EXECUTIVE PROFILE

Accomplished and results oriented project manager with more than 25 years of experience in project, program and vendor management, IT strategy and governance, process improvement, ERP implementation and systems integration. Successfully led organizational change, managed enterprise programs, re-engineered processes and implemented enabling technologies that increased operational efficiency, improved customer service, increased margins, created competitive advantage and reduced costs.

AREAS OF EXPERTISE

PROJECT MANAGEMENT SOFTWARE

PROFESSIONAL EXPERIENCE

Confidential

Program Manager

• Collaborated with the program sponsor and steering committee members from Sales, Marketing and Customer Service to create a CRM Transformation Program. The objective of the program was to create a vision for the customer experience and a program roadmap to realize the vision.
• Planned, organized and led discovery sessions with the goal of creating a vision for the customer experience. Created an approach for conducting visioning sessions, prepared all session material, planned workshops and facilitated discovery sessions.
• Created a program roadmap to realize the business goals and opportunities identified during the discovery sessions. Program elements included process mapping, selection and implementation of Microsoft Dynamics, integration with SAP ERP and call center systems, content management and master data management.
• Collaborated with the program sponsor and steering committee members from Sales, Marketing and Customer Service to prioritize goals and opportunities. Identified quick wins and established a long term plan and roadmap of projects to meet business goals, deliver continuous improvement, and add value for the customer.
• Created and implemented a program governance framework to manage scope, schedule, budget, quality, communication, resources, milestones, risks and gateways.

Confidential

Project Manager

• Planned and initiated projects to implement Accumatica CRM and Financial Management Suite. The strategic objectives were to consolidate multiple financial systems and improve the quality and flow of information across the organization.
• Provided hands-on project management for a project to replace 9 instances of Great Plains Financial system with Accumatica's Financial Management Suite. Create the project plan which included the project charter, scope statement, WBS, and the quality, communications and risk management plans.
• Provided hands-on project management for a project to replace a homegrown sales management system with Accumatica CRM. In addition to managing deliverables and artifacts, other activities included documenting requirements, mapping current processes and creating new processes. The new processes improved the management of leads, opportunities, contacts and accounts and integrated sales order management with contract management. The new processes decreased the steps of managing lead generation through contract creation by 50 .
• Provided hands-on project management, process analysis and subject matter expertise for a process improvement project that replaced a homegrown messaging system with Accumatica Workflow. Mapped 35 processes related to managing new customer activation, deactivation and profile changes and worked with Sales, Finance, Customer Support and Operations to improve each process. The new processes resulted in decreasing tasks by 60 , decreasing resources needed to complete each process by 40 and reducing the number of systems to support each process by 40 .

Confidential

Project Manager

• Collaborated closely with the project sponsor and program manager to manage the Customer First CRM project designed to improve the customer journey. The strategic objectives were to build better relationships with customers, prospective customers and improve brand attraction and loyalty. The key enabler of this strategy was the implementation of an SAP CRM system designed to maintain a single view of the customer and support effective processes related to all customer interactions and analytics.
• Managed JaguarLandrover's Single View CRM project in North America. Managed project interdependencies between projects in the US and Canada. Additionally, managed project interdependencies between other global and local systems.
• Provided vendor and project management to integrate the systems of 27 external business partners with SAP CRM. Supported project managers with budgeting, resource management and establishing priorities. Identified common tasks and facilitated the coordination between project managers to optimize resources and minimize duplication of activities.
• Provided program support to the project delivery work streams by coordinating their delivery plans. Reviewed and approved change impact plans, production service level agreements and the training, operational readiness and risk mitigation plans.
• Provided program support to the project quality work streams by coordinating their testing plans. Reviewed and approved quality standards, UAT entry and exit criteria and the defect classification, reporting and re-testing processes.
• Managed stakeholders expectations, facilitated scope definition, issue resolution, risk mitigation, conflict resolution and change management. Drove project team and steering committee to make timely decisions in order to deliver the project on schedule and within budget.
• Managed program deliverables, processes and artifacts ensuring adherence to the global PMO's governance structure.
• Confidential

Project Manager

• Joined the agency after a multi-year development effort failed to deliver the desired value. After an unsuccessful systems integration test the goal was to restore confidence within the user community and senior management. Managed a project to perform a requirements gap analysis and risk assessment. After analyzing the system that was developed using SharePoint, created a plan to achieve the desired business process improvements, financial objectives and public service improvements.
• Performed a thorough evaluation of the system and the results of the systems integration test. Compared system functionality with the requirements traceability matrix and created a quality management plan to address missing requirements and defects.
• Coordinated project managers from the testing, delivery and release management work streams. Additionally, reviewed and approved end-to-end UAT scenarios created using previously developed process flow diagrams and the requirements traceability matrix. The testing plan included quality standards, UAT exit criteria and defect reporting processes. Led the user community in executing test scripts and managed the tracking of defects.
• Facilitated communications, provided clarity within the scope definition, identified and managed risks, performed conflict management and managed stakeholder expectations. Additionally, drove management and the systems integrator to make timely decisions.
• Performed a change impact assessment and created a plan to prepare stakeholders for the decommissioning of the legacy system and the transition to the new system and processes.

Confidential

CTO/Manager of Strategic Projects

• Initial efforts focused on realizing the goals of a recent SAP implementation in the US by re-engineering major processes and reconfiguring SAP modules. After achieving strategic goals in the US, implemented SAP across all international locations, designed and built a new data center and supported the company's expansion by relocating the corporate office to a larger location.
• Established and managed a governance structure to ensure all projects were strategically aligned and appropriately prioritized. Managed the PMO to ensure that all project guidelines and standards were followed and projects were coordinated. Created a Center of Excellence and introduced COE Process Leads to formal project management methodologies.
• Performed a thorough evaluation of the current SAP configuration and processes and benchmarked them against SAP best practices. Resulting projects greatly improved operations and significantly reduced costs. Inventory control was improved through SKU rationalization and selling based on unit of measure rather than embedding unit of measure within the item number. Back orders and inventory carrying costs were reduced through the implementation of an A, B, C purchasing model. Order entry errors were reduced as a result of streamlining the order entry screens and adding appropriate edits throughout the process.
• After successfully implementing SAP domestically, managed the implementation of SAP across international locations beginning in Canada resulting in financial and operational visibility and the standardization of corporate processes globally. Management of key functions such as Finance, Procurement, Warehouse Management, Inventory Control, Sales Marketing and Customer Service was consolidated under a single global management team.
• Managed the implementation of a business continuity plan that provided full redundancy of the phones, call center and SAP across all locations in the event of a power, hardware or communication outage. The plan required a shadow data center to be built at one of the company's distribution centers. The technical architecture was based on NetApp for VMware running on an IBM Blade Center.
• Managed a program and related projects to improve customer-facing processes. Tracked success through the measurement of KPI's such as first call resolution, call time, hold time, complaints and returns. The program's projects included the development of a new corporate web site, the implementation of a new VOIP phone system and Call Center and the implementation of Salesforce.com and its integration with SAP and the call center. As a result, phone calls were reduced by 50 and call handling was reduced from an average of 2.5 minutes to 45 seconds without adding additional personnel. Longest wait times were reduced from more than 10 minutes to less than 3 minutes.
• Created a center of excellence for a new product line. The COE was enabled by a combination of training, technology and re-engineering all customer service processes from different departments and combining them into a single streamlined customer service process. Defined KPI's related to sales, customer satisfaction and quality to measure successes of the COE. These metrics were benchmarked against general customer service metrics and consistently measured higher customer satisfaction results.
• Managed the implementation of a new cross selling and up selling process in Customer Service and Inside Sales to fully leverage the depth and breadth of the product line and minimize the impact of stock outages. This program increased the sales of finished goods and accessories and provided a process to sell overstock and discontinued items. Tracked success through the measurement of KPI's such as open back orders, average order size and accessories sold.
• Managed the implementation of a new Peace of Mind marketing and sales campaign to provide a labor component to a warranty policy. Created an additional White Glove delivery service that provided delivery and in-home setup of products. The program included the outsourcing of the repair service and a dedicated freight carrier for the in-home setup. This program enabled the company to compete in the electronic commerce space.
• Designed and managed the implementation of a new process for stocking and shipping spare parts based on the criticality of the part to the finished good item. Used SAP material groups to separate critical and non critical parts. Created a customer service, purchasing and shipping process to ship critical parts within 24 hours and enabled it using Salesforce.com Case Management. Worked closely with Marketing and Sales to create a Total Confidence marketing campaign. The result was improved customer satisfaction and confidence in the company's ability to stand behind its products.
• Improved EDI efficiency by designing and implementing an automated error handling process for price and unit of measure discrepancies, inventory availability and shipping exceptions. The result was full automation of more than 20,000 orders a month that were previously reviewed by customer service agents and manually released.

Confidential

Vice President, Information Technology Office

• Developed a plan to harmonize all local policies, standards and processes needed to execute the global business plan. The scope of the transformation included the budget process, IT governance process, business continuity, vendor management, policy creation, IT audit process and restructuring a team of 200 decentralized IT professionals.
• Worked with the IT Office to develop an IT strategy, the cornerstone being the consolidation of more than 40 ERP systems and seven data centers. ERP standardization was critical to process enable several significant initiatives in the business strategy, including centralized shared service centers, standardizing newly reorganized vertical lines of business and improving the global Financial Close and Consolidation process.
• Managed the implementation of a new document management system to support the manufacturing of medical devices for the Life Sciences business. The system was built using Documentum to manage the manufacturing process, change management, 21 CFR Part 11 and compliance issues.
• Managed a project to improve the visibility of key performance indicators as a result of a global SAP ERP implementation, data warehouse and executive dashboard. The executive dashboard became the primary reporting tool for the leaders of the vertical and geographic lines of business.
• Designed, implemented and directed an IT governance process. Created a steering committee and application center of excellence to oversee hundreds of IT projects, a 40 million general IT budget and 10 million IT capital budget. This resulted in the creation of key performance indicators and the strategic alignment and prioritization of IT projects.
• Designed a new process and managed the technical implementation of automated pricing disciplines within Pall's CRM application. Created reporting tools to benchmark sales history against contracts resulting in significant margin improvements.
• Managed the periodic renegotiation of global telecommunications contracts including the WAN and mobile devices. On average, each contract negotiation saved more than 3 million over the three year contract term amounting to a 52 savings.
• Managed the IT related projects for a global cost cutting program that resulted in 60 million in savings. The server consolidation project delivered 400,000 in savings by reducing global servers from 615 to 450.
• Created policies and procedures for the company's first Information Security Program. The program included security awareness training, an incident response process, data classification initiatives, testing and compliance.
• Managed the implementation of IT general controls for Sarbanes-Oxley compliance resulting in 3 consecutive years with no material weaknesses or significant deficiencies. IT general controls were also designed to comply with FDA, HIPAA and other regulatory requirements.
• Managed the implementation of a global service desk in multiple languages enabling a common ITIL based process. In addition to improving service levels the project reduced the global service desk staff from 90 to 65 with the majority of the reductions in the highest cost countries.
• Managed costs and projects with extraordinary discipline allowing the company to grow significantly without increasing IT spending.

Confidential

Manager

• Manager in the Technology, Assessment Planning Practice. The practice specialized in Strategic Planning, Mergers and Acquisitions, IT Leadership Services, ERP Implementation, Custom Software Development, Data Warehousing and Business Continuity Planning. Led sales efforts and managed projects contributing to the growth and profitability of the practice.
• Managed an IT assessment project that was part of a larger Supply Chain project at Pall Corporation. The results demonstrated the low value contribution of Information Technology as well as the inefficiencies due to the lack of IT leadership from the Corporate Office. This project resulted in the creation of the Office of The CIO and created an intense desire to gain competitive advantage from the IT function.
• Developed a partnership with Concur Technologies to make KPMG Consulting Concur's premiere integrator. New partnership resulted in 2 million in new business from the sale and implementation of Concur's Expense Management software at Harvard University, Credit Suisse/First Boston and SCC Communications.
• Relied on by the firm's partnership to build the practice by aggressively recruiting and mentoring new personnel. Skillful recruiting and tireless mentoring resulted in a 0 turnover rate within the practice over a five year period in comparison to the firm's overall turnover rate of 50 .
• Managed the full life cycle development from project initiation to close for a custom laboratory information management system LIMS for the cancer lab IMPATH Inc. The Microsoft Visual Basic application running on an Oracle database tracked specimens throughout the clinical process. The new system replaced a manual process resulting in reduced errors during specimen handling and automated final reports for doctors and hospitals.
• Introduced, mentored and trained Cablevision Systems in Nassau County, NY on Client Server design techniques. The engagement included training on PowerBuilder, the Oracle database management system and mentoring a team of developers that were responsible for introducing this new technology to the organization.
• Managed the full life cycle development from project initiation to close for a FileNet imaging system for the Pension Services department at Green Point Bank . The project replaced a manual process resulting in improved customer service and efficiencies from the point of sale at each branch to the back end process in the Pension office.