Summary

• Experienced, versatile, senior management leader with a high EQ and strong background in systems and business management. Industry acumen includes consumer products manufacturing with a focus on supply chain management and manufacturing execution, United States Department of Defense, retail, and transportation. A recognized specialist with significant experience in leadership and management roles pertaining to ERP strategy, ERP implementation/program management, Business Architecture, Quality Assurance, Organizational Change Management, and application sustainment operations. Hands on experiences include Business process reengineering, business operations analysis, system cutover and deployment, financial operations, general business operations, supply chain management SCM and supplier relationship management SRM . Experienced with AGILE, Waterfall, Spiral, RAPID, and various other methodologies for system development and life cycle management SDLC .
• Strong program/project management and relationship management skills
• Skilled at leading multiple business solutions teams in multiple locations and driven for results.
• Viewed by peers and subordinates as a leader, strategist, teacher, team player, and an individual that will do what is right.
• Actively integrate employee mentoring, coaching, evaluation, career planning and development, with business process and industry education.

WORK EXPERIENCE:

Confidential

PMO LEad

Department of Energy, PMO lead for the iManage initiative. Lead a diverse team consisting of 5 different companies that provided a range of services that include strategic systems/applications architectural planning and support financial management and audit assistance and assurance enterprise risk management support and consultative direction organizational assessment and change management and lean six sigma process improvements. Also included in his responsibilities is creation of the vision and approach to move the DOE applications toward a shared service model in the future thereby providing the capabilities for the department to realize significant cost savings related to enterprise application utilization.

PMO activities included:

1. Facilitation of client discussions related to business process improvements and applicable software configuration options.

2. Expectation management and communication with all levels of the organization from staff to C-Level

3. Change management recommendations, facilitation, and implementation

4. Creation and communication of project and program budgetary needs and reconciliation with the budget officer 5. Contract and relationship management with the 5 consulting service providers Accenture, Ernst Young, Edgewater Federal Services, eGlobal Tech, and CRI Advantage on the CTA Contract Teaming Agreement . 6. Facilitation of discussions and interactions with the client related to application architecture and infrastructure architecture and management for current and future state objectives and optimization. 7. Increase account revenue from less than 1 million in 2011 to over 8 million in 2014

Confidential

President

Confidential providing consulting services for business operations, process management, and systems and software applications. Services include executive strategy session facilitation, software selection advisement and support, complex program management, process and application consulting, and implementation support.

Confidential

Providing analysis and review of enterprise level activities related to 4 primary programs that are in various stages of system development life cycles. Reviews include deployment schedule analysis and deployment alternative analysis for the Global Combat Support System GCSS-Army training and deployment lessons learned of the General Funds Enterprise Business System GFEBS solution, and design review of the Integrated Personnel and Pay System Army IPPS-A . Also provide risk management analysis information and mitigation action pertaining to various programs and activities.

Confidential

• Provided strategic application and technical architectural support for the Industrial Base Modernization - Manufacturing Execution System IBM-MES Program Management Office PMO of the US Army Logistics Modernization Program LMP . Support activities for manufacturing execution and distribution included strategic application process and technical design, application deployment recommendation, review/advisement of application hosting capabilities within various Army hosting facilities, business requirements management/advisement, review/management of the project Integrated Master Schedule IMS , risk management review/advisement, change management recommendations, and deployment and sustainment recommendations and management. Provided recommendations to the Army Material Command AMC and the Lead Army Integration Systems Office LAISO management team members related to data exchange requirements between the Automated Information Technology AIT and MES programs.
• Supported to the AIT Program with technical application architect and business process assessment and recommendations the AMC and LMP program management offices. Directed discussions with LMP leadership and the AMC management team related to schedule attainability, risk management, and interface process management to and from the LMP application. Provided assessment and advisement support to the program management team meeting at the Tobyhanna Army Depot April 2010 discussing process management and corrective schedule actions.

Confidential

• Confidential is a FDA regulated manufacturer and distributor of wound care products, splinting and casing products, and compression garments for various medical applications. Sales were approximately one billion dollars globally. Roughly 70 of all items were manufactured in the Americas and distributed globally via various ERP applications that are interfaced to support advanced planning optimization, manufacturing, and multiple analytical reporting requirements for sales and distribution reporting at the global and local market levels.
• Responsibilities included oversight, management, and delivery of IT services applications and infrastructure for the Americas North, Central, and South supporting procurement/supply chain processes, manufacturing processes, and sales and distribution processes. Corporate interaction focused on relationships with VPs and Directors in Finance, Sales and Marketing, Distribution and Warehousing, and Operations. Strategic responsibilities/initiatives include input and execution of Global ERP development and deployment coordination between US and German Centers of Excellence. Other duties include support and management of outsourced Global Infrastructure Service Management conceptualization, vendor source selection, and service delivery modeling for service delivery for Global support . Examples of specific tasks include:
• Program Management Lead all aspects of PMO management and Executive Steering Committee Member of the SAP ECC6.0 template implementation in the Americas. This was a 16 month program utilizing a base business template created in Europe supporting Germany, Italy, the United Kingdom, Belgium, and other countries. Template modifications for the Americas implementation consisted of order to cash processes, procure to pay processes, and reporting. Resource utilization consisted of delivery of application training to retool the legacy application staff in the Charlotte offices, experienced application resources in the Hamburg Germany offices, and third party consulting resources for implementation service provision.
• Operated in a matrix reporting environment to VP IT Hamburg, and VP Finance Americas direct reporting staff of 20 application and infrastructure resources.
• Interaction, advisement, and status reporting to the Senior Executive Global Management Committee as well as the United States management team related to business process and technical management issues
• Annual budget planning and management capital and operational
• Business case development and user requirements advisement
• Process management execution and advisement
• Legacy system management and field support management
• International travel to various sites, as needed approximately 40

Confidential

• Employed in the Public Services division tasked with providing business process and technical application consulting services for the Department of Defense and the Defense Logistics Agency DLA . The DLA modernized their business systems moving from custom developed legacy software to Commercial off-the-Shelf applications with a global footprint. DLA operations consist of global sales volume of approximately 28 Billion distributed over 8 product lines and 4 million skus to all branches of the United States Armed Forces as well as selected foreign Government's military operations.
• Corporate responsibilities included business case development, proposal generation, and proposal delivery to prospective customer's executive teams, project planning, project management, P L management, and delivery including acceptance and signoff. Assess client organizational impact, systems/applications baseline, and change management requirements as related to planned project phases and deployment schedule.
• Client responsibilities included working directly with the Business Systems Modernization Program Management Team providing advisement related to strategic system direction, decision support, and deployment advisement in a politically diverse climate. Titled as Senior Program Manager / BearingPoint Solution Architectural Representative technical and application for the Independent Verification Validation IV V function of the Defense Logistics Agency DLA Business Systems Modernization initiative. This initiative was a 5 year 700 million program, contracted to several service providers, focusing on replacing custom developed legacy systems with commercial software SAP, Manugistics, and AMS PD2 configured and integrated to provide order fulfillment, procurement, demand planning and distribution, and financial functionality. The IV V team was responsible for reviewing and providing consulting services related to system integrator's recommendations, configuration, and modifications of custom development related to the program and project life cycle activities and integration with other agency's and applications.

Prior Assignments

• Performed software assessment of current IS landscape/systems capability and developed a business case to support an ERP selection and application strategy for the next 2 to 5 years for a 2.2 Billion CPG company. End result was a Best of Breed solution including Oracle, Red Prairie, Terra Data, and various COTS and organic applications.
• Performed an impact assessment of a cost management system, at a 1.7 billion telecom company, including financial reporting, inventory reduction, and customer service management.
• Responsible for management and delivery of a SAP materials management and production planning design project for a manufacturer of nuclear power plant automation systems on time and under budget .
• Turned Around an ERP design project that experienced staffing and functional design problems, resulting in the delivery of a series of design documents functional and technical delivered ahead of schedule.
• Team Leader responsible for transitioning SAP Application resources to Oracle Application resources within the Cleveland office.
• Reporting: Number of direct and indirect reports ranging from 6 25 BearingPoint and contract employees.

Confidential

ERP Implementation Project, Application Analyst, IT Division

• Largest manufacturer of faucets and plumbing products in North America - over 900 million of annual sales and international manufacturing and distribution capabilities. The SAP ERP Implementation Project 36 million project budget focused on process reengineering and replacement of legacy systems across all aspects of the organization.
• Functional leadership member of the ERP implementation team that include functionality for SD Sales/Distribution , MM Materials Management , FI Finance , CO Cost Controlling , PP Production Planning , WM Warehouse Management in a manufacturing environment
• Responsibilities included facilitation and management of technical and process resources for configuration, integration, and rollout of SAP in 5 US facilities and 1 Canadian facility 4 rollouts during a 3-year period
• Designed and implemented financial functionality Payables, Receivables, General Ledger, Fixed Asset management
• Advised on the creation, content, and deployment of on-line and printed training materials
• Designed technical interfaces and conversions coached the technical staff on program debugging facilitated management reporting needs assessment within all modules recommended solutions to meet SAP functionality needs
• Upgrade experience initiated from 31H to 46B to 46C
• Reporting: Reported directly to the DVP of BPR. Direct reports numbered 4 6 individuals with additional contractor support ranging from 3 6 individuals

Confidential

Project Manager / Senior Business Analyst, IS Financial Systems

• Third largest retailer of office supplies, office equipment, and office electronics in the Unites States with international locations, sales surpassed 4.2 Billion for over 1000 locations.
• Managed concurrent projects in addition to interaction and coordination of communication between management, technical staff, and users of financial systems.
• Functional system redesign and analytical processes of the freight payment system annual payments of 100 million and direction of users and consultants on proper evaluative procedures and methodology. The result of the changes in the freight payment system decreased the company's write-offs by 2 million annually.
• Designed reporting and evaluation system used for generating billing of coupon and rebate income 500k project budget .
• Key individual in the implementation and user specified modification of Lawson Financial Software utilizing proprietary tables combined with an Oracle database project budget of approx. 2 million .
• Quality assurance and system/program testing of all program modifications and developed system interfaces.
• Reporting: Reported directly to Department Manager and DVP of MIS.
• A/P Audit and Support Supervisor
• Assured proper vendor payments according to invoice and purchase order terms Decreased lost cash discounts by 90 within first two months Implemented data entry backlog controls and productivity measures. Managed department mail distribution and record retention Converted approximately 5 million pages from print to microfiche, yielding annual savings of approximately 100,000.
• Reporting: Supervised and evaluated a staff of 35 direct reports.

Confidential

Accounts Receivable Manager, Finance Division

• Prescription pharmaceutical, grocery, and dry goods retailer with 311 U.S. locations, annual sales totaled over 2.1 Billion. Locations were predominantly east of the Mississippi River.
• Responsible for the post bankruptcy petition billing/collection of cooperative advertising and volume rebate income programs 150 million annually . Decreased billing/collection cycle from 17 weeks to 6 weeks after quarterly close. Developed and administered merchandise return and damage programs. Increased billing accuracy and collection rates from 75 to 95 in 5 months. Installed AccPac Accounting Program as core receivables management system.
• Reporting: Supervised and evaluated a staff of 12 direct reports.
• 1 Special Projects Manager, Finance Division
• Cash Management: Managed 351 million line of credit monitored check releases, available line of credit, and cash requirements based on forecasting models created weekly cash flow projections float cash on hand reporting and analysis.
• Inventory Control: Managed 35 50 million of weekly purchases over 17 departmental categories program development, budget definition, purchase authorization of general and seasonal inventory requirements preparation and development of inventory purchase, sell through trends and turn analysis redevelopment and deployment of the Phar-Mor Open-To-Buy inventory control/purchasing system gross profit analysis department and/or sku . Redeveloped and deployed Open-To-Buy inventory system decreasing weekly inventory values by 1-3 million dollars based upon 600 million inventory value.
• MIS: Scanning database audit and application software evaluation.
• Reporting: Reported to CFO and Controller
• Vendor Relations Manage, Finance Division
• Managed concurrent multi-million dollar negotiations/settlements through interaction with CFOs and Credit Managers within vendor community predominantly Fortune 500 companies . Claims were related to payment terms, product returns negotiations, and shipping discrepancies.
• Reporting: Supervised and evaluated a staff of 10 direct reports