SUMMARY
Senior HR/Organizational Change professional with 15 plus years of Domestic and International IT management experience within the public and private sectors specifically related to Project Management and Business Process Improvement (Big 5). Professional skills include project delivery with Project management, Change Management, HR Management/ Shared Services Development, ERP Application development (SAP, Oracle & PeopleSoft), Business Process Management plus Business intelligence/analytics experience.

• Performance Management
• Change Management Strategy Development
• Business Process Management (Six-Sigma)
• ERP Strategy Mapping
• Business Intelligence
• Project Management
• Risk Management and Mitigation
• Talent ( Planning, Capacity, Recruiting, Training, Succession and Performance)
• Enablement Strategy Development
• Business Analytics (Cognos)

PROFESSIONAL EXPERIENCE

Confidential,Dallas, TX 2010 – present
Sr. Global Manager – Project Management/Organizational Transformation

• Managed the PMO and facilitated the design origination of a newly developed and re-engineered IT and business process transformations. Utilized Six-Sigma’s DMAIC approach along with the INCOSE engineering strategy to define, align and develop cross functional operational business processes. Duties as seen below:

BPM

• Conducted Problem Discovery
• Defined Solution Definition and Conducted Validation
• Feasibility Analysis or Business Case
• Developed Current State Measurement and Evaluation Process
• Developed Cause and Effect Relationship Analysis
• Developed post process prototypes using conditioned behavior and methods such as: Poka Yoke, Lean Kaizen

Change Management

• Developing the Change Case
• Developing the Change Strategy and Vision
• Developing the Communication Strategy
• Developing the End User Enablement Strategy (Training)
• Developing the Super User Sustainment Strategy
• Change Impact Analysis

The total avg. budgets for a program of this magnitude were $ 850k – 1 Million. The average size of the workforce was at least 13k and the initial savings is projected to be around $ 900k – $3.7 million over 3 year period in process waste.

Clients included:

• Maple Leaf Foods
• Molson Brewing
• General Motors Corp

Confidential,Baltimore, MD 2008 – 2010

Sr. Principal– Organizational Strategy and Change

• Project Managed and designed the new shared service center acting as a Senior BPM Director for the second largest community college district in California (4 campuses)implementing PeopleSoft 8.3 HR and Oracle Business Intelligence 8.3. My team consisted of 9 global project managers and 4 simultaneous projects. My primary focus was to orchestrate the re-engineering of the current business process model of Peralta Community College district’s Human Resource, Student Administration and Finance department. My deliverables shown below:
• Developed an Organizational Readiness Framework by drafting a comprehensive strategy map that consisted of a Financial Perspective, a Customer Perspective, an Internal Perspective and a Growth Perspective.
• Developed a core process decomposition model that provided a granular view of the current department based operation processes and task.
• Project Governance and Strategy
• Stakeholder Alignment and Engagement Management
• Organizational Design
• Business Modeling
• Enterprise and function design
• Organizational Governance
• Organizational Alignment
• HR Policy and Process Alignment
• End User Enablement

The total engagement cost to the client was $ 6 million dollars and the size of the population affected was 20,000 and 4 multi-geographical campuses.

Clients included:

• California Community College District (Oakland)

Confidential,Chicago, IL 2006 – 2008
Senior Director/Project Manager - Organizational Transformation(Contractor-BearingPoint)

• Project managed and developed the Shared Service Org. design multi location ERP transformation initiative of the largest food chains in the United States. The initiative consisted of measuring the current state operational efficiency and performance as well as developing a clear vision of how the future state organization has to operate based on industry standards and functionality of the newly implemented ERP SCP system the program consisted of 4 different global initiatives, Shared Service Development, ERP SCP Implementation and Transitional Enablement Strategies. My deliverables were as follows:
• Project Management
• RFI Development
• Project Governance Strategy
• Organizational Design
• Business Process Modeling
• Enterprise and function design
• Organizational Governance
• Service Level Agreement Development
• Risk Management and Mitigation Development
• Organizational Change Strategy and End User Development Strategy Development

The entire initiative saved the company $ 891K annually. Managed (6) global project managers. The budget was $2.4 million

Clients included:

• Undisclosed – Consumer Goods

Confidential,Saint Louis- Atlanta Georgia, MO 2005 – 2006
Sr. Global Project Manager

• Program managed a project team of (6) project manager practioners on multi-geographical product roll-out in 6 different locations (4 initiatives) for the largest wireless telecommunication merger in the U.S. The budget was $ 1.2 million and the duration of the project was a year. The duties consisted of:
• PMO development
• Developing the Project Governance Strategy and execution
• Resource management (6)
• Risk Management
• Service Level Agreement Management
• Procurement Management
• Budgetary management
• Relationship management
• Organizational Change Strategy
• Developing the Change Strategy and Vision
• Developing the Communication Strategy
• Developing the End User Enablement Strategy (Training)
• Developing the Super User Sustainment Strategy
• Change Impact Analysis

The project was successful in rolling out the new ERP solution and launching the new shared services centers in all of designated global sites.

Clients included:

• Sprint/Nextel

Confidential, Dallas, TX and Saint Louis, MO 1999 -2002
Senior Global Consulting Manager – Project Manager

• Program managed the SAP scoping and roll-out strategy of the one of the largest Canadian brewing company’s. The roll-out consisted of capturing and assessing the current business processes and procedures, The development and training of the resources on the upgraded process, the development of the backend Oracle database and the stakeholder alignment in regards to the new management systems and there re-engineered business processes:
• Project Management
• Developing the Project Governance Strategy and execution
• Resource management
• Risk Management
• Service Level Agreement Management
• Procurement Management
• Budgetary management
• Business process Management (Operations)

Clients included:

• LaBatt Brewing
• Cingular Wireless

The entire initiative saved the company $ 2.7 million. Managed (6) project managers and 4 project initiatives.

Confidential,Chadsford PA, 1997 -1998
Educational Services Consultant

• Worked on the Deloitte educational services team within the center for excellence. I prepared specific business process learning documents directly related to SAP business processes and Deloitte’s industry print tool. I also developed learning material for new hire consultants and external clients:
• Learning Development
• Utilized “Live Model” to work with manager on curriculum development
• Assisted with the development of ES documentation
• Developed SAP draft course outlines in conjunction with the “Fast Track Methodology”
• Utilized ADT toolkit to create the actual end user courses.
• Conducted quality material via review teams

Clients included:

• State Farm
• Internal Consulting Deloitte

Confidential,Saint Louis Mo, 1995 -1997
Director Workforce Connections (Department of Labor)

• Managed the U.S. Department of Labor’s RFP, RFI and external vendor relationships in regards to various grant and labor based aid to the largest county within Missouri. The department consisted of 3 geographical sites and 16 FTE administrative personnel. I reported directly to the county executive and the governor (Mayor):
• Labor Relations
• Worked with corporate unions on hiring practices, forthcoming trends and seed programs
• Developed new job initiatives and readiness programs for the dislocated and under-served populations
• Managed the external vendor program procurement processes
• Managed the internal U.S. government RFP processes
• Managed the performance of 15 FTE’s Professional officers annually
• Worked extensively with the U.S. DOL on national initiatives

Clients included:

• Saint Louis County (Budget Responsibility $3,000,000.00)

EDUCATION AND TECHNICAL SKILLS

Master of Arts – Public Administration / Human Development
Bachelor of Arts