John Poracky joined M. Wood Company in 1988, entering the search profession after acquiring extensive financial services and information technology experience.  His career spans more than 25 years in strategic development, operations management, consulting, marketing and search.

Poracky began his professional career as a regional bank manager, eventually serving as one of the founders of a community financial services organization, where he was Vice President responsible for asset-based loans and information services.  He later joined Bank of America as a senior consultant, assisting Midwestern financial institutions with management assessments, operational reviews, and IT service needs.  As a senior management consultant with Deloitte & Touché, Poracky advised Fortune 1000 companies on strategic planning, operations review, information systems planning, management assessment, and software solutions.

In his 18 years as a Search Consultant and Partner with M. Wood Company, Poracky has played an integral role in the organizational transformation of many companies.  His thought leadership provides unique solutions to a wide range of management search issues.  Experience makes Poracky a valued resource in M. Wood's broad spectrum of searches, from top-level executives to middle management.  Examples of his sucesses include the following:

• Transformation was the primary focus for a non profit, academic research hospital system located in one of the largest cities in the U.S.  A newly hired CIO established a project plan to align technology with the direction of the system. The Board approved the project which addressed the system's previous best of breed philosophy and plans to transform IS into a state of the art, customer friendly and responsive business partner.  To successfully complete the transformation, Poracky 1) assessed the capabilities of the system's technology while addressing typical issues facing organizations breaking out from a "back office operation" technology mentality to the digital hospital of the future and 2) Poracky identified, assessed and closed talent needed to ensure the future of the new organization.  The entire direct report team to teh CIO, recruited by Poracky, included: Director, Business Systems & Customer Support; Director, Clinical Systems; Director, IS Technology; Director, IS Strategy & Quality; Director, Financial Systems and; Senior Project Manager.
  

• Poracky partnered with the COO of a $1B national financial services organization to identify and resolve both short and long term IT business issues associated with the company's recent divestiture from teh parent organization.  As a result, the company now focuses on growing the international aspect of its business.  In enabling this change, Poracky not only redefined the CIO position, but also developed an action plan to relocate the organization function and outsource selective work activities.

• In efforts to extend a hospital system's acute care territory, Poracky partnered with the system's CEO to develop a shared services model to entice rural hospitals and medical clinics to be a part of their system (without being acquired).  This model looked to provide these smaller entities with "system" benefits, including financial services.  Poracky developed the organizational structure of the system's new shared financial function and helped to reorganize the flagship hospital's existing financial group to best support these new services and entities.  As a result of this organizational re-design, Poracky authored new job descriptions and recruited the majority of senior leaders for both the system and the flagship hospital including: Chief Financial Officer, Controlle, AVP Financial Services, VP Managed Care, AVP Revenue Cycle Operations and Patient Financial Accounting Director.

• To support the increasing demand for human capital, Poracky advised that partners, of a rapidly growing $4 billion asset management company, on the importance of human resources management within the organization.  In addition, he oversaw the establishment of standards, processes and procedures during the company's start-up phase, thereby ensuring its continued growth and competitiveness and maintaining the attraction and retention of the best people.  He also assisted in defining the true role of a Human Resources Director and finding the ideal candidate for the position.