Peter Rowe 1014 Yale Road, Madison, WI 53705 (847) 682-2358; prowe2015@att.net

Initiative-Based Communications Strategy & Execution |

Reputation Management | Organizational Change

Senior corporate communications and business leader with extensive global experience in change

management and organizational transformation.

Track record of leveraging initiative-based communications strategy and execution to solve C-suite

problems and drive outcomes.

Energized and most effective in environments in transition, where clearly defined and precisely executed

communications strategy is pivotal to company reputation and brand.

Proven ability to: (1) swiftly synthesize large amounts of data; (2) identify relevant trends and industry

opportunities; and, (3) deliver effective user-friendly content across global channels.

Equally comfortable with board decks and twitter feeds.

Deep domain/business expertise in health care, IT services, software and insurance. MBA in Finance.

PROFESSIONAL EXPERIENCE

(D iv i s iona l & Bus iness Commun ica t ions )

TYCO, Princeton, NJ

IT and Enterprise Transformation Communications Lead

2013 – 2016

Recently concluded a 3-year management consulting/communications contract with the CIO at Tyco, the world’s largest

($10B) pure-play fire and security company. Results:

Defined and packaged the company’s global IT strategy from concept through delivery to the Board of Directors,

Executive Leadership, IT Leadership, Business Unit and Functional leadership.

Aggressive and effective management of IT reputation and perceived value over a three year period. (Effort

seen as a contributing factor in CIO’s appointment to lead the combined global IT organization resulting from a

proposed $30B merger with Johnson Controls.)

Organizational change and strategy communications support and counsel during a large-scale multi-year

transitional effort. Program successfully transformed a loosely connected international network of fragmented IT

teams into a streamlined contemporary model of IT delivery based on clearly delineated supply and demand.

Communications and Senior IT Leadership Team operational support during the separation of Tyco from ADT.

Worked effectively with European Worker’s councils and regional leadership to facilitate large-scale change

without chaos.

Strategic, operational and communications support to CIO when he was appointed in July 2015 to lead enterprise

transformation at Tyco, while continuing to serve as lead communications counsel to the Senior IT Leadership

team.

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ALLSTATE CORPORATION, Northbrook, Illinois 2012 – 2013

Chief of Staff and Communications Director, Allstate Technology and Operations

(Allstate is the largest publicly held personal lines insurer in the United States.)

Led the team creating communications and helping frame the role of technology in the enterprise-wide effort to reinvent an

American icon. Results:

Construction, packaging and delivery of program strategy and communications framework for Allstate’s technology-driven business strategy (initially with Allstate’s board of directors, and then cascaded throughout the company and externally).

Overhauled legacy communications and administrative teams, instituting best-in-class operating models and establishing for team members a direct connection between their daily work and divisional/enterprise strategy.

Influenced user, employee, leadership and board acceptance and support of multiple large-scale Global IT initiatives.

Educated and elevated expectations of what Global IT could and should be doing as a business game changer.

MICROSOFT, Redmond, Washington

Global Communications Director, Microsoft Services

2008 –2010

(At the time, Microsoft Services was the company’s $3 billion consulting, technical support and customer service arm.

The division consisted of 17,000 professionals in 80 countries dedicated to helping businesses and individual consumers

maximize the value of their investment in Microsoft software.)

Built from scratch the executive and internal communications function for Microsoft Services. Results:

Instilled reputational clarity; driving message consistency globally in an environment where historically each of 13 global areas operated (and communicated) autonomously.

Served as communications counsel to the leadership team, providing input and feedback on various projects and deliverables across the business.

Armed local leaders with communications tools necessarily to carry a consistent and effective message across geographies.

Delivered 60 percent improvement in relevance scores for internal/executive communications content and 128 percent increase in readership of divisional intranet site.

ELECTRONIC DATA SYSTEMS (HEWLETT PACKARD), Plano, Texas 2000 – 2003

Global Director, Media and Industry Analyst Relations, Enterprise Communications (Global

experience).

(Electronic Data Systems (EDS) pioneered the computer outsourcing business, and at the time was the largest

independent systems management and services firm in the US. Acquired by Hewlett-Packard in 2008.)

Part of a communications turnaround team brought in specifically to re-define EDS’s market position. Responsible for development and execution of media and industry analyst relations programs supporting revenue generation at Operations Solutions, (at the time) the largest ($16 billion of total 2001 EDS corporate revenues of $21 billion--75%) line of business at EDS. Results:

Established the performance benchmark for a divisional communications team within EDS. Team performance recognized with promotion and significantly expanded scope of responsibility.

Developed and launched a series of initiatives establishing divisional service lines as best-in-class among media

and industry analysts, reversing unfounded negative perceptions and supporting 40% international pipeline growth

over 12 months.

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PROFESSIONAL EXPERIENCE

(F inanc ia l & S t ra teg ic Commun ica t ions )

ROWE CORPORATE COMMUNICATIONS, Kirkland, Washington

Managing Partner

2010 – 2012

Practice launched in support of strategic business and communications/brand planning for three technology start-ups at

The Center for Innovation and Entrepreneurship at the University of Washington. Technologies included breakthrough

advances in Polymer Photonic Switches aimed at exponential increases in bandwidth capability in next generation

computing; and, crowd-sourcing applications for real-time traffic monitoring.

PREMERA BLUE CROSS, Seattle, Washington

Vice President, Corporate Communications

2004 – 2008

(Premera is an independent Blue Cross Blue Shield affiliate with operations in Washington, Alaska, Oregon and Arizona.)

Built a corporate and financial communications function capable of taking the company public. Major focus on up-leveling

staff , helping drive culture change and re-defining external perception of the company while maintaining commitment to

company mission, vision and values. Premera was in the midst of a transition from sleepy “Blue” regional non-profit to

legitimate and entrepreneurial alternative to large national commercial health plans. Communications played a pivotal

role in this effort.

AT&T WIRELESS, Redmond, Washington

Director, Financial Communications

2003 – 2004

($16 billion AT&T Wireless was the nation’s second-largest voice and data company when it was acquired by Cingular

Wireless in February, 2004.)

Responsible for developing and executing financial communications programs designed to maximize the impact on

corporate reputation of AT&T Wireless’ financial activity. Primary tactical focus on quarterly earnings, crisis

communications, major M&A initiatives and other Treasury activities, including (among others) SEC filings and rating

agency actions. Served as a lead spokesperson for the company, responsible for developing and delivering simple, clear

messaging designed to influence critical audiences of investors, analysts, and media. Results:

Assigned to elite cross-functional team charged with supporting AT&T Wireless’ evaluation of strategic alternatives, including change of control.

DELPHI AUTOMOTIVE SYSTEMS, Troy, Michigan 1998 – 2000

Corporate Media Relations Manager

Responsible for design, support and deployment of corporate media relations team, strategies and processes for Delphi’s

$29 billion spin-off from General Motors.

GENERAL MOTORS, Detroit, Michigan

Corporate Communications, Special Projects Manager

1996 – 1998

Reported to SVP Global Communications as part of a hand-picked turnaround communications team.

ADDITIONAL EXPERIENCE

Career experience includes communications management, media relations, agency work and journalism for: The National

Endowment for Financial Education and JohnstonWells Group (Denver, CO); Porter/Novelli, United Press International,

City News Bureau (Chicago, Illinois).

EDUCATION

MBA (finance) University of Colorado at Denver; BA, Macalester College, St. Paul, MN. History Major; Minors, English and

Journalism.

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TACTICAL INTERNATIONAL COMMUNICATIONS MANAGEMENT EXPERTISE

- Issues Management - Marketing Communications - Media/Analyst Relations

- Crisis Communications - B2B Communications - Government Relations

- Internal Communications & Employee Brand

- Mergers, Acquisitions and Divestitures

- Health Care (Managed Care & BioScience)

- Executive Speech Writing, Deck Creation and Logistics

- Leadership Team Meeting Support and Follow-Up

- Social Media/User Experience

(See Selected Results Next Page)

S ELE CTE D RES ULT S

Tyco International

Built and deployed a comprehensive communications strategy (from board decks to Yammer feeds) that over three years positioned the Global IT transformation effort as the case study for the rest of the organization.

Communications strategy delivered significant and measurable results in the following categories: ­ Influenced user, employee, leadership and board acceptance and support of multiple

large-scale Global IT initiatives. ­ Drove alignment of Global IT and Enterprise Transformation resources behind

departmental strategies. ­ Educated and elevated expectations of what Global IT and Enterprise Transformation

could and should be doing as a business game changer. ­ Worked effectively with European Worker’s councils and regional leadership to facilitate

large-scale change without chaos.

Allstate

Built, packaged and delivered program strategy and communications framework for Allstate’s technology-driven business strategy (initially with Allstate’s board of directors, and then cascaded throughout the company and externally).

Overhauled legacy communications and administrative teams, instituting best-in-class operating models and establishing for team members a direct connection between their daily work and divisional/enterprise strategy.

Microsoft Services

Developed from scratch the executive and internal communications function for Microsoft’s $3 billion IT architecture and planning, technology consulting and enterprise support division.

Instilled reputational clarity and consistency across 13 global regions; driving message consistency, arming local leaders with relevant communications tools necessarily to carry a consistent and effective message across geographies.

Delivered 60 percent improvement in relevance scores for internal/executive communications content and 128 percent increase in readership of divisional intranet site.

Premera Blue Cross:

Redefined the role of corporate communications in the organization, setting the stage for an Initial Public Offering.

Rapidly established a functional reputation for strategic communications counsel and flawless execution in programs designed to support transformation during a period of intense public and legislative scrutiny.

Built a team confident in its abilities and fired-up to come to work. Built corporate social responsibility, financial communications, benefits/wellness programs

from the ground up, hiring top-tier staff and deploying programs designed for maximum results and immediate return on investment.

Selected Results, Continued…

AT&T Wireless:

Consistently and effectively identified issues likely to impact AT&T Wireless’ corporate reputation, providing leadership and counsel to the executive team on how to manage/leverage a series of crises leading up to the decision to market the company for sale.

Issues managed included the divestiture of large segments of the business in EMEA and Asia-Pacific.

Early in tenure tasked with expanded scope of responsibility in support of a global customer service function, a core element of corporate reputation left in disarray by severe problems with a CRM software upgrade.

Eventually assigned to elite cross-functional team charged with supporting AT&T Wireless’ evaluation of strategic alternatives, including change of control. Representing corporate financial PR, provided counsel and planning to senior leadership and the Board of Directors on positioning issues and communications strategy through the evaluation process, auction and eventual sale of the company.

EDS/Hewlett Packard

Developed and launched a series of initiatives establishing divisional service lines as best-in-class among media and industry analysts, reversing unfounded negative perceptions and supporting 40% international pipeline growth over 12 months.

Program resulted in dramatically increased international awareness and understanding of divisional service lines among key analysts/trade media and a 180% increase in consistent and positive coverage of EDS' capabilities in its core IT outsourcing/integration business. Impact was particularly noticeable with media outlets and industry analysts where previously EDS’ offerings were either ignored or discounted.

Overhauled staff, establishing the performance benchmark for a divisional communications team within EDS.

High potential ranking – assigned to high potential executive career development program within EDS’ Leadership, Succession Planning and Change Management organization.

Delphi Automotive Systems

Designed and deployed all corporate media relations team strategies and processes for

Delphi ($29 billion 1999 revenue) spin-off from General Motors. Focus on initial corporate

reputation development, financial and labor communications. Administrative responsibility for:

spin-off communications; quarterly earnings; acquisitions/divestitures; coordination of

divisional and regional (international and domestic) communications staffs; and, establishing

common processes designed to drive consistency in external corporate-wide messaging.

High potential ranking – assigned to high potential executive career development program within EDS’ Leadership, Succession Planning and Change Management organization.

General Motors

#3 of 18 external hires made in a complete overhaul of GM’s corporate communications staff. Assigned comprehensive (external, internal, financial and governmental) communications responsibility for series of major projects, each with significant impact on GM corporate reputation during an important period in corporate history.

Implemented a media and government relations strategy that successfully framed the transition of 5,000 GM employees and all brand headquarters staff from the suburbs to downtown Detroit as symbolic of organizational and civic revitalization.

Ran comprehensive communications program supporting the launch of a new shared service organization within General Motors, consolidating world-wide real estate, corporate travel, accounts payable, accounts receivable, payroll, employee benefits and event planning.

High Potential Ranking: After six months at GM, identified by senior leadership as a 98th percentile performer. Status led to special 90-day assignment to GM financial communications staff, New York.

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