Executive Summary

In today’s highly competitive world, real-time secure accurate information on key performance indicators as well as detailed operating status is critical to the survival of any organization. Enterprises today are continuously trying to optimize and streamline business processes to remove any and all wasted activities. Innovations in integration technologies now enable seamless integration. Business Process Analysts are now capable of documenting the Business Processes without fearing constraints caused by hardware platforms and firewalls. Integration may take the form of Application to Application (A2A), Business to Business within the same organization (B2B), or Enterprise Application Integration (EAI) across several organizations.
Business Process Management (BPM) refers to both a concept and a technology (just like CRM). The concept provides goals, strategies, and objectives for improving particular operational processes, having significant impact on corporate performance. BPM technology automates and manages business processes by tracking and coordinating the flow of work and information across all human and system interactions.

Accurate information as opposed to simply \'data\' is critical to the success of an organization. The timeliness of this information as well as the context of this information is of equal importance. From Process Control systems to Collaborative Production Management (CPM) Systems and Enterprise Resource Planning systems (ERP), information needs to flow in and across the Enterprise, both in and across the value and supply chain.
In short, to remain competitive in today\'s global economy, organizations require the right information to be available to the right person in the right context at the right time. Achieving this real time enterprise solution model enables the decision makers at all levels of the organization to make better decisions, which will yield a competitive advantage and positively impact the overall profitability of the organization.

Background
I am a Senior Information Systems Collaboration Consultant and Program Manager in the industrial software and solutions marketplace with extensive experience in start-ups and Fortune 500 organizations. Innovator with proven ability to strategically support small technology businesses for dramatic growth. Creatively helps customers identify technology strategies to improve manufacturing operations. Motivating leader and team player with a successful track record of managing projects.
I possess years of Logistic Engineering, Operations, Project Management, Business and Information Systems Analyst and development experience (Full SDLC). I can direct, project manage and assist your organization in the Strategy formulation, Functional Requirements Definition, Development, testing and implementation of Enterprise Wide Solutions for you and your customers.

Professional Experience

Confidential,Abu Dhabi 2006 – Current

Program Manager for Confidential,for Europe, Middle East and Africa (EMEA) October 2008 to present.

The roles and responsibilities of this position are as follows:

• Actively program managing large advanced solutions programs of project work,
• Investigating the depth of specialist project management expertise in EMEA within existing projects groups,
• Identifying current failure modes,
• Reviewing GPM standards and applying to advanced solutions PM practices,
• Defining training plan for existing PM’s,
• Defining personnel profiles for PM talent and setting recruitment targets for each region within EMEA,
• Assisting HR groups to advertise, screen applicants, interview and recruit top PM talent,
• Preparing the PM disciplines for the expected STRAP project work,
• Developing a methodology for successful program management,
• Defining a program management standard for advanced solutions projects,
• Defining the value of continuing high-level connections with end-customer,
• Closely associating with Business Development Management personnel, to pursue ongoing customer contracts,
• Pro-actively seeking and leading project methodology improvements,
• Advising on training programs for developing Honeywell engineers,
• Training and mentoring of Project Managers in Advanced Solutions projects,
• Using negotiation skills to assist project team in managing technical and commercial scope with customer,
• Overseeing proposal preparation, man-hour estimates, and sales consulting presentations wrt Project and program manager and administration content.

Regional Manager Project Operations Confidential,April 2008 to September 2008

The Middle East operations leader role acts as the Operational focal point, responsible for planning, coordination and execution across the region. This position plays a key role in managing regional project management and engineering resources to drive customer satisfaction, growth and operational financial performance. This position reports directly to the Regional General Manager and is part of the Leadership Committee.

The Advanced Solutions Leader is responsible for managing the entire group of advanced solutions resources in the Middle East.

Program Manager for Confidential,Sept 2006 – July 2008

Responsible for overall Program management functions including People Management, resource management, project support, budget/cost management, sales support, Change & Risk Management, and reporting on all these functions for the project.
($15M project)

Responsible for:

• Liaison between Customer, Third Party and Honeywell resources.
• Manage Project scheduling and reporting.
• Managing of the project budget and cost control.
• Perform Customer Review and Acceptance Meetings of Design & Functional Specifications.
• Co-ordinate Site Visits between stakeholders.
• Review Deliverable documentation.
• Ensure resource availability.
• Time management, tracking and reporting of project members.
• Project Manage all the activities of Configuration, Development, Integration, Implementation, and interfacing.

Confidential,South Africa 2005 – 2006

Manager for Confidential,

To establish, manage and grow the Industrial Solutions department within BCX that can offer collaborative production management consulting capabilities related to, manufacturing, business and information system strategies and plans, with that of the domain specific consultative and solution delivery capabilities including definition, design configuration, implementation and support of that of a classic system integrator.
The scope of services includes the following levels:

• Collaborative Production Management (CPM), also known as MES.
• Supervisory Control & Data Acquisition (SCADA).
• Process / Plant Measurement & Control (PLC).
• Plant Network Optimisation.
• Manufacturing Information Systems Outsourcing.
• Plant Floor information systems strategies (Master Systems Planning).
• Definition of manufacturing information systems requirements and appropriate automation thereof. (User Requirements Specifications).
• Configuration, Development, Integration, Implementation, and interfacing.
• Post implementation support.
• Programme and Project management.

Program Manager for Confidential,

Program Manager Role was to establish and manage a Portfolio Management Office (PMO) at BHP Billiton client sites. This office must effectively manage and control all initiatives, projects and support efforts on the BHP account.
Also Project Managed 35 MES & IT projects across 11 different mines / assets within the Ingwe Coal Division.
Implementing the Prince 2 methodology and ensure business change and adoption to the methodology.

• Implemented Policy and Procedures.
• Implemented Prince 2 methodology at the PMO office.
• Performed Change Management function within the account to adopt the new Methodology.
• Liaise between Strategic Programme Office (SPO) and PMO on project execution.
• Manage and control project office budgets

Confidential,South Africa 2005 – 2005

Program Manager for Confidential,

Contract as Programme Manager to establish and manage a program office for all ABI Business Projects, Implementing the SAB Miller eXpress methodology and ensure business change and adoption to the methodology.
Manage staff in executing projects for the 18 business units within ABI, this involves all information systems projects in and across the supply and value chain, from ERP to Data warehouse and networks.

• Manage 15 Commercial of the shelf (COTS) software implementation projects.
• Consult to the business units with respect to Information and Business strategies.
• Established Programme office at ABI BIS.
• Implemented Policy and Procedures.
• Implemented SAB Miller eXpress methodology.
• Performed Change Management function within the BIS unit to adopt the new Methodology and service division of the Programme Office as standards.
• Liaise between SAB Miller and ABI on project execution.
• Manage and control project office budgets.
• Perform Vendor and Supplier negotiations and management.

Confidential,California USA 2002 – 2004

Collaborative Solutions Consultant, Enterprise Integration Strategy and Invensys Production Management.

MES Collaborative Solutions Consultant as part of a cross-functional strategic team chartered by the CEO to evolve Invensys to a solutions-based business model.
The team established a strategic plan to leverage, integrate, and scale the IMS business model into the Invensys enterprise.

• Drove extensive customer validation efforts with all Invensys divisions and clarified the value proposition for targeted segments and customers.
• Developed an interoperability prototype based on analysis of product, technology, and other organisational resources.
• Defined processes, methodologies, and organisational design to develop and bring solutions to market.
• Performed program management functions i.t.o the Strategy Programme.

Director Consulting, Invensys Manufacturing Solutions (IMS)

Directly reported to the Vice President of the Invensys Manufacturing Solutions (IMS) business unit of the Wonderware Group, which delivered global product development, sales, implementation, and support for technology products and services. The organization’s staff were located in the US and Canada.

• Increased revenue, with minimal investment and a reduction in overall headcount. Re-allocated resources from mature product feature development to revenue generating activities such as product extensions, applications development, and solutions implementation.
• Brought to bear Governance, Project Office and Sales & Marketing Channel for the IMS organization.
• Secured major new customer wins at Merck, Millennium Pharmaceutical, General Mills, Nestle, Rheem, Hydro-Quebec, and Osram Sylvania.
• Increased pipeline activity by over 100% through the development of a new sales model that leveraged multiple internal and external sales organizations.
• Performed Manufacturing Execution Systems (MES) consulting, definition implementation and support to various vertical segments and markets.
• Performed a Master Systems Planning (Information Systems) and User Requirements Definition (MES URS) for Hansen Transmissions in Belgium.

Confidential, 2001 – 2002

Operations Director and Shareholder of ICE (Integration Consulting Engineers).

Total customer account management for complex technical product manufacturers. Managed all activities in the MES Sales and System life cycle including: pre-sales meetings and demonstrations, Return on Investment (ROI) calculations, preparation and delivery of project proposals, project management, project specifications, project implementation, training/change management, and post implementation support for Scheduling, Manufacturing Execution Systems, and Real Time Business Integration solutions.

• Performed Master System Strategy Planning and Functional Specifications to develop, build and integrate a complete information system for the entire enterprise from ERP layer down to MES, integrated to the existing SCADA/ PLC’s for Anglovaal Mining (ASSMANG) and Associated Ore (ASSORE).
• Secured an outsourcing contract to become the Information Systems outsource partner for all Associated Manganese mines and smelters. (2 Smelters and 3 Mines).
• Project managed the implementation of Maximo 2nd Phase at Beeshoek Mine.
• Performed all regular business tasks that are part of a director’s portfolio.
• Developed my own Sales System Development Life Cycle (SSDLC) Methodology based on “Best of Breed” methodologies.
• Develop & Project Manage Training Strategy for BMS and MES Software Solutions.
• Performed MES Consulting, Drafting of User Requirements Specifications, Functional Design Documents, Vendor Selections etc.
• Develop Training Curriculum & Training Materials (Including Web Based training)
• Brought to bear Governance, Project Office and Sales & Marketing Channel for the organization.
• Project Manage Logistic Documentation Development.

Confidential,Program Manager / Business Consultant / Analyst.

Provided project proposals and quotations. Served customers in a consultant/project management mode offering a focus on Lean Manufacturing, and Continuous Improvement utilizing manufacturing best practices. Managed a development team in meeting the customer requirements on time and on budget.
Designed and executed software test plans and quality assurance programs. Provided on-site project implementation leadership and management.

Created user training and documentation on all software modules.
Conducted on-site user training where applicable.

• Associate Program Manager for the development of the Government Employees pension Fund (GEPF) a R100 Million software development program).
• Program Training Development Lead.
• Perform Program Management Duties.
• Customer Liaison Officer.
• Governance Creation and Control.
• Lead Customer Change Management contractor team.
• Plan, Lead & Perform Joint Application & Design (JAD) meetings.
• Perform Customer Review and Acceptance Meetings of Functional Specifications.
• Develop & Project Manage Training Strategy for Software Solutions.
• Develop Training Curriculum & Training Materials (Including Web Based training).
• Perform Manufacturing Execution Systems (MES) Consulting.
• Project Manage Logistic Documentation Development.

Confidential,South Africa, Jhb 1997 – 2001

Managed MES / ILS and information systems project and development activities in the division with relation to MES sales & implementation and Integration solutions, including: pre-sales meetings and demonstrations, Performed Return on Investment (ROI) studies and calculations.
Preparation and delivery of proposals, specifications, project implementation, training/change management, and post implementation support for Scheduling, Manufacturing Execution Systems, and Real Time Business Integration solutions.

Project Manager / MES Senior Consultant

• Project Managed the Logistic Development portion of the SAAF Air Picture Display System (R80 Million Program).
• Project managed the definition, development and implementation of the BACS Maintenance Information System for the SAAF (R12 Million Program).
• Project managed the definition, development and implementation of the LASS Maintenance Information System Development (R8 Million Program).
• Project managed the definition, development and implementation of the Air Space Control School Communication Simulator. (R3 Million Program).
• Consultant and assistant to the lead MES Specialist in full SDLC (Life Cycle) for the implementation of a plant wide MES for General Motors.
• Performed Business Improvement Consulting and Manufacturing Execution Systems (MES) User Requirements Specifications for Toyota Stamping Division, Body Shop, Paint Shop & Final Assembly.
• Performed MES Consulting at various clients.
• Performed MES Sales Support for clients in portfolio.

Confidential,South Africa 1981 – 1997

Corporal, Sergeant, Lieutenant and Captain in Confidential,numerous tasks throughout my 16 year Air Force Career, mostly focusing on Logistics Procurement & Supply Chain Strategies. (ILS), Military Information Systems Strategy (MISS), and Defense Systems Procurement Strategy (SSS & PSS).
Was stationed in Hoedspruit and Waterkloof for the majority of my career.
I received numerous medals and commendations throughout my military career.

• Performed Project Management of Maintenance Depot for Advanced Aircraft Systems.
• Performed Operational & Personnel Management of 3 Divisions, (60 Personnel).
• Fully understanding of DOD MILS STD,s and contract negotiating.
• Perform system engineering and procurement tasks such as Level of Repair Analysis (LORA) Integrated Logistics Support Plans (ILSP) FMECA’s etc on Advanced Military Defense Systems. According to DOD MIL STD’s.
• Acting Chief Technical Officer for 11 divisions (200 people).
• Military Information Systems Strategy (MLIS).
• Logistics Procurement & Supply Chain Strategies. (ILS)
• Defense Systems Procurement Strategy (SSS & PSS).
• Project Management of Maintenance Depot for Advanced Aircraft Systems
• Operational & Personnel Management (3 Divisions, 60 Personnel).
• Financial Management (3 Divisions, 60 Personnel).
• Perform Logistic Support Analysis (LSA). (DOD MIL STD).
• Maintenance Contract Negotiating & Support with Industries.
• Perform Level of Repair Analysis (LORA) on Advanced Military Defense Systems. (DOD MIL STD).
• Perform System Safety Programs (DOD MIL STD).
• Perform Reliability programs (DOD MIL STD).
• Failure Mode Effects and Criticality Analysis on Defense Systems (FMECA). (DOD MIL STD).
• Perform Air Defense Systems Logistics Designs. (DOD MIL STD).
• Contract Manage Defense Force Radar Systems. (DOD MIL STD).
• Ground Defense Systems, Information Systems Development. (DOD MIL STD).
• Manager of department that performs Maintenance on Battery Systems (Alkaline, Sealed, Nickel and Gates).
• Assist in the Design of the Air Force Depot’s Logistic Information Systems.
• Aid to Officer Commanding of 5 Air Depot (SAAF).

Education

• Masters in Project Management