CHARLES GRIFFIN

PROFESSIONAL PROFILE

Results driven leader with experience in consulting and industry IT project work

SAP experience includes 14 full cycle implementations covering 35 U.S. and international sites

Experience in Oil & Gas, High Tech Manufacturing, Life Sciences, Consumer Products, Financial

Services, Manufacturing, Public Utilities, and Banking

Balanced knowledge of Business and Information Technology

Focus on solutions, attention to detail, out-of-box thinking, root cause problem solving

KEY COMPETENCIES

Engagement management, project management, team leadership, special effort coordination

SAP technical (Technical Architect, Basis and ABAP) and functional knowledge (Accounting and

Finance, Procurement, Sales and Distribution, Plant Maintenance, and Human Resources)

Sales support

Project communications

Team building and mentoring

Project methodology, techniques, and tools

Organization Change Management

ABAP development and team leadership including offshore management

Master Data Management

Big 4 Consulting Experience

Giving and receiving feedback

1997 – 2008 CAPGEMINI

05/2008 – 09/2008 Utilities: Project Manager representing outsource company in design phase

Project Manager for business process outsourcing organization supporting SAP design phase

Led team of approximately 20 Business and IT resources and 6 consultants providing design input

of confidential business processes

Key roles were to locate and arrange staffing from out-source side, coordinate outsource team

efforts with other parts of the project, provide technical architecture input to Basis team, and coach

outsource team members on project work.

Modules included FI/CO, AP, AR, and HR

08/2007 – 05/2008 Life Sciences (Pharma Distibution): Project Manager

Project Manager assisting company in migrating contract pricing, chargebacks, and rebate to a

SAP/Vistex-based processes.

Led team of 30 client resources

Key roles were to obtain cooperation from the various operating units, refine scope, communicate

to stakeholders, and validate the client’s new methodology

Modules included FI/CO, SD, MM, and IP by Vistex

03/2006 – 07/2007 Manufacturing (High Tech): Project Manager for deployment of global SAP model to

international sites

Engagement manager for 6 international SAP rollouts in 2 waves

Led team of 8 consultants and 30 client resources

Key roles included project management, security design, and organization change management

(including communications, training material development, and training delivery).

09/2005 – 02/2006 Life Sciences (Biotech): Data migration strategy and technical sales support

Member of sales team pursuing SAP implementation engagement at a life sciences (Biotech)

company

Key responsibility was for all aspects of data (including extract, transformation, and loading and

data validation), proposal generation, and financial profitability calculations.

Initial sale was for $24,000,000 and subsequently led to another $20,000,000 in add-on revenues.

Modules included FI/CO, AR, AP, MM, SD, PP, and APO

02/2005 – 06/2005 Oil & Gas: Project Manager of SAP EBP deployment

Led team of 8 client resources deploying online purchasing process

Key efforts included managing team, communicating to stakeholders, analyzing purchasing data

and proposing target materials / vendors for catalogs.

07/2004 – 02/2005 Oil & Gas: Program coordination of multiple SAP projects

Key consulting program coordinator for SAP projects at major Oil and Gas Company.

Key efforts included developing program model, release planning, managing communications and

integration of 4 major projects (>$1,000,000), and post release lessons learned.

This resulted in more successful entry into the integration testing cycles with minimal conflicts over

system and human resources

Key modules included FI/CO, SEM/BCS, HR, and MM

2002 – 2004 Manufacturing (High Tech): Project Manager for 2 sites rolling out global SAP model

Site project manager for 3 US sites as part of a 26 international SAP implementations for a Dutch-

based electronics and consumer products company

The sites included their two US administrative offices (headquarters and shared services center)

and their sole US semiconductor fabrication plant.

The project included use of a rigorous, disciplined project methodology that forced consistent

implementations. We developed an enhancement to the methodology to ensure design acceptance

across 6 similar international fabrication sites. This resulted in 8 successful appeals to rejected

design change requests.

Key efforts included managing local efforts, reporting progress to program leadership, coaching

team members on methodology, identifying and resolving local technical infrastructure issues,

identifying data issues and proposing solutions, resolving functional issues identified by team

members.

Key modules included FI/CO, AP, AR, MM, WM, SD, and PM

2001 – 2002 Manufacturing (Automotive): Technical Lead of ABAP development team

Led team of 30 full time developers (peaked at 46 including offshore resources) that developed

280 custom ABAP objects. This project was the first major use of offshore development in

Capgemini.

Key efforts included coaching development team on how to complete functional specs, designing

integration architecture and methods, tracking and reporting progress, formal review of ABAP

code, establishing procedures for working with offshore resources, and providing technical and

functional estimates on submitted change requests

Key modules included FI/CO, AR, AP, MM, SD, WM, and QM

2000 – 2001 Consumer Products: Landscape Manager coordinating Basis support for releases

SAP landscape manager for a large scale consumer products company

The landscape included 47 central database instances and 51 other servers (app servers, bolt-on

servers, etc) supported by a 45 person Basis team.

The company conducted 4 releases each year and was struggling with infrastructure-related

problems.

Implemented a disciplined approach leveraging checklists to virtually eliminate infrastructure

errors. The Basis team participating in release support was reduced to approximately 12 resources

as a result of streamlined approach.

Key efforts were

Define and document processes that ensured environments were correctly built for other teams

Define and plan the build of each instance in the release landscape

Develop and manage transport lists and validate correct build of an instance

Key modules included FI/CO, MM, SD, HR, SEM/BCS, SEM/BPS, Treasury, EBP

2000 – 2000 Life Sciences (Payor): Testing lead for eCRM system

Define testing process for eCRM process and staff test team

Siebel CRM

1999 – 2000 Financial Services: eCommerce project

Key efforts included coordinating test efforts of local and offshore resources, developing the

financial model for a development center, and billing client

1998 – 1999 Life Sciences (Hospital): Technical Lead of ABAP development team and Cutover

Coordinator

Led development team of 18 ABAP developers for a series of hospital SAP implementations.

The 3 full cycle SAP implementations were part of an overall program implementing a shared

services center, patient accounting system upgrade, and procurement implementation.

Key efforts included designing integration methods, development team lead, cutover coordinator,

resolving identified issued, liaison between functional and development team and the Basis team,

designed the production support processes.

Key modules included FI/CO, HR, MM, and SD

1997 – 1998 Oil & Gas: Technical Lead of ABAP development team

Led the development team for an accelerated SAP implementation at Oil & Gas Company R&D

center.

Development was constrained by a project timeline of 5 months.

Key efforts included guiding developers in identifying, prioritizing, and developing conversions,

interfaces, reports, and enhancements. Reviewing documentation and code to ensure quality and

generate progress reports.

Key modules included FI/CO, MM, and SD

1990 – 1997 CHEVRON CORPORATION

1996 – 1997 Production Support Sr. Analyst – ABAP development

Identify required enhancements to FI, CO, AP & PS custom programs

Develop, test, and implement new functionality

1991 – 1996 Oil Business owner of Financial Business Processes

A key member of a Shared Services Center start-up team. This center consolidated standard

financial and purchasing processes into a single unit for all US operating companies. A key

accomplishment of this effort was the staffing of 200 center employees in 30 days.

Project manager and architect of a re-engineered travel expense process serving 18,000 travelers.

Innovations included credit card cash advances, electronic expense reporting and processing,

electronic payments to traveler and credit card company, and streamlined receipt processing. The

system reduced FTEs required to process reimbursements from over 50 to 7. Additionally, this

effort confirmed the viability of consolidated business processes.

Manager for rolling out procurement card program that reached 8,600 charge cards doing 300,000

transactions per year. Savings from this program approached $7,000,000 annually.

1990 – 1991 Project Analyst – Corporate Comptroller’s Department

Implemented a PC-based corporate financial reporting package that fed the internally developed

financial consolidation system. The resulting solution was able to remove 2 days from the closing

cycle while reducing inaccuracies.

HIGHER EDUCATION:

Texas A&M University BBA Accounting, Magna Cum Laude

CONTACT INFORMATION

Cell: 602-***-****

Email: abnr0i@r.postjobfree.com

Address: 1602 Willowview Street, Longview, TX 75604

Contact this candidate