SUMMARY:

• As a Senior Executive Project Manager and Consultant, Marc brings over 25 years of business/financial experience and over 25 years’ experience in performing enterprise application implementation projects. His specialization is in implementation of large Enterprise Resource Planning (ERP) software solutions within the healthcare industry with a concentration in working with the Infor Software solutions. He has served in roles as Client Services Executive, Enterprise Project Director, Engagement Manager, Project Manager, Senior Applications Consultant, Business Analyst, Trainer, Technical Writer and Public Accountant/Auditor. He is a multi - certified, results-oriented business professional with extensive hands-on system implementation, business process and accounting experience in working on projects throughout the country. He has an exceptional eye for detail, oral and written communication skills, and has a proven success record in taking over the project management of troubled or high-risk projects.

TECHNICAL SKILLS

• Project Management Infor CloudSuite v10/v11/Xi Healthcare
• Business Process Design Change Management/Communications User Support
• Project Management Office (PMO) Data Conversions Technical Training
• Program Management Process Reengineering System Administration
• Technical Sales Support Technical Troubleshooting Technical Writing
• Business Administration Specification Development Budgeting
• Strategic Planning Financial Analysis System Implementations
• Engagement Management Professional Services Accounting

PROFESSIONAL EXPERIENCE:

Senior Project Manager/Infor Consultant

Confidential, Austin, Texas

• Sr. Project Manager for a large state government in the southwestern U.S. acting as the state’s (i.e. Infor customer’s) project manager overseeing a professional services firm performing an upgrade from the state’s Infor S3 version 9.x installation to the Infor hybrid CloudSuite Global Human Resources and Payroll applications. This was/is a very troubled project with it already having failed once in 2017 due to a lack of proper engagement by the professional services firm. The client brought Marc into the project in 2018 to restart the project and attempt to get it completed using the same professional services firm that had failed in 2017. When project started again in 2018 there were immediately issues with the performance of the professional services firm whom did not properly scope and staff the project that they signed up for in a fixed fee contract. After experiencing an amazing number of performance issues, discrepancies in message and direction from the professional services firm, Marc was able to bring the project to a halt, again, due to lack of performance and contractual issues by the professional services firm. The state is currently reassessing their go forward strategy with respect to completing this project.

Senior Project Manager/Infor Consultant

Confidential, Cumming, Georgia

• Sr. Project Manager for a large children’s hospital in the midwestern U.S. implementing Infor’s new CloudSuite Version 11/Xi Financials and Supply Chain Management (FSM), Human Capital Management (HCM) and Lawson System Foundation (LSF) Payroll Version 10 in a “Hybrid” configuration. The client had originally decided to implement these Infor solutions “on premise” but after Infor made a mistake in the server specifications the project was put on hold. During this hold period, Marc approach the Vice President of Finance and the CIO asking them to revisit the idea of going to “the Cloud” for these solutions rather than implementing them on premise based upon information Marc had gathered from Infor and based upon my personal assessment of the client’s IT support competencies, staffing and aptitude for this kind of a change in their ERP solution. The client performed research on the security and requirements of moving to the Cloud for this solution and, ultimately, decided to implement the FSM solutions in a Multi-Tenant Cloud environment in a Hybrid configuration with the HCM and Payroll applications being run in a Single Tenant Cloud environment.
• Sr. Project Manager for a large university health system in the eastern U.S. engaged to perform the Planning Phase to rollout the existing Infor implementation infrastructure to a newly acquired hospital. That hospital would be moving into a new facility at the same time this Infor solution would go live for this facility. This was the first time this organization had done a rollout of their Infor solution to a newly acquired facility and required extensive education on the methodology to perform these since their original Lawson implementation had occurred many years ago. There were a number of challenges in planning this project including the differences in cultures of the organization and the fact that they were using two different Group Purchasing Organizations (GPOs). The planning was successfully completed and transitioned to another project manager to complete so that Marc could be moved to work on the Infor CloudSuite v11/Xi project described above.
• Sr. Infor Consultant for a hospital in the northwestern U.S. brought in to perform an assessment of how the client was using their Infor solution that was being provisioned by a larger, unrelated healthcare system. Discovered the implementation and training from the organization providing the Infor solution had been done very poorly and the day-to-day support being provided by that organization was deficient on multiple fronts. Brought in Financials and Supply Chain consultants to provide proper training to the client’s Infor user population and to provide optimization ideas to the extent they could be implemented within the restrictions from the larger organization. Ultimately, the client decided to part company with this larger organization and perform an Infor CloudSuite implementation of their own. The implementation services provider is currently being selected by this client.
• Sr. Infor Financials Consultant/Sr. Project Manager for a large restaurant franchiser in the southeastern U.S. brought in to repair and optimize a very poorly done implementation of Infor’s v10 Financial Management applications. Provided day-to-day support to the client to get them through their first several monthly accounting closes. Also provided many required ad hoc solutions that had not been delivered during the initial implementation and improvements on the way they were using the system as well as delivering basic training on how to properly use the system. Additionally, brought in another Financials consultant to do an “in place” General Ledger conversion due to the very poor design of the GL and Accounting Unit structures. This conversion was successfully completed followed by the development of Report Writer reports that replaced hundreds of reports that were being done in spreadsheets saving the client thousands of hours a year. Marc implemented daily Cash Ledger reconciliation processes that used BAI data interfaces from the client’s banks and credit card vendors so that the bank accounts could quickly on a daily basis. Prior to this solution, it was taking one accountant three weeks to reconcile the main bank account which took ~120 hours a month. After the new solution was rolled out, the client now spends only 5 hours a month, in total, reconciling these accounts daily.
• Sr. Project Manager for a large healthcare system in the northwestern U.S. rolling out its Infor v9 Human Capital and Payroll solution to a regionally large healthcare system in southeastern Washington state. This was the first rollout from this healthcare system to a secular healthcare organization that was not owned by the client. It required that the regional healthcare system maintain its branding in all Infor applications in order to preserve the organization’s culture and well-known brand recognition in the region. This created new challenges not encountered by this client in performing previous Infor rollouts but was successfully delivered on time and on budget with almost zero go live issues.
• Sr. Project Manager for a large healthcare system in the northwestern U.S. rolling out its Infor v9 Human Capital and Payroll solution to a Seattle, WA-based healthcare operation running 11 healthcare centers in that region specializing in care for U.S. veterans and others. This project provided specific IT networking/security challenges as the healthcare centers accessed U.S. Department of Defense networks that could not have data intermingled or accessed with the network/security infrastructure being implemented by the client to provision the Infor solution. These challenges were, eventually, all addressed and the project went live on time and on budget with few issues.
• Sr. Project Manager/Sr. Infor Consultant tasked with bringing live a new “greenfield” hospital in central Texas for a large nationally-based healthcare organization on Infor CloudSuite v10. This implementation provided a unique opportunity to open a brand new, world-class hospital that was built with ancillary collocated facilities around it designed to fully engage the Affordable Care Act’s (ACA) Accountable Care Organization (ACO) provisions for community health accountability. Additionally, since this was the first Infor/Lawson implementation for this client, the project charter mandated that the totally new Infor/Lawson build model be done so in a manner to support this model being rolled out to the rest of the organization. The project went live on time and on budget even while having to address the nuances and challenges of opening a totally new hospital. Following go live, Marc replaced the incumbent implementation services provider with Financial/Supply Chain consultants that Marc knew, and we performed remedial cleanup/completion of the implementation where the previous services provider had done a poor implementation or just did not complete the implementation tasks as required. Ultimately, we left this client in a good position in having the system built out appropriately and their being self-sufficient in proper day-to-day usage of their Infor solutions.

Competency Manager/Principal Consultant

Confidential

• Sr. Project Manager for a large nationally-based Catholic healthcare organization to rollout their standardized Infor/Lawson model to 12 of their “critical access” hospitals in North Dakota and Minnesota. Over the course of ~18 months, we successfully implemented all of these facilities which marked a critical milestone for organization in completely implementing all of their healthcare facilities as originally planned almost 10 years prior.
• Project Director for a $32M full Infor/Lawson Software implementation at a large healthcare system in the midwestern U.S. The initial phase included implementation of Financial Management, Human Capital Management, Payroll, Supply Chain Management, Employee Self-Service, Manager Self-Service, Requisition Self-Service and Process Flow applications to 3 large hospitals. The implementation of these 3 hospitals was successfully completed at the end of 2011.
• Sr. Project Manager for a major Human Capital and Payroll ERP system roll out for a large healthcare client in the northwest U.S. The extended team for this project was comprised of over 100 resources implementing the solution over the course of 18 months ( ) and bringing 13 new facilities and nearly 12,000 employees on to the client's standardized Infor/Lawson HR and Payroll applications. This was the second largest roll out of this solution ever attempted by this client and, by their own account, the most successful with veritably no significant issues encountered during the 3-phased go live periods which included implementation for the largest hospital in the state of Washington. Due to the national financial crisis, the client cut $5 million out of the project budget in late 2008 and yet our project team still delivered the project on time and more than $1 million under budget.
• Sr. Project Manager engaged to integrate a newly acquired hospital on the client’s full suite of ERP applications (Financials Management, Supply Chain Management, Human Capital and Payroll) on the day of acquisition\closing. This was the first time the client organization had grown through a purchase transaction from a 3rd party and required that our project team take on an unprecedented 60-day implementation timeline. The project was successfully delivered on time with veritably no issues to the accolades of the regional and system wide executive management teams. The roll out model developed for this high visibility project serves as the standard for all such future implementations for this client and was successfully utilized again in 2009.
• Sr. Project Manager engaged to do an “in place” Lawson financial chart of accounts (COA) conversion for a large healthcare system in the northwest U.S.. This engagement was quite challenging given the size of the organization and the need to determine every part of the Lawson build across all 3 major suites of their Lawson applications (Financials, Supply Chain, Human Resources) and all 6 semi-autonomous client regions. The project required extensive analysis, testing and planning of how the open Lawson transactions would be converted and assessing the impact on how those updates would affect financial reporting and other “downstream” transactional processes. The entire project was executed close to midnight on New Year’s Eve 2007 with very few issues following the go live. It is the only “in place” Lawson chart of accounts conversions I’ve ever heard of for an organization of this size and complexity.
• Sr. Project Manager engaged for a re-implementation of Lawson Human Capital and Payroll applications for the client's corporate executives and information services employees. From a technical standpoint, this implementation proved very challenging due to the peculiarities of doing Lawson-to-Lawson conversions and the technical nuances that are germane only to such a re-implementation. In this role, my team painfully “blazed the trail” in uncovering the unusual issues around these conversions and in proposing and marketing viable solutions to the other client regions undergoing similar re-implementations which proved invaluable to their go lives. We also worked extensively with the client’s system administration team to develop sound configuration management strategies and practices for handling the multiple concurrent Lawson implementation projects that were working on separate timelines and technologies. We were the only client regional implementation team to go live early, under budget and with, veritably, no defects or significant other issues in our conversions. Marc won the CSC Making a Difference Award in Fiscal Year 2007 for this project. Also, successfully executed a variety of other ERP projects including application optimizations, user security analyses and ERP project assessments for this same client.

Senior Project Manager/Lawson Consultant

Confidential, Long Beach, California

• Joined FCG as a Project Manager/Lawson Consultant within their growing Lawson ERP practice. Helped restructure project management and control on two projects and completed an installation as 8.0.3 Financials project lead on a large health system implementation in Albuquerque, NM whose corporate headquarters are in Nashville, TN. My responsibilities included managing a variety of corporate client, target company client, 3rd party contractor, 3rd party consultant and FCG resources to insure the on time, smooth implementation of the Lawson Financials modules for the largest health system ever acquired by our corporate client. My team was the only team on this project that hit the originally scheduled go live date with virtually no problems. Part of my responsibilities were to make recommendations to improve our client’s implementation “enterprise model” that served as their rapid deployment methodology for rolling out infrastructure to new acquisitions.
• Led several Financials and Procurement suite “fix it” projects for this client to rectify installation problems caused by the consulting firm we replaced. Served as program manager overseeing five project teams involving close to 100 people at a large academic healthcare institution in New England the purpose of which is to deploy integrated enterprise resource planning applications as well as a surgery management system. The project was considerably challenging given the culture of the client operating environment and the disparate systems that would need to be manually interfaced to meet critical enterprise reporting requirements. Also served as senior project manager for this same client’s project management office (PMO). During my tenure in this role, Marc successfully managed a portfolio of ancillary healthcare application IT projects related to patient care as well as back office infrastructure related IT projects. Marc further contributed significantly to this PMO by introducing new tools and ideas on how to improve the existing tools and templates being used within the group. Marc further assisted with Capability Maturity Model Integration (CMMI) initiative within the client organization. Marc won the Quality, Reliability and Service (QRS) Award in 2005 for these projects.

Senior Engagement Manager

Confidential, Austin, Texas

• Employed as contract senior engagement manager orchestrating implementation of Hire.com’s Hire Enterprise ASP hosted solutions for Fortune 500 companies. Ran multiple engagements leveraging the Hire.com’s project management methodology and online implementation tool set that Marc assisted the Hire.com Professional Services team in implementing and refining.