Summary:

• Interim Program Management PPM Global Solution Delivery SAP,
• Oracle EBS
• Managed Budgets Fifty 50 to One Hundred Fifty 150 MM Largest 1 Billion USD
• Develop Execute Global Program Planning Full Lifecycle Implementations Upgrades, Execution control and completion of specified projects: Mexico, Brazil, ASEAN, China, Asia, and Europe
• Ariba, SAP R3 ECC 6.0 Oracle 12i EBS Managed mixed-source, onshore/offshore teams from three 3 , to one hundred plus 100 resources to deliver solutions on time and on budget globally Brazil, China, Europe, Africa, Mexico, Middle East, Pacific

Change Management/Project Manager

• Developed, Reviewed and Critiqued ERP Change Management Project Plans: Impact Analysis, OCM Strategy, Training, Stake Holder Engagement, Communications, Cultural Assessments, Security Mapping, and, SNC - Supplier Network Collaboration
• Expertise: ADKAR, Kotter, AIM, ASAP, Conner
• Delivered End User, Super User, Shoulder to Shoulder, and Boot Camp Training Programs

Confidential

In addition, the distinction of winning the General Motors GM CIO award in 2009, and being selected as BPI Business Process Improvement Champion 2007.Very confidently, I can promise to execute, and deliver, the same types of results to your client.

Confidential

Global Program Management, Business Transformation, PPM: SAP Oracle, Ariba ERP Solution Delivery: China, Brazil, Europe, ASEAN, Pacific, Middle East, Mexico, and South America

Industry Domains:

Pharma/Regulated Environments - 21 CFR, Automotive,Telecom, Life Sciences, Retail, Manufacturing, Financial, US Government - DOD, Food Processing, High Technology

PPM Project Portfolio Management/PMO

Program Management Office :SAP Oracle Program Portfolio Governance Pre Planning, Planning, Execution, Delivery, thru Stabilization Benefits Realization Dashboard Reporting, Communications, Assessment Management of Risks Issues

SAP, Ariba, Oracle ERP -

Organizational Change Management:End to End Global OCM Delivery: Pre Implementation/Impact Assessments, HR Capacity Analysis, Transition Planning, Business Readiness, Stakeholder Engagement User Analysis, Communications, Training, Design Execution, ERP Training Systems Delivery, Security/Role Mapping Winner of GM CIO Award 2009

Global Implementations

Oracle, SAP, Ariba : Hands on End to End Implementations including OCM Brownfield, Greenfield, Reinstall Deployments Infrastructure, Global Data Center Relocation, Functional Technical Assessments - Pre Post Impact Assessments thru Hypercare Program Management, Blue Printing, Process Improvement Business Value Stream Mapping End to End Organizational Change Management OCM - Impact Assessments Action Planning, Stakeholder Engagement, Resistance Analysis, Planning, Communications, End User Training through Post Go Live Solution Impact Reviews

Brazilian Localization

Program Management: SPED, Nota Fiscal-e, SEFAZ, Imported Purchase Boleto SD MM , Tax IPI, COFINS, IPI, ISS , Banking Interfaces, DDA Direct Debit Authorization

Chinese Localization

Project Manager

CORE COMPETNECIES

• SAP: ECC 6.0: WM EWM PP PTP MM OTC SRM SCM
• Oracle: EBS 12.1: AP AR GL OM P2P GL CEMLI C2C
• Ariba: Buyer Sourcing Contracts On Demand Cloud Deployment
• PMO Program Management:Governance Methodology Development Metrics Start Up
• Change Management: Kotter ADAKR Assessments Impacts Execution Training
• Enterprise Program Management:Program Planning Execution Delivery Onshore Offshore
• Training: Oracle EBS SAP ECC 6 Multi Lingual Users Management
• Process Improvement: Lean Value Stream Mapping DMAIC Kaizen
• Implementation Methodologies: SAP ASAP 7 8 Oracle OUM/AIM ADKAR SAP OCM
• Professional Experience

MANAGING DIRECTOR

Specialist in Pre Sales, Solution Delivery, PPM, Global Program/Project Management PMO Start Up Governance Vendor Management Localization, Program Delivery - Planning, Solution Execution Management Organizational Change Management OCM : Stakeholder Engagement, Communications, Readiness Assessments, End to End Training Systems Executive Dashboard Reporting, Lean Six Sigma Process Analysis Gamification

• SAP China Project: Outlined Developed Training Material for SAP Key End users in China: SAP Introduction Navigation, MM Materials Management and PP Production Planning
• SAP China Implementation: Designed, developed, finalized executed Stake Holder Assessment Templates in Chinese English
• SAP China European Implementations: Hands on mentoring monitoring Consultant resources Multi Lingual : End to End OCM Lifecycle Assessments, Impact Analysis thru Communications, Strategy Training Programs Development
• SAP China Implementation: Hands On completion of Risk Assessments, Impact Assessments Analysis, Action Plan Execution, OCM Project Planning
• Developed OCM Toolkit: Global Business Readiness Risk Assessment
• Areas of OCM Focus: Communications, Governance, Business Readiness, Stakeholder
• Business Transformation, Fortune 25 Client: Accountable for development of Global OCM Strategy, Risk Assessments based upon SAP ASAP OCM Methodology: Finance Transformation Program
• Lead End to End Global OCM Tasks Activities - Developed SAP Training Material, Impact Assessment, Readiness Assessments Developed Managed Change Champion Program Initiated a Human Resources Capability Assessment, Developed OCM Communications Newsletters, and Stakeholder Analysis
• Client Companies: Motorola, Huawei, IBM, Capgemini, GM, Yazaki, Wal-Mart Brazil, J J, Dell Retail, Diageo, International Hydraulics,Paskon, US Government, Hexacta Webb Brazil
• Global OCM Program Manager Interim
• Business Transformation Global Manufacturing Corporation: Interim role needed after client replaced former Global Systems Integrator: Ariba, SAP ECC - HANA, BI BW, QM, PM, BPC, SRM, FICO, PM, HR PTF
• OCM Tools Developed: 1 Impact Assessment, 2 Stakeholder Analysis, 3 Three Phase Readiness Assessment Director, Manager, Supervisor , 4 OCM Change Champion Newsletter, 5 Change Champion Departmental Readiness Assessments
• Regions: Brazil, Asia, India, Eastern, Western, Nordic Regions of Europe, Australia
• Engagement and Training
• Short term Interim assignment due to emergent medical leave of former SAP Sr. OCM Program Manager
• Global OCM Program
• Program Level SAP Organizational Change Management OCM Implementation Activities: Template Standards Guidance, Global OCM Project Planning in various languages, Direct Manage Multi Lingual Consultant Resources
• Hands On Assessment of Impacts, Actions, Readiness, Stakeholder Analysis Engagement, Planning Execution, Communications Planning, Training, Change Agent Development, Milestone Stage Gate Reviews: Asia China , South America Brazil , Europe Germany Spain 100 Global Travel. Accomplishments:
• Reporting: Developed OCM Performance Metrics for PMO C-Level Status Review
• Standards Guidance: OCM Methodology template review, GAP determination analysis of GAP's
• SAP Impact Assessment Audits: Asia Region -- Developed Executed OCM Impact Assessment Audit: Resulting in Remediation of Impacts -- PP, PM, QM, FICO, SRM
• Brazilian Portuguese OCM SAPAssessment: 1 Review Process Methodology/Framework Adoption, 2 Process Determination Standardization, 3 Identification of Process GAPS, 4 Quality Assurance Testing Analysis/Artifact Review.
• Final deliverable: Detailed Analysis of Findings, GAP Analysis, Transition Plan to Address GAPS, and Priorities with Remediation Approach to GAPS with Special Reference to Brazilian Localization SPED, IPI, Nota Fiscal: NF-e, DANFE, Boleto, COFINS,CSLL
• HP - Global Enterprise Services Corporation
• Department of Defense: US Federal Government - End to End SAP Deployment Accountability: Assessment, Initialization, Start Up, Planning, Work Breakdown Structure WBS Creation, Master Data, Execution, Approval, Deployment Go Live: Including Stage Gate Reviews, Stakeholder Management, Communications, Training through Hypercare
• Cummings Brazil - Global Manufacturing Corporation Automotive
• Interim SAP Brazil Program/ProjectManager 9/2012 12/2012

Sr. SAP Program/ Project Manager for Blueprint Phase of Global Automotive Roll out Brazil Sao Paulo : SAP ECC 6 - P2M, P2P, R2R, OTC, EWM, SAP SRM

• SAP SRM: Review of deployment scenarios Classic, Extended classic, Stand Alone, Decoupled , Determination of SAP Integration Methods RFC, ALE, PI, ALE, and use of CRM middle ware
• Localization Workshops: Assessment, Needs Determination, validation, documentation of Brazilian Localization requirements: Master Data Nota Fiscal, PPD, Boleto, SPED, etc Workshop standardization, participation execution of workshops for Master Data, and process work streams
• Program Management/ Brazilian Localization Accountabilities include:
• Extended Warehouse Management EWM : Completed C Level analysis of EWM Extended Warehouse Management vs. WM Warehouse Management : Technical Functional Analysis consisted of: RICEF Analysis, Implementation Time Line, Head Count Needed, Infrastructure/Hardware, Incremental Costs , Hypercare , Post Go Live Support
• Blueprint Workshops: Coordinate, Manage, and Facilitate all work stream reviews: Review and Modify As Is vs. Future Process Documentation , Reporting requirements BI vs. APAP etc. GAP Identification leading to Determination of RICEFW s needed: Planning, APO, Planning, WM, P2M, P2P, EWM

Project Manager

• Execute Change Management: Instructor Led SAP User Training 100 in Spanish via live demonstrations, presentations, and uPerform tool simulations
• SAP Training Course Material Review, Instructional Course Delivery, Daily Preparation for Training Classes at Manufacturing Plants in Puerto Rico Mexico
• During final phase of SAP ECC 6.0 Implementation/ Hypercare Change Management Activities:
• Three month interim assignment for IBM client in the Caribbean Mexico: Pall Corporation, a global company manufacturing Filtration and Purification equipment.
• Interim IBM Assignment: SAP Training Management
• Retail Functional Accountabilities: Establish Brazil Financial Project Plan, Finalize Requirements, Develop Execute Test Scripts, Review Process Flows, Risk Management, Weekly Management Stakeholder communications
• Brazil Rollout Applications: SAP, Ariba, Sun, T E, legacy systems
• Global Pharma Manufacturing Corporation:Establishing new Legal Entity LE in Brazil.
• Training - SAP Modules: Production Planning PP , Warehouse Management WM , Material Management MM Including T-Codes and Process Flows
• Review and execute T-Code Process Demonstrations: Production Planning PP , Warehouse Management WM , Material Management MM
• Huawei Telecommunications Corporation: Expat in China -- Three Month Interim Assignment
• Interim IT Program Manager Oracle Program Projects Delivery 9/2011 11/2011

Oracle - Contract to Cash: Contracts, Oracle Order Management OM , Contracts, and Project Suite Costing Billing Modules CRM :

• Analysis/ Development of Best Practice Work Breakdown Structures for Oracle 12.1.3 Projects
• Determination, validation, and verification of Requirements
• Development of detailed IT Business flows, and completion of a FIT/GAP Analysis
• Internal Team Workshop simulation: Business Unit SME Future Business Flow Workshops
• Chinese Localization: Golden Tax System GTS , Sales Invoice Creation
• Cancellation, Inbound Outbound File formats, Needed Interfaces,
• Overseas Invoices
• Oracle R12 Upgrade Added Value via completion of Change Management Impact Assessment: Evaluation of Security/Role Mapping, Stakeholder Communications, Supplier On Boarding, and Training needs as a result of planned R12 Oracle upgrade
• Organizational Change Readiness Assessment using AIM ADKAR Methodologies, documentation review, and structured interviews completed. MS Project Change Management implementation plan developed

SAP Executive Program Manager

Implementing/GO LIVE of ECC 6.0: LE, Sequencing, EWM, WM, AP0, OTC, FICO, QM, SNC, STP Business Transformation Project with a budget of approximately 150 mm Manufacturing plants and Warehouses globally

• ASAP Methodology v7.1 : Pre Planning, Planning, Blueprinting, Realization, Final Preparation, Go Live/Hypercare Support, and Run Phases RICEF Reviews: All global implementations with mixed resources staff - onshore and offshore
• Deployment Model Review: Documented Issues , Risks, and Impacts to Business, Customers, Manufacturing Plants, Finance, and Suppliers using 1 End to End SAP Solution, 2 Plant First in SAP Distribution Center in Legacy, and 3 Distribution Center in SAP first with Plant remaining in legacy systems
• Pre/Post GO LIVE Solution Quality Assessment: Execute reviews of Solution Adoption for US and global manufacturing facilities including Process Analysis, Solution Quality, Technology, People/Environment, Solution Maturity Adoption Post Go Live review of Solution Constraints, Vital Signs, COGI Reports, and Production Order Confirmation and Master Data issues
• Organizational Change Management OCM : Organizational Readiness Assessment, Multi Lingual SAP Training Program Development Delivery: End User, Super User, Shoulder to Shoulder, and SAP Boot Camp Training Programs Reviewed and critiqued ERP Change Management Project Plans for Training, Stake Holder Communications, Security Mapping, and, SNC - Supplier Network Collaboration
• Deployment Model Cutover Plan Development Review: Master Data, Manufacturing Plant, Finance Processes, Finished Goods, Distribution Centers In SAP Legacy System Activities
• Lead technical performance assessment of systems, processes, applications, and databases
• Define and create standards, guidelines, and quality of service criteria for enabling and implementing architected hardware and software systems
• Global On Site Reviews: Production Plants and Warehouse facilities: Evaluated manual and automated Kanban processes, Automotive Sequencing SAP Cross Application Module , Back Flush Process, Yard Management, Warehouse Logistics demand identification, receipt of goods, storage, pick, pack, and shipment Needs and Issue Remediation: TAILS, RICEF, PAILS
• Ensure recommended architecture supports rapid application development and deployment, taking into account the differing evolution cycles of the applications being deployed
• Development and Roll Out of SAP Courses Post Go Live: SAP Reportes TransaccionCodificas in Latin America all materials and delivery in Spanish delivered to Plant Management Support Staff

Oracle Global Program Manager

• Assist in the conducting of workshops and documentation for all Category and Supplier Executing the development and implementation of a Global PMO environment with Program Management, Project Management and Process Improvement: pre planning, requirements planning, process re-engineering performance monitoring, metrics/analytics, project management and process control throughout the enterprise extensive Stakeholder Collaboration to facilitate successful business initiatives/goals
• Management of Risk MOR : Identification and Remediation of risks issues
• Program Management Project Planning: Waterfall Methodology Plan, Define, Design, Develop, Test, and Cut Over to Production used to develop Project Plan
• Infrastructure and Data Center Accountabilities: Determination of source data and changes needed for: IP Configuration, LDAP, Email, and Domain Name System DNS Data Center moves involved budget prep, planning, and use of third party vendors
• Within 30 days: Developed and Executed cutover and communications plans leading to separation of Motorola into separate legal entities LE's globally. Impact: 225 requirements placed into production with TWO 2 defects
• Strategically plan, operationally execute, and technically implement, Motorola PMO Program Management for Mobile Devices Portfolio Globally: Asia, Latin America, EMEA, and China. Applications include Oracle Projects Suite, Order Management, Order to Cash Sales, Fulfillment, Distribution and Post Sales. Used HP Cloud Computing for Implementation in China, Managed 120 resources globally and 120 applications
• Managed Project Portfolios consisting of 120 applications with 20 mil budget: PMO Initialization, Budget, Forecasting, Plan, Define, Design, Build, and Test Sr. Leadership status reporting on key milestones, deliverables, Risk, Issue, Dependency Management Agile Methodologies
• Planning Procure to Pay P2P Program: Oracle R12, Peoplesoft, and Ariba Spend Management Suite On Demand Service. Implementation/Integration Planning executed involved mixed source offshore vendor relationships:
• Review Master Data Transactional Data to determine data mapping requirements Determination of Push and Pull Interface requirements for Oracle R12, and PeopleSoft using a ODBC Connector Integration Toolkit
• Determine Push and Pull Interface requirements for Oracle R12, and PeopleSoft, using the ODBC Connector Integration Toolkit
• SAP R3 ECC 6.0 - Successful in delivering/implementing process/productivity improvements to achieve best in class Centers of Excellence and Customer Satisfaction results utilizing proven methodologies ASAP, PMI, Lean Six Sigma, Kaizen, Waterfall, Agile , establishing Standards, Policies, Processes, Operating Procedures, Tools, Templates, Process Controls, KRA's, and dashboards focused on delivering Quality Process Improvement for successful Customer Satisfaction
• Manage Asia Pacific and Latin American regions of General Motors Asia Brazil, Middle East, South Africa, China, Korea, Russia, Thailand, Malaysia, and India

Global Manufacturing Applications/Domains include: Oracle Projects Costing Billing, SAP R3, ECC 6.0 MM , Ariba, and Legacy Logistics, Supply Operations, and Purchasing

• GM CIO Award 2009 for completing the transformation of GMDAT Korean Application Consolidation and Retirement Program including process methodology, process analysis, and tool implementation Lean BPI used to generate 5 million in savings after application consolidation
• Designed and Implemented Global Risk and Issue Management Systems: Documentation, Analysis, Measurement, Mitigation Planning, Tracking, and Reporting thru Hypercare: SAP, Oracle, Ariba, I2 Asia, Middle East, Latin America and US Winner of GM CIO Award 2009
• Executed Lean Value Stream Mapping and Developed a PMO GAP Analysis for Asian region resulted in the identification of five 5 significant Planning/Gap Opportunities needing remediation
• Increased Global Project Documentation Korea from CMM Level 1 Chaotic to CMM Level 3 Defined in three months: via Lean Value Stream Mapping Project
• Completed a GAP Analysis remediation plan resulting in a Transformation execution plan for three market segments: Mature, Emerging, and Korean/Russian
• Implemented Thirty 30 day PMO Turn Around remediation plan for emerging market segment to change program/project status from Red to Green and to drive performance in alignment with IT and business strategies including Risk/Issues and operational management transformation
• SAP R3 Projects: ECC Upgrade, MM, and Parts Master Data Modifications short shipment and supplier return , SNC Supplier Network Collaboration and evaluation of Procurement Integration with Ariba Buyer
• Review Execution: Brazilian Chinese Localization Requirements
• Lead multiple enterprise wide System Deployment PMO Retail projects with global cross functional teams of 5-15 each: Initialization, Envisioning, Design, Development, Testing, Go Live, Support, Close, and Stake Holder Business Teams .

Oracle Ariba - Responsibilities for a 6 project Portfolio Multi Lingual Configurations, Mixed Source/Off Shore Resources, Change Management, Training, Communications, Risk/Issue Management, SIT / UAT Testing Internationally Post Implementation Go Live Support, and Stabilization/Close

• Nominated - Lean BPI Champion and Mentor: Participation in first Kaizen for Trouble Tickets lowering process steps from 2,200 to 700 mentored Green and Yellow Belt projects over 500k savings result
• Evaluation and Process Mapping of SAP Retail for Implementation in US: Included Risks and Issues identification remediation
• Applications: Oracle 11.03, Oracle 11i, Ariba Spend Management Suite, Test Director, Hyperion, Clarity, SunGard, and Legacy systems
• Develop, implement, and effectively manage SDLC Application Implementation Process: Scope, WBS/Project Plans, resources, costs, budgets, and product quality using formal software engineering and project management practices: such as AIM,JAD/JAR, RAD, systematic Risk and Issue Management
• Ariba w Oracle Deployments:Brazil, Mexico, China, Canada, India, Argentina, Chile, Panama, Columbia, Russia
• Proprietary Project Implementation Methodology based upon PMBOK and CMM L3. Used Oracle AIM Application Implementation Methodology , Lean, and Six Sigma BPI methodologies
• Ariba Global Program Manager/Sr. Ariba Consultant: First Ariba Consultant to Lead Engagements in Brazil Asia: Pre Sales, Implementation of Buyer, Contracts, Sourcing, and Contract WorkBench Employee various consulting assignments