SUMMARY

• Vice President with experience managing an operating budget of 16 million and a capital budget of 6 million. As an interim CIO, successfully reduced the IT operating expense by 12 , exceeding support level agreements with the business, and introducing change control methods to manage production application change.
• Strong strategic business and technology initiative background. Big 4 consulting background. Trained in methodology, process, delivery and change management. Structured and delivered multiple global business and system initiatives. Excel in the turnaround of large troubled projects. Initiatives ranged in budget and scale of up to 22 million across 30 countries with offshore development support.
• Designed and delivered infrastructures that reduced overall risk to the organization. These infrastructures were built to leverage virtualized hardware, reducing the overall hardware and power footprint. Experience with data center moves, disaster recovery design planning and execution, wide area network expansions and data backup and recovery.
• Solid supply chain and JD Edwards enterprise application expertise with deep knowledge of both the technology and the correlating business processes. Multiple successful enterprise implementations covering distribution, manufacturing process, discreet and outsourced , advanced supply chain planning, warehouse management, inventory control and financial modules.
• Deep experience with a wide range of applications. Background includes web technologies mobile applications, eCommerce, content management, portals , data marts and warehouses, data archiving and replication, product data management, CRM, call center switches and applications and tax engines.
• Production support experience includes establishment of ITIL compliant help desk systems and processes for tracking issues and requests. Establishing service level expectations with the IT team as well as the business. Organized QA testing and product code promotions into scheduled releases.
• Developed strategic IT plans for multiple Fortune 500 companies and start-up companies, incorporating both business and technology objectives. Technology objectives were based on hardware standardization, labor skill sets and rationalization of application functionality.
• Structured and led large development teams with a range of methodologies. Successfully augmented development efforts with offshore support, identifying how and when to leverage resources.
• Six Sigma trained and Board of Director member for local charity.

EXPERIENCE

Vice President of Information Technology

• Department head managing an IT staff of 47 over 5 locations. Responsible for stabilizing Oracle R12 Implementation which includes Oracle eBus, transportation management, advanced planning, demand planning, Oracle SOA and Siebel sales.
• Also responsible for organizing the department, establishing production support and quality management functions.

Confidential

Vice President of Information Technology

Head of the Information Technology department, managing a capital budget of 4 million and operating budget of 12 million. Responsibilities encompassed all aspects of IT to include helpdesk, network, server maintenance and backup, and application management. Introduced change control procedures and regular business reviews. Lead contract negotiations and managed vendor support agreements.

Key Initiatives:

• Oracle R12 upgrade Reimplementation from Oracle 11i to R12 for financials, order management, and inventory management. Prior to taking over this initiative, it had missed multiple targeted go-live dates. I confirmed scope, created a project plan, issues log, test plans, and successfully managed the effort through to go-live.
• Oracle Advanced Supply Chain Planning ASCP implementation Implemented ASCP to support the supply chain operations group.
• Oracle Warehouse Management System WMS Implemented WMS which phased out a legacy warehouse system, improved inventory management, added visibility of inventory lots to sales team and automated the manifest and shipping label processes.
• Continuity Strategy Structured a multi phased roll out strategy which concluded with key production systems hosted in a collocation facility with fail over to the in-house data center.
• Web Replatforming Strategy Legacy website was based on a heavily modified version of Oracle's 11i iStore. The structure of this site prevented the web marketing group from effectively managing the site without developer involvement and tied Murad to an older version of Java. The strategy was to replatform to Magento.
• Business Intelligence Implemented Oracle BI OBIEE to support and improve customer analysis and sales reporting. This initiative was delivered in 9 months on budget. This technology continues to evolve so I structured the remaining report and analysis requests on 6 week increments.
• Infrastructure expanded the WAN to support additional locations. Added amplifiers to improve network performance between remote locations and the data center.
• Production support established process for capturing and tracking issues and requests. Successfully used to communicate with the business on progress as well as track request volume, time required to close and foundation for knowledge repository. This information was also tied to root cause analysis and analyzed to see if proactive measures could be taken to prevent reoccurrences.

Confidential

Director of Information Technology

• Managed all capital projects as well as the business analyst group. Managed an operating budget of 16m and capital budget of 6m.
• Implemented and managed the program management office delivery function, including the introduction
• of project portfolio management, system and project change request management, formation of and
• executive steering committee and establishment of project financial controls and tracking. Established
• preferred vendor relationships, leveraging existing Arbonne resources with vendor support capabilities.

Key Initiatives:

• Oracle - Oracle implementation of Financials, Supply Chain, Process and Discrete manufacturing, WMS and ASCP.
• Production Support Implemented product issue/request tracking system. This was very effective at pulling the requests off of email and into a centralized system. This established a foundation to communicate back to the business on status as well as track requests that have been assigned to an IT resource, but have stagnated.
• Infastructure led the effort to expand the WAN to support remote locations as well as server consolidation and virtualization which significantly drove down ongoing operating expenses.
• Web Replatform Implementing Oracle's web stack coupled with Elasticpath for the commerce engine. A complex implementation with development resources in multiple locations.
• Data Archive Implemented Informatica/Applimation to support archiving Oracle eBusiness data, driving down the production database size 2.5 terabytes and reducing test environment storage size of the test environments while improving system performance.
• International - Implementation of Australian and UK offices. Projects required the rollout of the web and Oracle applications to support the countries' statutory and processing requirements.
• Data Warehousing Implemented Business Objects to support the data demands from multiple applications. A multi phased initiative that was started with an operational data store and grew to a data warehouse.
• Tax - Implemented Vertex to support all applications web store front, CRM and Oracle processing taxable transactions.
• Product Management - Agile implementation to support effective product lifecycle management.
• Disaster Recovery Defined strategy and in process of implementing the infrastructure supporting a dual data center approach with replication between key applications.

Confidential

Senior Manager

• Consistently ranked within the top 10 of national peer group. Candidate for Associate Partner based on history of successful program management, resource development and skills obtained. Responsibilities included building strategic relationships with vendors and suppliers, structuring successful teams, leading significant projects, and team mentorship. Organized and constructed multiple successful strategic initiatives, as follows:
• Led the effort to structure, launch and manage the implementation of JD Edwards enterprise wide financials and revenue reporting to support international operations. This effort included 13 territories with over 30 countries. The solution required heavy customization for revenue reporting as well as integration with a Demand Planning solution to track retail inventory. Structured a multi-national development and functional team in order to deliver this initiative.

Port of Portland

Reduced the IT and business overhead by eliminating multiple manually integrated applications with a single enterprise wide application. This initiative included the implementation of the JD Edwards full suite of financials, project, fund accounting, and property management applications supporting both the Airport and Port operations.

Confidential

• Led the initiative to assess and determine the business case for globally standardizing processes and applications. The underlying objective of this initiative was to improve the customer experience e.g. consistent and consolidated billing , as well as realize efficiencies by centralizing selected process into shared services.
• Implemented JD Edwards to support the newly merged organization of MWH ie Montgomery Watson with Harza

Confidential

Senior Manager - Global Services

• Responsibilities involved project management, strategic vendor alliance, knowledge management, and delivery team management. Mentored direct reports on career goals, identifying projects which enabled them to obtain the necessary experience and training to achieve career objectives. Key engagements as follows:

Fleetwood Enterprises

• Led initiatives for development of the 3 year IT strategy and a subsequent multi initiative systems selection, including enterprise ERP , customer relationship CRM , and advanced planning software.
• Implemented Sales and Operational Planning Process based on a Demand Planning solution Demantra , improving forecast accuracy for RV division and resulting in better dealer support.

Barth and Dreyfuss

• Implemented JD Edwards to support operations for 3 DC's and 1 corporate location. This included integration with a PKMS WMS solution to manage warehouse operations.