Project Manager Quality Assurance

BETH SCHROEDER, MBA, PMP

**** ********** **. 765-***-****

Lafayette, IN 47909 ***@****.***

PROFILE

Highly versatile Business Transformation Leader with a proven record of leading teams that support strategic

initiatives and produce results:

Collaborative and intuitive leadership style

Skilled in driving strategy realization through partnering with Executive Leadership

Inquisitive nature with a strong grasp of the integration points between functional areas

Accomplished in building high performance teams and stakeholder partnerships

Skilled in:

Strategy Development & Execution Project Management (PMP certified) Financial & Cost Analysis

Process Analysis, Design & Improvement Facilitation & Communications Change Management

PROFESSIONAL EXPERIENCE

HOWARD UNIVERSITY, HEALTH SCIENCES, Washington DC 5/11 – Present

Executive Director of Strategic Deployment and Business Transformation

Project manager for a $4.5M project to in source Faculty Practice Plan practice operations which included

scope definition, project plan creation & management, and communications plan development & execution

Lead software selection/contract negotiations and IT consulting firm proposal/selection that resulted in a

40% reduction in costs and meeting project budget requirements

Developed & presented a 2 day seminar for Health Sciences Executive Leadership on the Goal Deployment

Process (GDP), a structured process for driving strategy realization and leading organizations through change

Formulated a business plan for the College of Dentistry Faculty Practice Plan including a comprehensive

financial and cash flow analysis, NPV and ROI calculations, organizational alignment, and market strategy

Improved of Dental Clinic revenue 21% through implementing enhancements to the axiUm practice

management system, collection practices, and revenue recognition procedures

PURDUE UNIVERSITY, Rosen Center for Advanced Computing, W. Lafayette, IN 7/09 – 4/11

Project Director, HUBzero™ (web based collaboration and simulation tool computing software)

Created the $3.5M budget and a long term financial plan for the HUBzero™ IT platform including

breakeven analysis, pricing and costing assumptions, hardware requisites, and resource requirements

Developed a comprehensive Transfer Pricing Costing Model to support the long term sustainability of

HUBzero™ and secured approval from University Costing Office on the revised increased rate structure

Assessed organizational structure for its ability to meet Hub growth and Hub User needs and established

the Hub Liaison position to facilitate marketing and service delivery to Hub Users

Coordinated annual HUBbub conference for 150 users including securing venue, speakers, and agenda

CST/BERGER (A division of The Stanley Works until sold 7/2008 to Robert Bosch Tool Corp), W. Lafayette, IN 5/05 – 6/09

Director, Business Transformation 1/08 – 6/09

IT Leader for the division’s divestiture including due diligence activities to ensure a timely transition

Lead the 170 system users of the division through a change of leadership and significant IT system changes

which included aligning staff with re designed business processes that supported new SAP structure

Project Manager for the IT integration into Bosch which included leading a 5 member team for the

infrastructure migration from Stanley and a 24 member team for a SAP implementation (FI, CO, SD, MM, PP,

WM, HR). Met aggressive timelines of 5 months (network migration) and 7 months (SAP implementation)

Lead 2 Value Stream Mapping and 2 Standard Work Kaizen events in 3 months to support sale of division

which included departmental re alignments, workflow enhancements, and increased employee satisfaction

Project Manager for a new product launch that rolled out on time and 10% below budget

BETH SCHROEDER PAGE TWO

CST/BERGER, W. Lafayette, IN (Continued) 5/05 – 6/09

Group IT Leader 5/05 – 12/07

Managed staff of 5 in workstation, network, telecom, and ERP system (Macola) support for 170 users

Developed and managed IT budget of $1.7M including negotiating and monitoring all vendor contracts

Created an IT strategy supporting the division’s aggressive goal to double revenue within 2 years

through assessing the system landscape, IT staffing, business requirements, and end user capabilities

Re engineered IT physical inventory processes which reduced production system downtime by 2 days,

enabling the business unit to meet a $1 million critical product demand

Designed and implemented Sarbanes Oxley IT procedures resulting in an improved audit opinion of

satisfactory, the highest possible, and an increased awareness of SOX requirements across the division

ELI LILLY AND COMPANY, Indianapolis, IN 11/02 – 6/04

Business Integrator Financial/Managerial Reporting, Global Business Integration SAP Project

Created business requirements and facilitated with overseas developers the creation of AR and Financial

reports to address country specific financial reporting standards and facilitate

Lead a project that reduced the medicine returns and claims processing time from 35 days to 5 days which

included analysis of business scenarios and legacy systems/SAP process and interface re design

PwC CONSULTING, PricewaterhouseCoopers LLP, Chicago, IL 1/98 – 9/02

Principal Consultant/Manager, Consumer and Industrial Products ERP Practice 7/99 – 9/02

Project Manager for the 40 member SAP BW and ABAP teams for Eli Lilly and Company’s PMO

- Lead teams through two IT life cycles for US roll out which included development of resource

requirements, WBS, project monitoring, cutover planning, budgeting, and project closure

Project Manager of a 3 member team converting Fixed Assets to German GAAP for AGA Gas Company

Lead a 4 member Finance Team on a SAP HR implementation for Marathon Oil Corporation

- Determined Financial linkages with HR, developed WBS, cutover plan, budgeting, and issue resolution

Lead a 5 member Team to implement SAP’s SD and AR modules for Goodyear Tire & Rubber Company

- Developed scope, WBS, communication strategy, issue resolution process, budgeting, and cutover plan

Consultant, Consumer and Industrial Products ERP Practice 1/98 – 6/99

Analyzed, designed and configured SAP COPA, SPL, PCA, and CCA at Goodyear Tire & Rubber Co.

Re engineered management reporting to reflect a channel rather than a product view of the business

GREAT LAKES CHEMICAL, W. Lafayette, IN 9/96 – 12/97

Senior Auditor

Lead a 5 member team for developing SAP system and process controls that minimized corporate risk

Conducted Quality Assurance Reviews of the SAP implementation, analyzed progress against project

objectives, and presented findings to Project Leadership and Executive Steering Committee

Lead financial and operational audit teams in the United States, Belgium, and England

WHIRLPOOL CORPORATION, Benton Harbor, MI 10/94 – 9/96

In Charge Auditor, Senior Auditor

Supervised teams of two to eight members performing operational and financial audits of Manufacturing,

Marketing and HR at locations in the United States, Italy, Singapore, and Argentina

AIR PRODUCTS AND CHEMICALS, INC, Allentown, PA 7/91 – 9/94

Financial Analyst, Epoxy Additives $58 million Division

Created a comprehensive, multi currency analysis and reporting Access database to streamline actual,

budget, and strategic plan preparation that reduced monthly analysis effort from 10 days to 4 hours

CERTIFICATIONS AND EDUCATION

MS Management (MBA), Krannert Grad School, Purdue Univ, 1991; BS Economics, Purdue Univ, 1988

PMP, Certified Project Management Professional, 2007; ITIL Foundations, IT Infrastructure Library, 2013

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