Sales Project Manager

Gary Coffman P.O. Box ******

The Woodlands, Texas 77393

E: ****.*******@**********.***

M: 832-***-****

OBJECTIVE

Find opportunities to leverage my skill and experience, deliver valuable services, and make a

positive difference in the business processes of clients I serve.

WORK EXPERIENCE

C4 Business Solutions LLC - March, 2009 to Present (The Woodlands, TX)

Private SAP solutions consulting company specializing in tax and cross-process business

solution development.

Role: Business Solutions Consultant, Owner

• Consulted in the Business Transformation of an Aerospace and Defense sector client to

enhance competiveness and streamlined processes under a common SAP enterprise

platform. (2009-2010) Trained consultants and customer teams in the process of Business

Process Modeling and the use of ARIS Software, developed modeling standards, developed

methodology for creating models, led modeling workshops working with customer and

consulting personnel, created and delivered end-to-end SAP-process-enabled business

models for over 130 business processes adapted to the customer’s environment, published

models to the ARIS Business Publisher, managed user security, created custom reports and

synchronized models with SAP Solution Manager. Models are being used as a centerpiece

for user training, testing, and will set the stage for ongoing improvements in the sustainment

phase.

• Delivered a transaction tax process evaluation for $5B national retailer (2010). This involved

reviewing existing SAP processes, creating cross-process models across the logistics and

finance processes, documenting pain points, and summarization of process improvement

opportunities.

• Delivered a blueprint and detailed design of SAP ECC 6.0 using the Vertex bolt-on for a $2B

national retailer (2010). Provided designs for rapid implementation of Vertex O-Series in a

retail environment.

• Vertex O-Series 6 US and Canada sales and use tax solution with SAP ECC 6.0 and CRM

7.0 for a $2.5B medical device company (2011). The process involved complex integration

aspects across multiple platforms, custom use tax accrual solution for lease and demo

assets, custom user exits on both the ABAP and java platform, and heavy involvement in

testing of solutions using HPQC tools to meet Good Manufacturing Practices requirements.

SAP America, Inc. - August, 1998 to March, 2009 (Houston, TX)

The global leader in Enterprise Software headquartered in Walldorf, Germany. 2008 Revenues:

$8.5B 2009 Employees: ~48,500: Scope: Over 82,000 software installations in over 90 countries

Roles: Senior Consultant, Project Manager

• Delivered leading-edge business and software consulting services to over 50 SAP customers

of varying complexity across various industry sectors on domestic and global projects. The

industries included: aerospace and defense (aviation, military, military contractors),

chemicals, high-tech, manufacturing, pharmaceuticals, oil and gas, and services.

• Led a number of projects or teams (SAP, customer, and partner) and performed as individual

contributor in a mix of business, project management, business management, functional, and

technical consulting roles.

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• Developed trusted relationships with customers, partners, and others in the SAP network at

all management levels.

• Developed in-depth expertise in the area of enterprise software solutions including: core

enterprise processes, implementation methodology, software development, project

management, solution lifecycle management, and business intelligence, and business

process modeling.

• Skilled and experienced in many tools across the SAP suite (and with partner tools) including:

ABAP development, Business Intelligence, Enterprise Portal, core ERP, Solution Manager,

ARIS, HP Quality Center, Taxware, and Vertex (series Q and O) toolsets.

• SAP certified as a Solutions Consultant in Managing End-to-End Solution Operations (July,

2008) and Business Intelligence (August, 2005).

• Served as go-to consulting resource, designing and implementing transaction tax solutions

for sales, use and VAT taxes on customer and internal SAP projects including a number of full

lifecycle projects. Provided project management, design, implementation, and post go-live

support to SAP projects leveraging SAP systems with either Vertex or Taxware. Heavy

involvement in automation of use taxes. Served as a North America resource to user

acceptance testing of SAP tax products with the development organization in SAP AG. Also

taught the class for the SAP Tax Interface both to internal consultants and to customers.

Ernst & Young, LLP – August, 1997 – July, 1998 (Houston, TX)

One of world’s largest professional service firms providing expertise in Accounting, Tax, and

Business headquartered in London with U.S headquarters in New York, NY. 1997 revenues:

$9.1B Number of Employees: ~82,000 Scope: Employees in 132 countries

Role: Manager in the Management Consulting Practice

• Provided business and software configuration / development expertise in the delivery of SAP-

enabled enterprise tax solutions.

• Managed teams in thought leadership, crafting and delivery of automated tax solutions to

meet compliance and low operational impact objectives.

• Collaborated in cross-functional teams to provide a quality leading-edge operational solution

for the sales, procurement, production, project, and finance functions to provide automatic

use tax determination at the transactional level.

Lyondell Petrochemical Company – May, 1989 – August, 1997 (Houston, TX)

A U.S. petroleum refiner and producer of commodity chemicals and polymers. Annual revenues:

> $3B Number of Employees: ~3,000

Roles: Tax, Trade and Systems Management

• Served as a design team lead for an SAP “big-bang” implementation.

• Managed tax systems and tax local area network – designed key systems for managing

audits and compliance processes.

• Managed tax, customs, and international trade compliance.

• Managed and performed special projects in U.S. federal / state income, excise, sales, use

and environmental tax matters. Covered all aspects of issues in these areas including

legislative, research, planning, compliance, audits, system and administrative appeals

processes.

• Managed audits and led special projects such as the IRS Large Case Audit program. With

the help of my team I turned a $53M tax assessment related to hedging into an overall refund

situation, heading a team of lawyers, accountants, and systems personnel.

Gary Coffman

• Developed an “aggressive defense” state tax strategy to lower tax costs on purchases

through internal refund audit projections which were often unnoticed by auditors.

• Proactively managed tax planning and costs on a $1B refinery expansion in partnership with

key business areas producing $30M savings to the company from the plan -- building a

“matrix” tax planning process that provided the framework for automated use tax

determination and cost management. This process was later commercialized by a staff

member involved in the effort.

• Participated in lobbying efforts thru leadership in American Petroleum Institute national

industry committees, one of which worked closely with U.S. Customs to implement Foreign

Trade Zone regulations relating to refineries.

Mapco, Inc. – November, 1984 – May, 1989 (Tulsa, OK)

U.S. energy company with holdings in coal, gas, oil, refining, and retail. 1989 Revenues: $1.8B

Number of employees: ~6,400

Roles: Tax and Systems Management

• Managed the excise tax function including research, compliance, audits, and coordination of

state tax litigation efforts.

• Supported the corporate planning function in due-diligence reviews for acquisitions by the

coal and gasoline retail marketing areas.

• Worked with external counsel to manage state audits and litigation efforts, setting new legal

precedents in certain states. Leveraged database skills to develop a range of positive

settlement options for years of backlogged tax litigation – which resulted in favorable

settlements with the State of Kentucky.

• Personally demonstrated to management the utility of automated tax processes by my own

investments in equipment, software, and work products – which, once demonstrated, were

invested in and used by the company. This resulted in a more automated tax return

preparation processes in 40+ states.

• Developed a strategy to reduce ongoing Superfund tax expense on the company’s Alaskan

refinery that resulted in credits for taxes on crude returned to the Alaska Pipeline – which was

enacted as part of the Federal Superfund Tax law.

• Obtained significant Federal “Black Lung Tax” refunds on the weight of “excess moisture”

accumulated in coal at the time of shipment based on engineering principles argued in state

court holdings on the subject.

• Served as a tax liaison to the Board of Directors for the Coal and Gas Products segments of

the company.

The Bovaird Supply Company – February, 1977 – November, 1984 (Tulsa, OK)

A U.S. multi-state oilfield equipment supplier that was a key independent supplier for the oil and

gas drilling and production industries. At the boom of the oil industry in the early 1980s, the

company experienced growth from ~$300M to $1B in annual revenue. No of employees: < 1000

Roles: Tax and Systems Management

• Created a sales and use tax function to support a 30-state operation with minimal training.

• Developed flowcharts and simple training to educate operations personnel in the sales and

use tax laws and regulations to improve tax compliance on sales.

• Eliminated millions in individual state audit assessments that did not observe prevailing

federal case law regarding state restrictions on interstate commerce – which would have

imposed multiple state taxes on the same transactions.

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• Designed mainframe processes for systematic application of tax to local sales, drop

shipments, sales in third-party locations, and exemption document tracking.

• Reduced customer sales and use taxes on oil field rig construction activities through creative

title passage and handling techniques saving customers millions.

EDUCATION

University of Tulsa – Bachelor of Science Business Administration, Accounting – May, 1990

MOBILITY

Current U.S. Passport.

REFERENCES

Provided upon request

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