PA U L RI TCHIE, P M P

team size from ** to ** while expanding activities -- through efficiencies and

transfers.

Evansville, Indiana 47711 ? 812-***-**** ? abo1uf@r.postjobfree.com://crossderry.wordpress.com

SE NIOR BU SINESS & TE CHNOLOGY EX ECUTIVE

Paul delivers

.

Fundamental to our success driving our consulting organization up the path of PM

Maturity. F.F. (SAP)

See more at: www.linkedin.com/in/paulritchie

TECHNOLOGY STRATEGY, EXECUTION, AND THOUGHT LEADER with a progressive record of

experience in strategic

technology vision, program management, and software development in global environments.

Diverse industry

exposure in consumer products, high-tech, manufacturing, banking, oil/gas, and

retail progressing from consultant to technology

strategist, to head of global project management for SAP AG.

Consistently realizes exceptional results as infrastructure and architecture strategy and

process designer directing enterprise-wide

business launches and continuous improvement including renewal of the SAP field services

application architecture supporting

lead-to-order, order-to-cash, record-to-report, and knowledge management processes

serving 10,000+consultants and 2,000+

sales and delivery managers.

High visibility communicator with numerous publishing credits, an extensive presentation

list, and blog presence. A true strategic

thinker who gets his hands dirty driving change. Solid bottom-line contributions in

organizational structure and delivery, highlighted

by top-line product strategy (SAP SaaS/On-Demand Hybrid solution that tripled on-demand

revenues in two years), deal

structuring, and merger/acquisition direction. MBA with BAs in Economics and History.

Core competencies include:

Global Infrastructure/Application Architecture Strategy and Delivery Budget and Resource

Planning

Operations/Service Transformation and Culture Change Risk, Cost, and Margin Improvement

Business Process Assessment and Architecture Technology Investment Strategies

Technology/Information Management Governance Multimillion Dollar Revenue Creation

Service Provider/License/Partner Management and Negotiation International Team Leadership

OV ERVIEWOF BU SINESSAND TE CHNOLOGY LE ADERSHIP

MEAD JOHNSON NUTRITION, Evansville, Indiana, USA 2009Present

$4.0 billion (2012 est.) global leader in infant and children s nutrition with 7,000+

employees. MJN manufactures and markets

more than 70 products sold in 50 countries (in Europe, Asia, North America, Latin

America, and the Middle East) through a

network of subsidiaries, distributors, and joint ventures. Mead Johnson went public in

February 2009, was formally split off

from Bristol Myers Squibb in December 2009, with information technology separation

completed November 2011.

Global Director, Program Management Information Management

Recruited to lead global project and portfolio office and operations, driving an

information management transformation for

the newly public company. Manage 8 direct reports leading an 18-person team in contract,

budget, learning, process,

portfolio, and project management operations. Accountable for a $100+MM yearly budget,

reporting to the Vice President

and Chief Information Officer.

Powered immediate results as strategi c designer and p ilot of a three-year, $>200MM post-

IPO transition

and transformation program for service delivery performance improvement. Achieved on -

schedule and in -budget

execution of all major program deliverable s for IT separation from corporate parent.

Hands -on management of program

office, including program, technology, and contract negotiations. Led assessment, enhance

ment, and implementation of

best-practice program management in budgeting, contract change, issue, ri sk, and

dependency management. IT costs as

percentage of revenue reduced from 3.3 percent pre -IPO to 2.0 percent in 2012

(projected).

Eliminated more than $ 30MM in one -time and on -going costs due t o scope creep,

contract misinterpretations,

and inflated estimates in infrastructure, SharePoint, and SAP contracts through

negotiations with infrastructure and

application service provider . Eliminated $15MM in potential data center overcharges

achieving conc essions from provider in

server virtualization accounting. Reduce d other application and network costs by $10MM

below original estimates. Reduced

PAUL RITCHIE ? Page 2 812-***-**** ? abo1uf@r.postjobfree.com

Global Director, Program Management Information Management, Mead Johnson Nutrition,

continued . . .

Establish ed global project, portfolio, and technology architecture governance processes

for new Mead Johnson

independent entity. Member of global Capital Planning Committee, Chair of global

Portfolio Strategy working g roup.

Defined, proposed, and secured Management Committee approval of portfolio, resource, and

technology architecture

governance structure . Bid, selected, and implemented Planview project, portfolio, and

resource management solution for

Information Management (approximately 100 projects) and global R&D (approximately 500

projects).

Identified $1MM in immediate annual savings through software agreement supplier rationale

and n egotiation.

Leveraged advisory services and industry experience to negotiate lower costs and improve

cash flow for high -dollar contracts.

Established terms and conditions for new contracts with global software and service

providers. Prioritized software transfer s

and consents from Bristol Myers Squibb to reduce risk of vendor audi ts.

SAP AG, Walldorf, Germany 19972009

10.25 billion (2007) global leader in business software with 40,000+ employees. SAP

operates in Europe, Middle East and

Africa; North America and Latin America; and Asia Pacific Japan through a network of 115

subsidiaries serving manufacturing,

process, consumer, service, financial, and the public se ctor with 25+ industry solution

s.

Head of Global Pr oject Management Operations SAP Business Operations (2007 2009)

Promoted to newly-created role heading global project management strateg y and process

es. Led 11-person global team and 12-

person development team in India, additional dotted line report s (7 regional delivery

and project management groups and 1,300

program/project managers worldwide ), wider PM community of 4500+ team leads, and allied

IT, finance, and operations

resources. Control led a 6MM ongoing budget and a 30MM 2008 2009 ERP software d

evelopment budget. R eported to the

Global Head of Business Operations, in the SAP Office of the CFO.

Developed and supported next -generation SAP Field Services ERP platform, P3 (ECC 6.0

with BOBJ analytics and

Xcelsius dashboards), which extended the Project Controlling platform implemented in 2004

2006, to include the full

engagement lifecycle from deal execution, project delivery, governance, risk and

compliance, to project closure . P3 platform

was used by 1,300 project/program managers worldwide and supported by internal SAP team

and external first-level support

group.

Ensured post -launch sustainability of maturity improvements, implement ing and support

ing an SAP PM /KM

(Project Management /Knowledge Management) Portal that drew 2,000+ unique visitors

monthly who download ed

more material than any other SAP internal document library . Manage internal SAP employee

and an external first-level

support team in PM KM Portal support.

Optimized sales and delivery methodologies, tools, and applications through

implementation of Roadmap

Composer, a .NET application for design of customer solutions and project roadmaps. Led

Roadmap Composer

development and support, directing US-based SAP manager and 8-member development /support

team based in Bangalore .

Captured more engagements from 500 (2007) to 650 forecasted for 2008 by championing

professional

development and the resulting increase in project management maturity methods, and tools.

Fostered project management

talent development, championing broader PMPr certification to reach target of 46% of

project management team, from

38+% in 2007.

Drove SAP Field Services acquisition integration, including Business Objects and

Frictionless, into sales, delivery, and

finance operations, including legacy rat ionalization into current SAP Field Service

applications.

Fellow, Portfolio Strategy Group Office of the CEO (2007)

Selected for fellowship to define and develop SAP 2008 2012 on-demand strategy for the

large enterprise market segment.

Created plans currently in execution for in-house development, s trategic acquisition s,

and partnership opportunities in targeted

on-demand/SaaS segments. Collaborated with key SAP Board leadership teams: Global

Marketing, Business Suite Development,

and Service and Support groups .

Sparked On-Demand revenue increase nearly tripling 2007 129MM revenue to 306MM in 2009

through

design of SAP SaaS/On -Demand ?hybrid? solution strategy for large enterprises. Defined

roadmaps for interim and

future technology pla tforms, business processes prioritization, and go -to-market

requirements .

Created 2010 2015 ?Office of the CIO? economic buyer profile. Identified CIO market

beliefs, generated key

questions /concerns, designed and initiated operations /business development plans.

Aligned field, governance, and cross -organizational resources through internal and

external communications.

PAUL RITCHIE ? Page 3 812-***-**** ? abo1uf@r.postjobfree.com

SAP AG, continued . . .

Director, Global Project Management Office SAP Process Excellence (2004 2007)

Tapped to lead new project management maturity initiative. Coordinated SAP team of 3,

controlling 16 external and internal

consultants, 6MM budget, and functional reporting relationships with 5 regional

directors. Drove increases in customer

satisfaction, from 7.0/10 to 7.9/10, while creating a portfolio of 38 public references

from 2 previously.

Achieved a 150% growth in prime projects (200>500) and 0.4B increase in revenue, with

3.1% margin

improvement through institution of Project Controlling ERP application platform.

r

Delivered a five-fold increase in the number of certified PMPs (from 100 to 500 ), as PMI

champion within the

SAP culture. Defined and advocated a focused change management message supported by

extensive communications and

training.

Global Support ManagerSAP America (1999-2004

) /

ConsultantSAP (19971999)

Recruited and identified as corporate ?Top Talent? (less than 5% of corporate employees),

positioned for accelerated learning

and growth opportunities. Served in preparatory fi eld assignments, consulting in supply

chain, sales planning, and

manufacturing planning operations until promotion.

Led upgrade and future implementation engagements, as Global Support Manager. Managed

account plans and budgets from

$1MM to $25MM+, as SAP principal relationship manager for global alliance accounts and

strategic partners. Coordinated 10 to

200 local and off -shore contributors in the design, development, and implementation of

supply chain and integrated planning

solutions within diverse indu stries including energy, consumer product, and retail, with

Halliburton, ExxonMobil, Texas

Instruments, and Scotts as additional customers to those below.

Co-created a global practice providing application upgrade and infrastructure

transformation strateg y and

personally managed 60 customer engagements, serving as lead strategist or engagement

manger. Wrote the SA P best

practice white paper on application roadmap and release strategy development and

execution.

Directed 200+ project team with P&L accountability for ongoing consulting plan supporting

2 -year

services/license revenue of $32+MM in EMEA roll -out, ERP upgrade, and business

intelligence de -escalation within

Nike s North America & EMEA SAP integration. Penetrated additional supply chain, p ortal,

and knowledge management

opportunities. Managed ongoing strategic custom development projects, which formed the

basis of future releases o f the SAP

Apparel & Footwear Solution (AFS) .

Transformed widely -publicized SAP failure to a public reference cu stomer, when tapped

as engagement leader

for Hershey s ERP upgrade project, with service and license revenue valued at $8.5M M

USD. Rescued upgrade project to

deliver on-time, 20% under budget, and without customer disruptions, in partnership with

Accenture . Cultivated further

licensing opportunities beyond initial upgrade (in Human Capital Management, Customer

Relationship Management, Product

Lifecycle Management, and Business Intelligence ).

HIGHLIGHTS OF EARLIER EXPERIENCE

Directed a 25-person professional services and application development division of a pre -

IPO logistics software firm,

Roadshow International, leading a strategic market repositioning . Also led

implementation projects for retail, food, and

beverage industry clients .

Co-founded a multimedia start -up venture, Troika Multimedia, Inc. Produced and marketed

interactive CD -ROM content,

including Advanced Military Systems and NASA...The 25th Year.

Co-authored Mastering the Mechanics of Multimedia, a textbook for a multimed ia

development course taught in Arlington, VA

and Paris, France.

~ Detailed career history available upon request ~

ED UCATIONAND PR OFESSIONAL DE VELOPMENT

F.W. OLIN GRADUATE SCHOOL OF BUSINESS AT BABSON COLLEGE, Wellesley, Massachusetts

Master of Busin ess Administration (1997)

GEORGE MASON UNIVERSITY, Fairfax, Virginia

Bachelor of Arts in Economics / Bachelor of Arts in History (1989)

r

Certification: Project Management Professional, Project Management Institute

Professional Affiliation: Past Chairman Global Corporate Council, Project Management

Institute

PAUL RITCHIE ? Page 4 812-***-**** ? abo1uf@r.postjobfree.com

PU BLICATIONS, PR ESENTATIONSAND PA NELS

Foreword, The Strategic Project Office, J. Kent Crawford, CRC Press, Boca Raton, FL,

2010.

?Advance an Established and Operational PMO: Lessons from a Mature PMO on Sustaining

Success" . Presented at PMO

Summit, American Strategy Management Institute, Arlington, VA. February 2009.

Interviewed by Bas DeBaar ?Global and Virtual Teams?, Project Shrink blog

(http://blog.softwareprojects.org/podcast -paul-

ritchie-897.html ). December 2008.

?Using Knowledge Management to Create Competitive Advantage and Measuring its Success?,

Asia Pacific e -link, Singapore.

November 2007.

?Human Side of Project Leadership? . Panelist and presenter at Project Management

Institute Global Corporate Council

Executive Forum, Houston, Texas. November 2007.

Interviewed by Carol Hildebrand for ?Share the Wealth?, PM Network, Project Management

Institute, Newtown Square, PA.

International Institute for Learning,

Newtown Square, PA. March 2004.

~ Pre-2004 publication, presentation & panel listings available upon request ~

Contact this candidate