Project Manager Management

H. WAYNE CRAWFORD

770-***-**** *****@************.*** 11530 Big Canoe, Jasper Georgia 30143

PROFESSIONAL SYNOPSIS

Senior Program and Project Management Professional providing leadership for Software and Enterprise Resource Planning and Point of

Sales Project expertise. A results-producing Executive Leader with proven career success in all aspects of operations, technology

integration and logistics business development.

DISTINCTIVE QUALIFIERS

• Over 30 years of success in the Health, F&B, WEB, IS, Automotive and Defense industries.

Overview

• Executive Vice President Operations and Customer Care Medical Software Company

• Retired Colonel from the U.S. Military with an impressive corporate leadership track record.

• Program and Project Management Professional 25 years with strategic and complex projects

• Skilled Executive VP & COO experienced in mobilizing and leading multi-faceted start-up operations.

Operations/Logistics

• Talented in managing production/manufacturing facilities in the highly regulated food industry.

Management

• Product Director healthcare software using Ruby on Rails

• Adept in P&L, expense control, production cost management, and procurement/inventory control.

• Remarkable operational analysis, consulting, and staff development strengths.

• Over 30 years of training leadership; in-depth adult learning and web-based training knowledge.

Training &

• Wrote and directed operational and corporate training curric ulums and multi-media instruments.

Development

• Managed Defense department's high-end training center with large training teams and assets.

EXPERIENCE

H. W. CRAWFORD CONSULTING CORPORATION – Jasper, GA

Project Management (2001-Present)

PRESIDENT /PROGRAM MANAGEMENT/BUSINESS PROCESS IMPROVEMENT/ PMP

(April 2008 – Present)

DOCVIA, Tulsa, Oklahoma

EX VICE PRESIDENT OPEARATIONS AND CUSTOMER CARE & PARTNER/CONSULTANT

Recruited to provide mature operations leadership for startup Medical Software Company. Functioned as COO

and as overall Product Director for $1 million Software application development for an Evidence-Based

Medicine software product using Ruby on Rails technology to enrich evidence-based systematic appraisals.

Responsible for financial planning, contracts, patent applications and leading due diligence activities for all

corporate offerings. Financial funding made it impossible to continue the corporation in current structure so I

departed the organization retaining an equity position in the company and now serve as a Pro gram Management

consultant to the company.

SR PROJECT MANAGER WHATABURGER (March 2004 – April 2008). Directed a $30 million +

Project Management

ERP/business reengineering turn around project includ ing Oracle Enterprise One Manager Self Service, Health

and Safety, Work Flow, Fixed Assets, Sales Order Management, Procurement, Accounts Payable, Accounts

Receivable, Property Management, Service Order Management, CRM, Micro Strategy BI, CISCO CTI, and

Gauss imaging, Lead a 60+ Consulting and Customer staffed project team. Project required senior management

skills and supply chain expertise to get back on schedule following the removal of a large consulting firm.

Fourteen separate projects went live under my direction. I also served as senior logistics consultant and wrote

supplier guidelines for customer. Led Merger and technology integration effort for 100+ stores and had

oversight for new $25 million POS/BOS selection, integration and roll-out planning for 545 retail restaurants.

Produced RFI, RFP and Pilot programs supporting POS/BOS selection and development. Included over site for

all contract negotiations, budget development and staffing to support development and rollout.

PROJECT MANAGER MIRANT CORPORATION (July 2003 – March 2004) a multi-million dollar

Transaction Tax Management Project to install Sabrix Tax Software with Oracle AP & PO and to reengineer

business processes to support Gas, and corporate operations. This critical project was beh ind schedule and

required a senior project manager to restructure and direct to mitigate tax exposure and to complete under

Chapter 11 filing. Lead a diverse staff of SME’s and consultants to include Deloitte & Touché and other

contractors. Go-Live February 2004

PROJECT DIRECTOR COCA-COLA NORTH AMERICA (June 2002 – May 2003) for $18 Million

Project Management

Financial JDE XE ERP to include General ledger, Fixed Assets, Vertex - property and sales tax, Accounts

Payable, Procurement, and Job Costing. Lead a staff of 35 consultants and Coca-Cola Associates to include 21

software programmers, and two Project Managers. General Ledger, Fixed Assets and Vertex property tax

H. WAYNE CRAWFORD Page 2

Installed and supported. Accounts Payable, Vertex sale s tax and Procurement were completed and were not

installed pending a major reorganization and new ERP direction in Coca -Cola North America.

Project Management PROJECT DIRECTOR COCA-COLA FOUNTAIN/NORTH AMERICA (February 2001- June 2002)

Project Director ERP/reengineering a supply chain operation for $74 million international parts

Operation in a JDE One World XE environment. Included automating warehousing, transportation, purchasing,

inventory and sales order management and reverse logistics solutions. Bar coding and automated receiving.

Lead a 22-member expert integration consulting team comprised of both Coca -Cola and Cap Gemini Ernst &

Young integration personnel and four project managers to include DSI and Symbol.

HARRY'S FARMERS MARKET – Atlanta, Georgia

Leadership (1999-2000)

SENIOR VP/COO

Aggressively promoted from General Manager, to Chief Operating Officer as the #2 executive, reporting

directly to the company President. Managed a 19 -person corporate staff with accountability for 1250 emplo yees

and $140M in sales.

• Concurrently led a team of 8 General Managers while serving as the General Manager

Distribution/

Manufacturing of a $40M, 100,000 sq.ft. Retail operation, noted as largest grocery outlet in the state of Georgia

• Directed 17 multi-departmental managers, i.e. Meat, Deli, Seafood, Grocery, and Beverages.

• Oversaw 2 Distribution Centers with both highly perishable refrigerated and dry goods.

• Managed production facilities that employed 105 commissary and 120 bakery staff i n a strictly

regulated manufacturing environment with critical FDA liabilities.

• Dramatically reorganized and improved distribution chain performance, impacting

productivity of purchasing, receiving, warehousing, inventory control, and distributing .

• Spearheaded expense control program resulting in $800K first year capital expense reductions.

• Raised product margin by 3% within one year and reduced labor expenses by 2% ($1.4M).

• Increased sales by 3.9% reflecting $5.4M and increased sales p er transaction by 5.8%.

• Decreased production inventory 20%, reduced ingredient costs 10%, and elevated margins 8%.

E-COM SOLUTIONS – Atlanta, GA

Leadership (1998-99)

VP OF OPERATIONS

Recruited to start a B2B E-commerce Company, which developed, customized software programs and web -

based learning as a Microsoft solutions provider. Provided executive direction during critical incubation phase

that included initial infrastructure/office development, IT staffing, training, operations and program

management.

• Instrumental role in business development, working in tandem with SME's; generated

Contribution

Highlights: $3M in 18 months, achieving a break-even position in less than 20 months.

• Major contributor in business plan development.

• Led a team of 10 in all HR, accounting, budgeting/P&L, training, project management and administration

• Consulted clients on ways to streamline supply chain operations.

BILL HEARD ENTERPRISE, INC. - Columbus, GA (1994-97)

$3B Company (Forbes 400)

DIRECTOR OF CORPORATE TRAINING & QUALITY MANAGEMENT

Spearheaded the development of a training department that focused on service operations and training. Provided

extensive performance consulting to 8 dealerships and project manager for key initiatives with service

operations.

• Created and produced 10 corporate training films from concept to full production.

Contribution

• Saved $500K by consolidating the $18M collision repair program with a primary vendor.

Highlights:

U.S. MILITARY SCHOOL - Ft. Benning, GA

Department of Defense (High-end Adult Learning, Operations, Logistics)

DIRECTOR OF OPERATIONS & TRAINING/PROGRAM MANAGER/G3 (1990-94)

Directed a staff of 500 personnel with over 12 divisions, accountable for curriculum design, review, scheduling,

implementation, and management of 152,000 acre training grounds with as many as 100 training projects

simultaneously. Responsible for strategic deployment of combat forces.

• Championed the design of 43 training courses ranging in length from 8 weeks to 1 year.

• Portfolio and Program Manager for worldwide program that acquired $2B in training devices and simulations

H. WAYNE CRAWFORD Page 3

requiring creative solutions to provide effective learning with 12 project managers.

• Oversaw documentation and quality technical content for 90 doctrinal manuals.

Joint Readiness Training Center

SENIOR MANAGER/PRINCIPAL INSTRUCTOR (1987-89)

Launched from ground zero a fully instrumented, simulation training center which involved the acquisition and

utilization of high-tech equipment and instrumentation. Consistently achieved all performance goals, leading a

cross-discipline staff of 110.

* Also held a myriad of leadership positions focused on large organization management and project management.

EDUCATION FLORIDA INSTITUTE OF TECHNOLOGY

M.S. DEGREE IN LOGISTICS MANAGEMENT (4.0 GPA)

COLUMBUS COLLEGE

B.A. DEGREE IN HISTORY (Magna cum Laude)

• PMP/ PMI, OPM3/PMI, Army War College Alumni, British Army Staff College PSC.

CREDENTIALS/

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