SUMMARY:

• Clarence is a results - driven professional withover 25 years of proven experience managing long-term and large-scale enterprise system implementations. For more than 15 years, he has worked as an independent consultant. Prior to that, he held progressive leadership roles; including management positions with the former Big 5 consulting firms. Clarence specializes in ERP solutions and supporting activities; such as project and organizational change management, business process reengineering, and communications. He has performed assessments, systems selections, implementations and upgrades with most of the leading vendors. In total, he has managed the full lifecycle of well over 25 large-scale, complex and global efforts.
• Recently, Clarence has managed business-critical projects for notable clients, such as The Coca Cola Companies, Confidential, Confidential (Canada), Confidential, Confidential, Confidential, McKesson, Cook County, Illinois, and others. Many of these projects were complex, multi-year implementations involving highly-matrixed teams trying to solve significant business and technical challenges. Clarence used acquired Program Management Best Practices to assist these clients with successfully implementing enterprise solutions and managing the change associated with these efforts.
• Global Program and Project Management
• Business ProcessReengineering
• Enterprise Systems Developmentand Deployment
• Program Development andDelivery
• EnterpriseBusiness Transformation
• Systems Selection and Strategy
• Organizational Change Management
• Data Warehousingand BusinessIntelligence
• Enterprise Solutions
• SAP, PeopleSoft, Oracle, Microsoft, Salesforce.com
• CRM Service and Salesforce Management
• Supply Chain Management
• Order-to-Cash and Procure-to-Pay
• Human Capital Management
• Retail Point-of-sale and Inventory Management
• Financials and Financial Consolidation
• Property Tax Appraisal and Billing
• Asset Management
• Microsoft Exchange/Outlookand SharePoint
• Project Management Skills
• Strategy and Planning
• Risk and Issue Mitigation
• Requirements Assessment
• Procurement and Vendor Management
• Schedule and Timeline Management
• Deliverable and Status Reporting
• Resource Staffing and Performance Management
• Quality Assurance
• Budgetand Project PlanDevelopment
• Verbal and Written Communications and
• Bachelor of Science Degree, Morehouse College, Atlanta, Georgia
• Big 5 Project Management (PwC, E&Y, KPMG)
• SAP, PeopleSoft, Oracle, Microsoft, Salesforce.com
• Project Management Institute Principles (PMBOK)
• Prosci ADKAR Change Management
• Waterfall and Agile/Scrum Methodologies
• ADDIE Instructional Design
• Salesforce.com Admin (in progress)
• Presentation, Facilitation and Communication Skills

PROFESSIONAL EXPERIENCE:

Program Manager

Confidential, Chicago, Illinois

Responsibilities:

• Managed the multi-phased cloud implementation of the Tyler Technologies iasWorld Property Tax Solution program to replace the legacy mainframe and AS400 systems for the Cook County Assessor’s, Clerk’s and Treasurer’s Offices
• Second largest county in the United States with over 1.8 Million residential and commercial parcels
• Software-as-a-Service Oracle-based Property Tax Solution included Computer-aided Mass Appraisal (CAMA), Tax Billing and Collections, SmartFile (electronic filing), Workflow, Field Mobile, Cashiering, Content Management and Public Access modules
• Developed, implemented and staffed a Project Management Office (PMO) consisting of a Program Manager and 4 Project Managers
• Led Project through a major re-planning effort that included comprehensive Project Plan and Timeline revisions, organizational restructuring and resource staffing
• Re-organized into multiple Project Workstreams with Lead resources, reporting into the PMO; including Application Configuration and Modification, Tools (e.g., Workflow, SmartFile, Content Management and Public Access), Cashiering, Data Conversion, Data Cleansing, Integration, Reporting, Systems Architecture, Quality Assurance, Load and Performance Testing, Organizational Change Management (OCM), and Communications
• Managed Requirements Gathering, Fit Gap Analysis, Development and Unit Testing Phases
• Directed the development and approval of Business and Technical Requirements, Fit Gap, OCM and Architectural Deliverables
• Reorganized large, complex data conversion efforts to address multiple challenges with reconciliation and validation
• Implementation included a large OCM, and Communications effort that accounted for Shakman Compliance and Union Labor requirements
• Managed the design of a mobile application for the Field Staff to gather property data
• Integration Scope included the development of over 90 interfaces to mainframe, AS400, GIS and standalone systems
• Used Jira and Microsoft Team Foundation Server for Quality Assurance
• Evaluated several tools for the Load and Performance Testing workstream
• Project team consisted of over 50 Implementation Consultants, Developers, Architects, Quality Assurance, OCM Practitioners and resources, and about 100 client SME, Stakeholder and IT resources
• Worked with an Independent Validation and Verification Team (audit) and managed responses to monthly, quarterly, deliverable and Gate Review Assessments
• Project utilized a hybrid waterfall and agile-based structure and project plan that allowed the County agencies to participate in the application development process

Program Manager

Confidential

Responsibilities:

• Served as Program Manager with overall responsibility for the implementation of the Oracle E-Business Suite and re-implementation of Salesforce.com (SFDC) for a global water utilities services company
• Scope included the design of Sales, Service, Order Management, Financial, Project Portfolio, Manufacturing, Supply Chain and Procurement solutions and a redesign of related business processes
• Held direct responsibility for oversight of external implementation partner, organizational change management and business process reengineering
• Performed a system selection of salesforce management tools that included an evaluation of the existing SFDC CRM solution and comparison to Oracle NetSuite and Microsoft Dynamics
• Identified key sales business processes, functionality and ERP integration capabilities
• Conducted vendor demos and assisted client with final decision to re-implement versus replace
• Modules included General Ledger, Payables, Receivables, Payments, EB Tax, Purchasing, Inventory Management and Serialization, Cost Management, Bill of Materials, Work in Process, Order Management, Advanced Pricing, Shipping Execution, Install Base, Field Service, Advanced Scheduler, TeleService, Service Contracts, Sales Contracts, Project Management and Project Costing
• Conducted Business Process Review sessions to identify Key Processes targeted for redesign
• Replaced a legacy 3rd party system with Oracle Extensions to replicate Order Management functionality
• Developed extensions to create Project Auto-creation, Project-to-Service integrations, Task Cascading, Order Management to Service Contracts integration, Billing Events Creation from Service Contracts, and Order Management to Service Contracts
• Redesigned Salesforce.com to accommodate key customer demographic, quote and asset data and developed two-way integration with the Oracle EBS modules
• Organized a group of 50 Super Users and conducted two (2) Conference Room Pilots to review solution functionality and identify required modifications and integrations
• Identified major change impacts and developed a network of Change Agents to assist with change management and communications
• Designed and developed a mobile iPad solution for the Field Service Centers
• Managed the and Communications Programs for Oracle and Salesforce.com
• Deployed solution in two (2) phases by major lines of business
• Responsible for monthly communication to Executive Steering Committee and Weekly Project Sponsor Updates
• Challenges included disparate lines of business, complex customizations and manual legacy business processes
• Team comprised of 75 client and consulting resources
• Designed and developed a mobile iPad solution for the Field Service Centers
• Deployed solution in two (2) phases by major lines of business

Integration Change Program Manager

Confidential

Responsibilities:

• Short-term engagement to manage the change associated with the integration of the $4 billion merger and acquisition of Dealertrack Technologies
• Developed an OCM Strategy and Plan for Stakeholder Management and Impact Analysis
• Managed Stakeholders consisting of resources from IT, HR, Benefits, Global, Communications, and Senior Business Leadership across all acquired companies
• Organized an Integration Network of Change Agents consisting of HR Business Partners (HRBP) to facilitate change management across the integrated companies
• Worked with the HRBP in each organization to develop effective change plans for each brand and geography
• Conducted Focus Groups and Surveys for each company to gauge change readiness and resistance
• Analyzed change measurement metrics and tools including HR Metrics related to Retention Rate, Compensation, Culture, etc.), Custom Survey
• Followed the Prosci ADKAR and CLARC methodologies for Leadership Alignment and of Stakeholders and Integration Change Network
• Developed Prosci-based Change Management for Executive Leadership Team, Managers and Directors to gain leadership alignment
• Developed Change Management and Plans for Hyperion Smartview, Workspace and Essbase
• Participated in the design and development of a Jive-based Employee Portal for access to integration information
• Assisted with the development of a Jive-based Mobile Application for employees without laptops/computers to access integration information
• Managed the development of an Integration Dashboard to track change management progress across the effort
• Constructed detailed Communications Plans that were used across business units

Program Manager

Confidential

Responsibilities:

• Served as Program Manager for the system selection and implementation of Oracle Retail Store (Point-of-Sale and Store Inventory Management) and Corporate applications (Central Office and Returns Management) for the largest voice and data telecommunications provider in Canada
• Scope included the selection, design, development and pilot deployment of Point-of-sale, Back Office, Central Office, Returns Management, Store Inventory Management and Mobile solutions for over 800 corporate and dealer-owned stores across Canada
• Completed a system selection process to replace legacy home-grown Returns and Order Management solutions for serialized product inventory
• Reviewed detailed functionality with Stakeholders to develop a list of current and future requirements
• Worked with IT to develop a short-list of vendors for consideration
• Managed vendor presentations and developed a weighted scoring system to evaluate proposals and make final selection
• Conducted a Conference Room Pilot to review out-of-box functionality and identify required modifications and integrations
• Developed integrations with legacy Order Management, Bill Payment, and General Ledger systems, as well as replacement Warehouse and Item Management, Pricing, Commissions and other retail systems
• Deployed a Pilot solution to over 100 stores and refined the solution requirements and business processes
• Challenges included an aggressive timeline, strong resistance to change and business process deeply-rooted in legacy systems functionality
• Team comprised of over 100 client and consulting resources

Global Program Manager

Confidential

Responsibilities:

• Served as Global Program Manager for the implementation of replacement Oracle Retail Store and Corporate applications for a large off-price retailer with over 3,500 stores
• Scope included the design and deployment of Point-of-sale, Back Office, Central Office and Returns Management solutions for over 3,500 stores across United States, Europe and Canada
• Managed the system selection process for a Treasury Management solution
• Evaluated existing treasury functionality, business processes and integration with money-weighing scale solutions across all geographies
• Developed an RFP and managed vendor responses and questions
• Scored vendor solutions and proposals and assisted client with pricing negotiations
• Developed a Proof-of-Concept model system for each of the three (3) geographies
• Successfully planned and successfully conducted workshops to review out-of-box system functionality and accelerate system design
• Program challenges included developing a harmonized solution across disparate legacy systems, business processes, geographies and legal requirements
• Global Program Team encompassed 150+ client and consulting resources across the US, Europe and Canada

Program Manager

Confidential

Responsibilities:

• Assisted CCR with the implementation of an SAP Enterprise Asset Management solution for the North American Fleet Management group
• Program challenges included significant change management, business process and user adoption challenges
• Conducted business process workshops to redesign existing processes and align them with SAP Best Practices
• Managed the development and deployment of a program for the SAP Enterprise Asset Management (EAM) implementation for Confidential (CCR) Fleet Management group
• Solution encompassed asset management, fleet management, procurement, order and inventory management and business warehouseand business intelligence reporting
• Program consisted of both train-the-trainer and end-user courses for Supervisors, Parts Planners, Parts Expeditors, and Mechanics
• Developed a blended program of web-based, computer- and instructor-led and video simulations
• Deployed a mobile solution for use by Mechanics on iPad tablets
• Worked with resources across Fleet Management, Product Supply Systems, Finance and IT organizations
• Coordinated project with overall change management effort conducted by the Business Transformation Office
• Developed the project workplan, organizational structure and resource staffing
• Solution served over 1,500 CCR Fleet Management employees

Program Manager

Confidential

Responsibilities:

• Managed the merger and integration program for the acquisition ofSpherionStaffing Services (SFN Group)
• Responsible for a team of over 100 members across both companies; including 23streams and managers
• Program scope includes change management, business process reengineering, analysis and development
• Developed the program organizational structure, phased approach,processesand timeline
• In the process of deploying the Pilot Solution
• Currently managing several complex issues related to customer billing and AP, payroll, systems architecture, change management and cultural differences to keep project on-track
• Systemsincluded PeopleSoft Front Office, HR, Financials, CRM and Salesforce.com, JD EdwardsandHyperion
• Reported to the Chief Information Officer

Program Manager

Confidential

Responsibilities:

• Managed the upgrade of the PeopleSoft Front Office system for over 700 branch offices nationwide
• Approach included JAD sessions with over 100 SMEs
• Designed a solution that replaced existingtalent recruitingand onboarding business processes and systems
• Team structure included resources from Business Integration, Technical Development, Web andDatabase Architecture, Learning,Communications,Marketingand overdepartments
• Motivated the team and managed"scope creep"to complete the project on-time and within budget

Project Manager

Confidential

Responsibilities:

• Assisted Confidential with the nationwide consolidation of 26 biomedical call centers into 3 new facilities and the system selection of CRM solutions
• Developed and implemented the change management plan for the transition of call center resources, business processes, procedures
• Developed the replacement organizational structure, hierarchy and supervisory and management ratios
• Assisted with the design of the new call centers; including seating charts, calling floor plans, and break facilities
• Evaluated legacy SFDC solution and performed a selection against SAP and Siebel CRM systems
• Compared specific functionality for call center salesforce activities
• Received vendor proposals and conducted presentations
• Developed mock call center scenarios for each vendor to replicate during demos
• Assisted client with final selection and proposal negotiation
• Developed implementation program team structure and high-level implementation plan
• Identified and prioritized organizational change and high-level functional requirements needed for the new solution

Program Manager

Confidential

Responsibilities:

• Assisted with the post-merger integration of business units in the United States and Canada for the creation of Coca-Cola Refreshments (CCR)
• Worked with bottling, customer service, juice and water beverages, food service, and supply chain operations
• Managed the redesign of cross-functional business processes, management routines, SLAs, and metrics across National Retail and Region Sales,Customer and Account Management, Product Supply Systems,Human Resourcesand Information Technologyorganizations
• Worked in the Business Transformation Office and assisted senior leadership in each of the business units
• Developed a workplan and tracked the identification and resolution of cross-functional issues
• Created the Communication, and Socialization Plans
• Assisted senior leadership in each business unit with implementation planning and deployment
• Solution served over 60,000 employees

GlobalProgram Manager

Confidential

Responsibilities:

• Used the SAP ASAP Methodology to manage the entire program lifecycleof a large-scale, 15-monthCRM implementation for a global Customer Support Center; from System Selection through, Business Blueprint design, Go-live and Support
• Performed a system selection of CRMsolutions to replace aging legacy PeopleSoft Vantive application
• Started selection with a long-list of leading CRM vendors
• Distributed RFI to vendor long-list and used responses to develop a short-list of potential solutions
• Issued an RFP to short-listed vendors, managed responses and presentations
• Developed a scoring methodology to drive out a final decision
• Developed future state customer support business processes
• Evaluated CRM solutions against future state, developed a short-listand led final vendor selection
• Reengineered existing customer support business processesand proceduresand developed the change program for implementation
• Solution included web-based applications for Customer Service Reps, Managers, Internet Customer Self-service, Customer Portals, and Business Objects for Reporting and Business Intelligence
• Project team encompassed over 200 client and consulting resources
• Solution served an end-user community of over 5,000 employeesfrom Customer Service, Sales, Finance, Services, R&Dand over 150,000 customers
• Used SharePoint as the content managementsolution for all project deliverables

Program Manager

Confidential

Responsibilities:

• Developed the transition plan for HR systems (PeopleSoft) Payroll (ADP), Benefits, and other HR applications
• Managed a team of onshore and offshore resources
• Migrated data from legacy applications to replacement systems
• Constructed a change management, and communications program to support the transition
• Implemented Manager and Self-service HR functionality
• Set up and maintained a SharePoint Portal to manage project deliverables, communications and other content
• Used Clarity to managed project financials, risks, issues, time reporting and resource utilization
• Program served 5,000 employees

GlobalProgram Manager

Confidential

Responsibilities:

• Served as theProgramManager for the global deployment of web-based financial consolidation and business intelligence (BI) solutions
• Project was one component of a larger global SAP OpEx implementation
• Performed a system selection to evaluate BI solutions
• Identified a list of potential BI vendors and distributed an RFP
• Compared OpEx global template requirements and business processes to the functionality of each BI solution
• Worked with Stakeholders to evaluate RFP responses and select the best fit solution
• Participated in the final vendor price and scope negotiations
• Steering Committee included senior leadership from Global Finance, Regional Finance, Supply Chain/Logistics, Novartis Consumer Health Finance and Global Information Systems
• Set up the Project Management Office and managed a team ofWork Stream Leadsresponsiblefor application development, legacy system data conversions, reporting, change management,, communications and business process redesign
• Project team encompassed over 150 team members across 40 countries
• Evaluated stakeholder requirements globally and developed a change program that included light organizational redesign and a custom global program
• Set up SharePoint to store allsystem documentation, deliverables and communications updates
• Visited the production facilities in several countries to analyze detailed system and data issues
• Responsible for Quality Assurance; including SOX, GxP, accounting and technical standards

ChangeProgram Manager

Confidential

Responsibilities:

• Performed an organizational Effectiveness Assessment across all departments of the Authority; including Information Technology, Logistics, Operations, Finance, Sales and Marketing, Rail Maintenance, etc.
• Interviewed 200+staff acrossall org levels, Executives, Directors, Managers, Supervisors and Line Workers

Project Manager

Confidential

Responsibilities:

• Assisted client with a system selection that evaluated PeopleSoft, Oracle, SAP and Maximo ERP solutions
• Developed detailed RFI, RFP and RFQ processes to obtain vendor information
• Conducted vendor demos and developed the methodology for the selection process
• Evaluated vendor responses, developed a short-list and assisted client with the final decision
• Developed the risk management strategy for a replacement of enterprise human resources, financial, maintenance and operational business processes and systems

GlobalProject Manager

Confidential

Responsibilities:

• Managed the global replacement of a store gift card solution for over 1,500 stores worldwide
• Managed a team of over 50 resources and partnered with Microsoft Consulting Services for testing effort

Confidential - Atlanta, GA

Managing Principal and Senior Program Manager

Responsibilities:

• Assisted clients globally across several industries with large-scale enterprise business transformation projects

Confidential, Atlanta, GA

Director, Professional Services

Responsibilities:

• Re-engineered business processes, developed and delivered management for all consultants
• Developed standard methodologies for engagement bidding and systems implementation projects

Confidential - Atlanta, GA

Senior Manager

Responsibilities:

• Member of the Financial Services Practice vertical
• Supervised several practice management activities, such as P&L management, sales proposals and presentations,resource coordination across business units, client relationshipdevelopment,feenegotiations, utilizationand staff development

Confidential - Atlanta, GA

Manager

Responsibilities:

• Developed middle market implementation methodologies.
• Sold and managed ERP system implementation engagements for several middle market companies

Confidential - Atlanta, GA

Information Systems Manager

Responsibilities:

• Led the reporting team for the development of a physician practice management solution.
• Developed and marketed various IT services and solutions to large physician practices.
• Received a promotion to management within the first nine months of employment.

Confidential - Atlanta, GA

Consultant

Responsibilities:

• Provided ERP implementation consultation to clients within the healthcare information technology practice.
• Led a team through the implementation of financial systems for a large, multi-hospital healthcare system
• Project managed theimplementation of a data warehouse and decision support system for a large hospital

Confidential - San Mateo, CA

Implementation Analyst

Responsibilities:

• Managed 20+ implementation projects of Confidential clinical and financial systems with healthcare systems
• Member of the national implementation team responsible for implementationstrategies and best practices
• Worked with the sales department to develop and deliver several proposals for large healthcare systems

Confidential - Atlanta, GA

Staff Analyst and Business Office Coordinator

Responsibilities:

• Coordinated all Confidential t Accounting activities; billing, collection, cash posting, admissions, medical records, and statistical reporting
• Significantly improved accounts receivable days, cash flow, and staff productivity