Project Manager Process

Mark T Peicker

** ***** ****** **** *******, NH *3110

603-***-**** (H) 603-***-**** (M)

***********@*******.***

Summary Experienced in leading Finance & Procurement organizations in the strategic

development and execution of efficient and controlled infrastructure;

involving systems, processes and controls in support of Finances' role as

"trusted advisor". Proven track record through successful career progression

within industry and world class consulting organizations with experience in:

(Creation of Shared Services Models (Deployment of Financial

Best Practices

(Business Process Outsourcing (Process and systems reengineering

(Implementation of ERP systems (Development of Internal Business Controls

(International Controllership (Creation of Management Dashboards

PROFESSIONAL EXPERIENCE:

04/09 to VMware Inc, Director, Procure to Pay Global Process Owner.

08/10 Defined and lead the establishment of Global Process Standards for Strategic

Sourcing, Buy Desk, Contracts and Accounts Payable areas. Responsible for 45

global managers and staff, with 5 direct reports.

Developed the Strategic Sourcing vision and objectives for VMware's $650M in

annual spend. Requiring the rapid development of a 12 month plan to transform

the organization from order taker to a Strategic Partner that serves the

business units. This initiative required me to quickly assess the organization

and decide whether to retool or replace the existing staff. Initial spend

analysis was completed, identifying key commodity opportunities for rapid cost

reductions. Working with the Business Unit we realized OPEX cost reductions

equivalent to $ 20 million in annual savings.

Defined and implemented global process improvements utilizing P-Cards,

Electronic Invoicing, ACH payments and labor augmentation solutions to reduce

our operating cost and improve overall visibility into our transaction

process. Project resulted in $1.8 million in annual savings and improved

PO/contract cycle times from 60+ day to an average of 4 days.

Established a Contractor Management program which created visibility into the

number contractors, insurance coverage, rates and risk while providing

management visibility into activities and actual cost. Our ability to

understand requested rates and market rates resulted in annual savings of $1.7

million.

Evaluated and relocated Buy Desk activities to our captive location in

Bangalore. Defines transition strategy and timeline to effectively move

activities from Cork and Palo Alto, with minimal customer interruption.

Moving these positions resulted in a cost savings of $600k annually.

Relocated to Bangalore to directly support the transition of processing

activities from Palo Alto and Cork, while transferring process knowledge,

productivity expectation and company culture.

03/03 to The Hackett Group/ Answerthink Consulting Inc., Director, Business

04/09 Transformation Practice.

Defined client strategies to improve controls and process efficiency and

effectiveness. Managed client project teams ranging from 5 to 20 team members.

Project Director responsible for the development and implementation of a Web

Invoice Global program for Accounts Payable and Inter-company Transactions

across 76 ERP's for a $7 Billion, Tool and Equipment Manufacturer. Project

required the development of a vision, supplier selection and detail design and

implementation of a Global Web Invoice Program. Program implementation

improved data integrity and process consistency while eliminating data entry

activities with an annual net savings of $8MM

Project Director responsible for developing a Share Service Roadmap and

process detail designs for a $6 Billion, Global Paper Products Company.

Project required assessment of current process, streamlining processes and

defining the future state organization requirements. Activities resulted in

the reduction of resource requirements with $28MM in annual net savings

Enhanced an Industrial Equipment Rental Company's Procure to Pay transaction

processing center capability by streamlining processes and identifying

technology enhancements within the process. Process change resulted in

re-deploying 280 resources, or $9MM in net savings

Project manager of a Web Invoice (Xign) Implementation and Oracle design and

configuration project for the procure to pay process. Lead a diverse Natural

Gas client's project team (Finance, Operations and Procurement) for 12 months

in developing a Procure to Pay strategy and implementing short term projects.

Project resulted in short term savings of $1MM and long-term in excess of

$20MM annually. Coordinated with other project teams to develop a Shared

Service organization and transition strategies resulting in annual savings of

$36MM annually

Developed Web Invoice program resulting in revenue generation of $8 million

annually

7/97 to KPMG CONSULTING INC/ Bearingpoint Consulting, Manager, World Class Finance,

3/03 Consumer and Industrial Markets. Worked with Fortune 1000 CFO/CIO executive

teams to develop Global Finance Organization strategies. These strategies

identified and lead to the deployment of new technology, process improvements

and comprehensive organizational restructuring.

Project manager responsible for the assessment, design and implementation of a

North America and European shared services for a $9 Billions acquisitive high

tech contract manufacturer. Project required coordination of a temporary

implementation of Oracle (vanilla) and the design/implementation of a shared

services center for a new acquisition. Additionally we developed the

integration strategy for 9 disparate North America sites. Coordinated design

and migration strategy for the implementation of Ariba and BaaN applications

and successfully deployed pilot sites. Project resulted in immediate savings

of $2MM annually and long-term savings of $7MM annually.

Project Manager for process design, business case development, project

planning and implementation of revenue accounting process and system

improvements for a passenger railway client. Established a managed service

environment that improved process efficiency and recording accuracy, while

stabilizing and minimizing the workforce. Project resulted in an annual

savings of $1.0MM, eliminated staff turnover, reduced the number of days to

report revenue and established a foundation for future savings currently being

realized by the client.

Project Manager for designing and implementing a North America finance and

procurement shared service center for a high tech machine manufacturer. This

project focused on developing and establishing employee and vendor

self-service capabilities, improved data integrity and reduce processing time

and cost. Responsible for developing business case, project planning,

configuration and testing of a document management system. The project

resulted in annual savings of $1.5MM, improve employee record security and

re-deployed 15 FTE's .

Directed Latin American Consumer Product Manufacturer's process assessment,

GAAP compliance assessment, process design and deployment. Project resulted in

identifying $4.5MM in financial process savings and $20MM in annual sourcing

savings

Completed feasibility study and strategy to establish a Global Finance and HR

Shared Services Environment for a Fortune 50 Consumer Products. This required

process and system evaluations, and an understanding of cross cultural

dynamics, as well as variant international business practices and statutory

requirements. Analysis identified potential annual savings of $5.6MM

obtainable in 24 months.

Developed KPMG Consultant's Shared Services Environment Methodology and

Training Program.

Project Manager responsible for resource planning, budget development and

management, and coordination of client and project team members. All projects

successfully managed within time and budgetary constraints.

Reviewed and assessed client organizations for process improvement by

utilizing benchmarking, process interviews and activity based analysis to

develop and support recommendations and identify potential cost savings.

1/95 to CABLETRON SYSTEMS SA DE CV, Operations Manager and Controller of Northern

6/97 Latin America; Mexico City, Mexico. Responsible for the overall management and

development of the Latin American operation, resulting in sales growth of 750%

in two years. Major Accomplishments:

Developed a two year Strategic plan identifying infrastructure requirements

that would support aggressive expansion in the Latin American Market.

Crisis leadership through three major currency devaluation's and government

imposed exchange controls, with minimal receivable loss.

Evaluated and established a Latin American 7 x 24 equipment maintenance

program. Established program guidelines, identified required inventory,

coordinated bonded warehousing and defined the rollout schedule. Effort

resulted in increased service contract sales ($4.0MM) and customer loyalty

Manage a staff of 50 people (Sales, Technical and Administrative).

Improved efficiencies in Mexican importation: reducing lead times from 8

weeks to 1 - 2 weeks.

Negotiated 35% reduction in import broker costs.

Representative countries included Columbia, Ecuador, Mexico and Venezuela.

5/90 - CABLETRON SYSTEMS - Cost Accounting/Special Projects/Global Credit Management

1/95

Developed and documented material management procedures. Utilized flow

charts, interviews and performed actual tasks through out to the material

management process.

Developed manufacturing product standards documentation. Requiring time

studies, isolation of processes by build levels and interviewing workers.

Documentation assisted in the evaluation and selection of surface mount

technology to reduce overall product costs.

Developed global credit standards and loss prevention programs

Studied and developed the necessary documentation to minimize tariff

assessments under the FTA agreement with Canada.

1/89 - The Inn at Long Sands - Manager and Operator

5/90

Increased profitability by streamlining restaurant operations, automating

inventory and improving the reservation process. Managed fifteen people.

Responsible for payroll, inventory and customer service.

10/82 - United States Navy - Naval Aircrew man

1/95

Electronic Warfare Operator - Selected for position evaluator and special

projects crew.

EDUCATION:

9/95 - Masters in International Business Administration: United States International

6/97 University, Mexico City Campus, GPA: 3.85

9/92 - Course work towards M.S. in Accounting: New Hampshire College GPA: 3.5

5/94

1/87 - B.S. in Business Administration: The Whittemore School of Business,

5/90 University of New Hampshire

Advanced Business Degree in Management Information Systems and Finance;

Minor: Economics GPA: 3.2

Computer Experience:

Proficiency in Excel, Word, PowerPoint, Microsoft Project, and Visio

Knowledgeable in Oracle, SAP, PeopleSoft, Concur, Ariba, Document Management

Systems, Web Invoicing

Other Experience:

Elected Official for the town of Bedford - Trustee of the Trust Fund -

responsible for managing, reporting and investing $3.5MM of Trust and

Capital Reserve Funds.

Mark T Peicker

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