CAREER SUMMARY

Senior manager / enterprise business architect identifies business opportunities, develops business cases, manages deployments and operations teams, for systems that drive business value and lowers costs; using process, technology and organizational change techniques. Repeatedly envisions a change and then builds a pragmatic way to achieve that change to maximize the business payback. Flexibility and an ability to manage formally and informally while providing a framework to get a project or activity completed is preferred style.

• Alignment - Shapes Information Technology direction to support, extend and enable company strategies and objectives.
• Outsourcing management – Understands the many facets of the outsourcing processes, skills, measurements, costs and management from all sides of the relationship.
• Leveraging third party resources – Shapes relationships and agreements to successfully meet business needs while maintaining a strategically balanced use of in house, outsourced and temporary resources.
• Innovation – established ability to envision and implement creative business solutions based on business drivers, technical market capability and cost.
• Strategy development – experience establishing enterprise technology direction and cycle plans.
• Architecture development – deeply skilled in the analysis and design of enterprise scale architecture solutions.
• Management – demonstrated talent to lead teams of technology specialists to achieve project goals.
• Customer relations – proven skill to develop and maintain strong partnerships between business, outsourcer and technology groups.
• Project management – established track record of identifying, allocating, and managing resources to complete projects on time and within budget.

PROFESSIONAL EXPERIENCE 
Confidential (HP - GM account), Pontiac, Mi Oct 2011 – June 2012
HP is an American multinational information technology corporation headquartered in Palo Alto, California, United States that provides products, technologies, software, solutions and services to consumers, small- and medium-sized businesses (SMBs) and large enterprises, including customers in the government, health and education sectors. GPSC GSC 16 is the contract inside GM covering global Purchasing and related supply chain operations and applications.
Confidential: Purchasing (GSC 16) 
Key applications – 25 total

• Managed team & blockpoint releases for GPS – Worldwide purchasing system for GM
• Migrated & replatformed MaRS – Major “Data Warehouse” and data hub (7 to 10 T)
• Supervised SMARTT migration (supporting application suite)
• Launched Agile development for ORCID/CYPRSS – Steel and other commodity resale

60 FTE; 7X24 application operations and support w/ primarily offshore based team
Customer interface on shore, $12 million in revenue, GSC 16 strategy and operational responsibilities

Confidential, Troy, Mi Sept 2010 – Oct 2011
High growth, privately-held business and technology firm with an annualized growth rate since established by Harley Lippman in 1999. A source for project and program manager and other talent for 500 firms including customers like Bank of America.

Confidential

• Executive IPAD deployment program from systems interface to support
• Printer & IP based FAX deployment for BoA by HP Managed Print Services

Confidential, Detroit, MI July 2008 – May 2010
Originally GM’s finance organization was approved as a bank holding company by the Federal Reserve Dec. 24, 2008 GMAC’s. As ofDec. 31, 2009, the company had approximately $172 billion in assets, with 15 million customers worldwide.

Improve operational performance and maintain production while assisting in the migration to banking based business process, managing a staff of four.

• Improved cycle time from request received to PO from 47 days to 23 days.
• Initiated and led the creation of an organizational change methodology program.
• Promoted migration to Category Management allowing better utilization of personnel and alignment to current supply chain thought.
• Defined business requirements for an Ariba implementation.

Confidential, Detroit, MI Sept 2006 – June 2008
Capgemini is a global leader in consulting, technology, outsourcing, and local professional services operating in more than 30 countries.

GM Purchasing and Supply Chain including: Enterprise architecture, planning, risk identification and management, mitigation strategy development, thought leadership and integrated project & program management (PMO) responsibilities.

• Evaluated as the enterprise architect the major application (MGO). Recommended moving to services based architecture (SOA) with a TOGAF compliant roadmap framework which increased flexibility and deployment capability.
• Identified and developed an innovative materials container management business case that was accepted to compete as an Innovation Project with GM wide efforts to lower costs and increase payback.
• Within the PMO provided training, risk assessment process, mitigation strategies and cross organizational integration for World Book (global common parts) and oversaw the project that installed common systems in a Daewoo Plant.

Confidential, Troy, MI March 2002 – Sept 2006 
Inergy, is a global tier one fuel system supplier to the OEMs with 4500 employees, in 28 facilities, located in 17 different countries.

As enterprise architect and manager: Managed a team of seven in designing and implementing controls for all systems development and deployment from interface with PLC on shop floor to the EDI with customers and suppliers in North America.

• Designed, developed and deployed a product traceability system for the shop floor. Project was finished on time and within budget achieving strong OEM and plant customer support. Within NAO InTrace has documented saving of $2 million first full year of operation.
• Led a global plant management deployment IMIS (MES & SCADA).
• Established a change control and promotion to production process for the systems and infrastructure groups, decreasing downtime and increasing accuracy.
• Managed Business Systems group including a redesign, re-platform and migration / upgrade of MFGPro based system to an EMC SAN and IBM Blade environment with Windows 2000 and Linux.

Confidential, Southfield, MI Sept 1998 – Jan 2001
Polk holds extensive automotive vehicle histories and sells database and statistic analysis globally. RL Polk is privately held and employs about 1,600 people.

Delivered process and technology consul to improve IT management expertise through formal training, personal interventions and mentorship. As a separate effort documented and managed the technology direction and an organizational change effort to decrease waste and duplication.

• Implemented Service Level Agreements process within Information Technology.
• Documented systems and developed a mid to long term roadmap that improved all Polk systems, receipt to delivery.
• Facilitated and authored Information Technology Strategic Plan.
• Developed Statement of Technical Direction Version 1 & 2.
• Sponsored and led organizational change efforts including Leadership Development that updated skill sets and improved performance.
• Led the technology component for both Detroit and New York auto shows.

Confidential Account Leader 1985 – Sept 1998

M.A.
B.A.