Professional Summary: Developed and managed complex global projects to solve business problems using Oracle e-business suite and enabling technologies. Demonstrated ability and deep understanding of solution design, development, program management and execution. Proven track record of leading globally dispersed teams to successful achievement of deadlines by rigorous application of industry-standard program methodologies .Strong background in implementation life cycle from cradle to grave including but not limited to requirement gathering, map-gap, solution design and change management.

Leadership Profile: Technology advisor and program manager with 16 years of experience in Oracle ERP and enabling technologies, over 10+ Full Life Cycle implementations and upgrades in US and Europe.

• Most recent 3 years as a technology advisor spearheading initiatives, with successful Oracle ERP implementation and upgrades focusing on end-end Quote to Cash, Accounting to Report areas.
• Previous 13 years as a consultant with responsibility for deployments in high tech, energy, process companies in Europe and US.
• Complex program management expertise in a matrix environment often involving changes across Business teams and across IT (Infrastructure, Services and Applications).

Skills and Certifications:
Certified: Active PMP (From PMI) and 6 sigma green belt (From General Electric)
Methodologies: Application Implementation Methodology (AIM), Waterfall
Specializations: ERP, Microsoft Project/ Primavera, Office (Word/Excel/PowerPoint/Visio) and (Share point)
Technologies: Oracle Release 11, Release 12, Cognos/Informatica, Microsoft Share point, enabling integration technologies such as web methods, 170 systems, Sabrix and Vertex.
Modules: Oracle Financials, CRM, Oracle Supply Chain.
Flows: Quote to Cash, Accounting to Report, Procure to Pay
Capabilities: PMO, IT Governance, SOX Compliance, Program Management.

Professional Experience

Confidential,05/23/2010 to 04/27/2012

• Key Accomplishments
• Role: Senior Program Manager, Business Applications
• The organization had over 300 cost prohibitive customizations and over 2500 reports, on de-supported Oracle environment which caused significant delays and high investments to support business growth programs. Application Management services costs were high and Oracle support utilization was low.

Managed project budgeting –capital/expense for the fiscal
Performed a functional upgrade to Oracle R12 including, requirement gathering, map-gap, technical upgrade, configurations and multiple test cycles.
Reduced customizations by 80% and reports by 70% by standardization and ensuring technology is current (Oracle R12, Informatica) and secured user and business process owner approval for deployment.
Confidential,07/2009 to 05/20/2010

• Key Accomplishments
• Role: Senior Manager, Projects

Developed a quarterly release schedule for enterprise projects for business applications. This would lead to reduced errors and ensure allocation of testing effort one time every quarter.
Led business transformation program to automate service contract entry and approvals from quote to cash cycle.
Designed workflow automation of Quote- Cash and deployed the solution to reduce user entry of contracts and processing time by 50%.
Confidential,7/2006 to 06/2009

• Key Accomplishments
• Role: Program Manager –Accounting to Report
• At Confidential, (2 years) and Confidential, (1 year)
• IBIS (Sun) involved re-implementing Oracle 11i - Global Financials, Oracle Order to Collect(OTC) and Offer to Quote Capture flows as well as Deals Management, Sales Opportunity Management CRM modules, Inventory, Procurement and Trading Community Architecture (TCA). The IBIS program was unprecedented in complexity, scale and duration in the high technology area of Oracle implementation spanning over 3+ years, 48+ countries and 5000+ users. The project budget was around $600 MM.
• IBIS

Designed, developed and implemented standardized solutions using Oracle Applications and enabling technologies leading a team of 25 individuals globally with the goal of reduced customizations and scale-able solution.
Led the global design effort on Integrated Quote to Cash and Accounting to Report areas to solve complex business problems. Led transfer pricing solution for a flexible method to determine transfer price of goods movement within SUN entities worldwide. Developed a deferred accounting solution to ensure accurate accounting for goods movement between SUN entities.
Other solutions managed included global consolidation, global invoice print solution, internet payments and customer account inquiry.

• NOVORA
• The program required DELL to be compliant with SEC in a single consolidated global environment (from 3 in APAC, US and EMEA) and record revenue in an accurate compliant fashion. The problem was made complex by a myriad set of integrations which had to be maintained.

Led the global design effort on accounting to report in a global consolidated environment. Worked closely in the financials space and worked closely with DELL counterparts in geographies for local requirements.
Led the effort to streamline the global close process with all steps necessary to be orchestrated using a playbook.
Confidential, (6/2005 to 7/2006)

• Role–Program Manager
• Key Accomplishments
• At Confidential, (1 year)
• GSCOP included implementing Oracle 11i-(Financials & Supply Chain) in US and Ireland in a single global instance. This program helped extending customer’s capabilities by supporting growth in Asia and Europe by setting up distribution centers in Europe providing outsourced manufacturing, low tax rate locations to distribute from and integrated supply chain.

Delivered the global project which optimized supply chain, delivered B2B integration with its contract manufacturers and compliant financial reporting.
Developed a solution strategy with multiple production and fulfillment facilities to support customer needs and provide a global, resilient and flexible supply chain operation resulting in tremendous scalability and productivity.
Developed a global consolidation/elimination sets for General Ledger.

• Confidential, (GE)
• (7/2002 to 6/2005)
• Role – Program Manager- CRM track
• Key Accomplishments
• GE Energy was going through a major transformation and required a Center of Excellence (CoE) to onboard new GE organizations to follow global methodology to implement Oracle. The CoE would offer shared resources, methodology toolkit and distribute best practices. This would ensure CoE deliver a single global consistent method and expertise for all GE companies to uptake. Developed CoE playbook which covered best practices with a global mindset but accommodate local needs of the business. Responsible for 2 major projects as under.
• GE Energy Services

Delivered the program which resulted in GE Energy reducing Quote Conversion (to Sales Orders) time by half and provided a 360 degree view of the customer information using the customer care solution.
Worked closely with business teams, developed and presented tollgate and managed dependencies and risk mitigation plans within the program.

• GE Energy Services

Delivered program to process vendor payments worldwide decreasing costs, increased discounts and improved productivity and targeted digitization.
The program resulted in GE Energy in saving of 4 MM USD per year in additional discounts, reduced several FTE, digitized invoices through imaging and integration and increased compliance through Sabrix Taxation worldwide.
Confidential,4 and 1/2 years and Confidential,1 year
Between 1996 to 2002

• Role – Team Leader/Analyst

Led design, development and team management on Oracle E business suite implementations focusing on Financials. Implemented and deployed over 6 different full life cycle implementations at Cannon industries India, GE Insurance Holdings (Ireland), Hempel Marine Paints (Copenhagen), Trane US, Kraft Foods US among others.
Education Details:
Masters in Business Administration
Bachelors in Computer Science