IT Manager, CIO, and Implementation Manager Resume

PROFESSIONAL EXPERIENCE

Confidential

IT Manager, CIO, and Implementation Manager

Responsibilities:

Strategic Corporate Project - Successfully implemented a sizeable ERP system upgrade, installing JD Edwards. The implementation upgraded a system that formerly used outdated technology on an AS400 DB2. Migrated from DB2 World package, to E1 GUI. Upgraded all Microsoft servers to accept the new technology. Successfully implemented JD Edwards modules and managed outside consultants where needed. Led user training across all departments, for this drastic system change. Championed setting up segregation of duties (CNC) required in accounting department between AR, AP, and GL. Proposed phase two changes to improve manufacturing accounting processes.
Worked closely with the Finance department to resolve month end close issues that existed, drilled into reporting analytics, proposed key changes to reporting so monthly scorecards with key indicators could be reviewed for trends.
Successfully overhauled multiple systems in the company, at three locations. This included wireless applications, LAN phone systems, virtualization of servers and shared systems storage, routers, critical processes, etc. Incorporated VMware Virtual servers, VEEAM high availability, and server performance monitoring.
Successfully introduced a stepped capital investment and ROI program, to revamp the entire system in planned steps.
Successfully merged my knowledge of ERP systems and Finance, to introduce a process to accurately track R&D costs incurred, for proper financial reporting.
Revamped IT vendor relationships, consultants, and processes within the department, to better support the growing needs of a forward looking company.
Introduced annual budgets and variance to plan analysis. Subsequent projects were consistently brought forward to the CFO and owners, with ROI data and project scope detail, to assist Finance team in making the best strategic decision.
Introduced Lean Six Sigma Manufacturing Concepts to functional departments. Daily projects and progress are tracked on visible Lean boards, resulting in increased throughput and efficiency.

Confidential

Global ERP Implementation Lead

Responsibilities:

Finance subject matter expert on JD Edwards standard costing and manufacturing accounting modules, as well as the use of Oracle Business Intelligence tools for reporting and analysis.
Key operations lead on troubleshooting system concerns
Worked with corporate implementation team to upgrade our JD Edwards ERP system from 8.12 to 9.1
Worked on implementing JD Edwards and corporate financial reporting in a new manufacturing facility in India
Assists / consults with current system issues that impact that impact the finance dashboard reporting and key metrics.
Mentors on development of process documentation or training methods
Very knowledgeable of interdependency of other JD Edwards interactive modules on corporate financials: Shop Floor, General Ledger, Accounts Receivable, Accounts Payable, Job Costing, Fixed Assets, Procurement, etc.

Confidential

Global Lean Financial Analyst

Responsibilities:

Continued to have the same responsibilities as below, but added the set-up, reporting, and monthly analysis of manufacturing sites in Europe, Korea, China, and Singapore. Prepared annual budgets and standard costs. Created overhead rates based on country specific labor details. Responsible for monthly reports to Executive committee on operating costs and variances from the annual forecast plan.
Responsibility to Executive committee was elevated as the corporation implemented a strategic plan to move specific business lines from Ada to Asia. Responsible for identifying all risks and impacts during the transitions.
Responsible for mentoring and training full-time staff, interns, and contract employees, in manufacturing operations, budgets, capital expenditures, make-buys, standard costing and pricing, and various IT interfaces.
Implemented Vendor Managed Inventory programs, significantly reducing warehouse costs. The reduction in costs from one year mitigated the $300K increase in overhead costs the following year, so the budget remained flat.

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