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Project Manager Customer Service

San Clemente, California, 92673, United States
March 20, 2011

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* *** ****** . *** ********, California 92673-6720

949-***-**** .

Project Management, Engagement Management

Highly skilled project manager with outstanding organizational, problem-

solving, and analytical attributes. Award-winning executive leader with

demonstrated success delivering complex initiatives, consulting projects,

and numerous implementations and upgrades. Results-focused specialist with

a solid track record of leveraging extensive business and technology

expertise to create effective solutions to complex problems. Proven ability

to understand the enterprise from all perspectives and perform top-notch

business-process reengineering to improve efficiencies and drive enterprise

profitability. Big-picture thinker with significant success managing

finance, operations, and IT, and generating integrated solutions.

Team Development/Leadership . Global IT Architecture . Business Process

Reengineering . Continous Improvement . Enterprise Growth Cost/Expense

Reduction . Financial Analysis . Communications . Strategic Planning .

Budgeting . Forecasting . Vendor/Client Relations . Strategic Negotiations

. Purchasing . Inventory Management


HORIBA INTERNATIONAL CORPORATION, Irvine, California . 2001-Present

Industrial/Electronics enterprise. Annual revenues of $250M.

Vice President, Information Technology

Direct complete IT function, including network administration, ERP,

communications, security, department strategy, and budgeting. Lead and

direct 24 IT staff and contractors to provide world-class support to 510

end-users across 8 states in North America. Prepare detailed annual

budgets, capital spending plans, and strategic plans.

. Architect of HORIBAs global enterprise IT strategy to unify its 50

companies in 23 countries, enabling shared services, improving supply

chain performance, customer service, and achieving record sales and


. Reduced IT costs to <2% of sales by successfully reengineering business

processes, implementing VOIP, etc.

. Produced annual savings of hundreds of thousands of dollars by

implementing and upgrading SAP ERP system, implementing a global MPLS

network, and revamping IT vendor strategy.

. Secured higher IT department expertise per dollar spent by selectively

utilizing IT contractors.

PRICEWATERHOUSECOOPERS LLP, Irvine, California . 1996-2001

Leading international management consulting firm.

Principal Consultant / Project Manager

Delivered large (217 FTEs) and small (2 FTEs) SAP projects as project

manager, integration manager, and team leader. Provided comprehensive

consulting services to IBM, Hyundai Electronics, StorageTek, PetsMart,

Universal Studios, General Motors, and other leading corporations. Led

detailed business development initiatives for numerous large corporations.

Served on steering committee for Supply Chain Center of Expertise and

Integration Center of Expertise.

. Developed Strategic Enterprise Architecture methodology that successfully

aligns business and IT.

. Won "Walk the Talk" Award for leadership.


International manufacturer. Annual revenues of $500M.

SAP Team Leader (1994-1996)

Led 26 FTEs on 6 teams to successfully complete full life cycle of SAP R/3

implementation. Re-engineered all business processes to maximize

utilization of SAP and to radically improve efficiencies.

. Successfully replaced numerous legacy systems with SAP R/3 via big bang

for all U.S. operations.


Operations Manager (1989-1994)

Conducted materials management functions for $76M computer peripheral

consumables products division. Led staff of 21 employees to achieve peak

performance. Managed operations at 2 distribution centers and an annual

expense budget of ~$4M. Reengineered departments using analytical and

accounting skills to increase productivity and profitability. Prepared

strategic product inventory forecasts and managed allocations among


. Created a worldwide supply chain and vendor strategy for the division

that balanced the requirements of cost, product design, quality, lead-

time, ease of communications, and flexibility.

. Negotiated vendor purchase agreements worth as much as $105M


. Achieved annual cost reductions from vendors (U.S., Japanese, and

European) valued at $1M+ each.

. Improved inventory turnover by 100%, advanced order fulfillment to 99%,

and reduced overhead by 35%.

. Selected and implemented computer-based demand forecasting software for

inventory management.

. Won President's Award 4 times for best senior manager.

Division Controller (1987-1989)

Managed operations using a balance of operations and financial key

performance indicators and continuous improvement methodologies. Provided

top-notch financial control for 2 of company's fastest growing business

units. Prepared numerous comprehensive business plans, forecasts, inventory

analyses, and reporting.

. Cut cycle time to market and improved product quality by developing and

implementing a cross-functional design methodology.

. Developed supplier certification program patterned after Malcolm Baldrige

National Quality Award criteria.

AMCOR CAPITAL INC., Newport Beach, California . 1984-1987

Limited partnership syndicator and agricultural property management

company. Annual revenues of $69M.

Assistant Corporate Controller

Prepared financial projections for limited partnership syndications.

Directed MIS operations.

. Enhanced management reporting by revamping company's chart of accounts

and training division controllers.

. Prepared an analysis to value and purchase proposal for $100M of Getty

Oil lands.

SMITH INTERNATIONAL CORPORATION, Tustin, California . 1981-1984

International oil and mining tools and services corporation.

Cost Accounting & Budgets Manager

Orchestrated all cost accounting and budget activities, including annual

budgets, standard costs, month-end analysis, annual physical inventory, and

internal control. Supervised 3 staff.

. Produced 100% improvement in accuracy of standard costs and reduced

manufacturing variances from 100% to 1% by radically re-engineering cost

and work center structure.

. Achieved overall accuracies of 99% by directing annual physical inventory

counts (60 FTEs).

. Reduced inventory by $11M (61%) by leading a corporate-sponsored, cross-

functional pilot project to implement MRP II, closed-loop management, and

a continuous improvement performance measurement system.


MBA, Finance and Business Economics

University of Southern California - Los Angeles, California

Bachelor of Science, Biological Sciences

University of California, Irvine - Irvine, California


American Production & Inventory Control Society (APICS)

Certified in Integrated Resource Management (CIRM)

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