PROFESSIONAL EXPERIENCE

Confidential, San Francisco, CA

Change Management Consultant

Responsibilities:

• Perform change management assessments to confirm readiness for complex projects; follow - up consulting services.
• Develop project management plans, change management strategies, and made recommendations on how to manage projects resulting in significant organizational change.
• Assess organizational components likely impacted by a changes and the degree of impact; authored reports.
• Provide follow-up recommendations on previous project work.

Confidential

Change Management Consultant

Responsibilities:

• The Alpha Financials project was initiated to migrate the University from its existing legacy financial system, managed by UCLA, to Oracle Financials Cloud.
• The project sought to implement the modern capabilities of Oracle’s ERP system while standardizing business processes and designing the system solely for Confidential ’s needs.
• Lead the Communications & Stakeholder Engagement as well as the Business Readiness work streams for the project, setting the standards for identifying stakeholders, engaging with them, and preparing to train and move people from the old systems and processes to the new one.
• Performed Change Management Assessments of the stakeholders impacted by the change, determining which areas required special focus and attention from all work streams. Identified a key project challenge: the shift from a nascent University that needed to think on its feet to get things up and running, to a mature one requiring a more measured approach to managing its finances including the standardization and documentation of business processes.
• Produced pro forma for estimating training content creation needs and the resources to hire in order to successfully train the 300+ people impacted by the change.
• Developed workflows for managing project-level communications, including brand standards (look and feel of communications), approval and review process, and how to in corporate larger change management goals into communications.
• Created overall strategy for managing the Business Readiness and Communications & Stakeholder Engagement work streams from project inception through Hypercare periods. instituted process for identifying stakeholders and then mining data on them for segmenting them into like groups and determining their unique communication needs as well as how to sell the project’s benefits and minimize resistance to its goals.
• Organized materials on change management framework so that findings and lessons learned could be applied to other Finance & Administration Division projects over time.

Confidential, Seattle, WA

Organizational Change Management (OCM) Lead

Responsibilities:

• Lead all Change Management, Training, and Communications strategy and PM activities for DESCA Project, addressing risks and challenges from an organization unfamiliar with change. Traveled to impacted locations.
• Instituted project management plan for managing all change impacts, stakeholder engagement and resistance, and creating change agent network. Designed and implemented training content creation, review and approval process.
• Developed project success metrics framework, to address implementation success, training efficacy, and the ability to track employee sentiment on an ongoing basis.
• Analyzed results and employee perceptions from past SAP change projects; formulated strategy to mitigate risks.
• Organized training materials development structure to ensure that short-term training goals could be met while allowing for reuse as work instructions for future compliance needs.
• Implemented communications plan that managed project-focused communications to internal business units and external customers and partners. Authored articles on Change Management and Training for newsletters; drafted messaging for President in periodic project newsletter; created project intranet page.
• Created training schedule including site, equipment, trainer, and trainee planning for RMAS project.

Confidential, San Francisco, CA

Change Management Consultant

Responsibilities:

• Pilot project with 27 participating non-profit organizations seeking to achieve financial funding independence and to expand community impact. The project sought to reinvent business operations, financial reporting, marketing strategy, and business planning functions as well as a suite of supporting software tools.
• Within an Agile framework, generated project infrastructure for UAT testing and release management of Salesforce.com system. Stood up the project Helpdesk, designing the ticketing logic and routing framework, instituting support work processes and knowledge improvement plans for staff, and onboarded resources.
• Moved organizations from manual and undefined processes using legacy info systems to operating their businesses using Salesforce.com, and utilizing operational performance data to guide business strategy. Met budgetary/schedule goals for deployment of Salesforce.com instances and standing up the Support structure that supported user adoption.
• Evaluated participants’ readiness for technology adoption and the use of KPIs for managing their businesses.
• Developed and executed release plan for 23 Salesforce instances. Ensured pre-deployment steps were completed timely and accurately. Authored deployment guide and implemented process for managing ongoing release activities.
• Identified insufficient buy-in from participants’ individual finance teams as an inhibitor to achieving performance management learning goals. This resulted in changes to the structure of future project phases.
• Instituted systems for tracking organizations’ website performance and plan for responding to service interruptions.
• Authored training and development plans for performance management, including: webinars, knowledgebase articles, and group/individual training programs. Implemented continuous learning process for support team.
• Provided input on project success measures for technology adoption and performance management; delivered reports to the cohort and project-wide meetings and to senior executives.

Confidential, Dallas, TX

Internal Change Consultant

Responsibilities:

• Project Description: Transition the management of M&Es from the development team to the internal operations team.
• Experience Summary: Generated /executed a project plan for transitioning M&E requests from IT to the internal team, including assessing resource impacts and governance for implementing requested changes.
• Result: Authored/Implemented procedures requiring no additional headcount or support/guidance disbanding dev. team.
• Interviewed key players on the functional team to determine their roles, responsibilities, and experience with the custom system and its maintenance and enhancements needs; assessed communication and decision making norms.
• Developed documentation for the ticketing system to be used for recording and routing M&E requests.

Confidential

Change Project Manager

Responsibilities:

• Ensure interfaces associated with SAP projects go live without service interruptions.
• Researched interfaces affected by this SAP project, assessing risk impacts and coordinating mitigation efforts with project management team. Managed individual project plans for 40+ identified interfaces.
• At project cutover, neither the new SAP changes nor the identified interfaces experienced service interruptions. Documented streamlined list of contacts and activities for future phase interface impacts.
• Identified over 100 interfaces/systems with potential impacts to the project; determined which systems were impacted and the scope of expected mediation efforts. Engaged with business units throughout the organization
• Negotiated memos of understanding to coordinate development activity and project budget for affected interfaces.
• Analyzed project risks and activities sequencing; made recommendations to project team and departmental management on how to coordinate and sequence interface activities.
• Coordinated and led implementation and cutover activities for affected interfaces, all successfully.

Project Manager

Confidential

Responsibilities:

• Roll out a new release management process approved by the PMO to two of three IT divisions, promoting the quality improvements it offered and training PM’s, developers, and operations staff on it.
• Led release management activities on multiple projects, executing them with developers and Ops.
• Effectively prepped teammates for release tasks, minimizing deployment error related service interruptions. Participated in four-fold expansion of Deployment Leads during tenure, all of whom were contractors billed to projects.
• Led project release activities for: database upgrades, networking infrastructure, ERP systems, case management, and HR learning management systems. Assessed risks to process adoptions and provided response recommendations.
• Trained team members and key stakeholders on the process, and how to create release documentation that could be used and understood by parties not related to the project team (i.e. after project sunset).
• Provided feedback to the PMO leadership on release management challenges encountered, made recommendations.

Confidential

Process Design Analyst

Responsibilities:

• Reduce risks of Sarbanes-Oxley (SOx) compliance and financial reporting errors in financial modeling applications built within MS Excel, incorporating them into the SOx-XL access control and event logging system.
• Executed project plan for complete overhaul of on-boarding process for identified groups and their MS Excel-based modeling applications to being incorporated into the SOx-XL system; mitigated implementation risks.
• Implemented process improvements that reduced on-boarding time of identified people and their financial models by more than 50%. The change was completed without service interruptions and reduced on-boarding errors/delays.
• Performed “Value Engineering” assessment of the Excel application on-boarding process eliminating more than half the steps while not sacrificing compliance needs. Resulted in on-boarding time reduction of 3+ weeks to one.
• Analyzed support team efficacy based on team member and end-user feedback as well as support ticketing history. Authored training materials, including a “Quick Start Guide” to help on-board new users of the tool.
• Managed communications to impacted user groups for onboarding and ongoing management of this function.