Equipment Process. These responsibilities included full operational accountability, as well as functioning as the Kennedy Space Center representative during the launch process. At one point in his NASA career, Mr. Padr�n led more than 1,000 engineering and technology personnel and had responsibility for a $200 million budget. |
