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Project Manager Management

Midland, Michigan, United States
May 31, 2017

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Daniel J. Dragos

**** *****

Midland, MI *****

989-***-**** (mobile)


I am seeking a position as a Senior Project/Program Manager, focusing on Enterprise Application implementations, M&A, Infrastructure and Security integrations. My twenty plus years of SAP and Microsoft AX ERP experience in the chemical, manufacturing and Oil and Gas industries, twenty-five years in project leadership, as well as my project management roles, will service your needs well. Your organization will benefit from my long track record of delivering projects on time and on budget, deep team oriented project management, Critical Path Methodology, maintaining key project scope objectives, adapting to changing business and vendor resources while maintaining project team continuity.


Twenty-five years of varied experience in project management, with a progression of expanded roles that include International Project Management experience, managing cross-functional teams on-site in Germany, Spain, China and North America, as well as management from North America Off-Shore Development Resources in Bogotá and Medellin, Columbia, UK, China, and, Turkey.

Successfully Implemented CountryMark Cooperative’s AX2012/R2 CU7, To-Increase’s Enterprise Asset Management solution, six data warehouses and associated Business Intelligence / KPI dashboard solutions as well as AX2012/R2 Management Reporter across all work processes from August, 2013 to April, 2016. Program Office responsibilities for $8.6MM multi-generation program of work. Planned April 2016 roll-off accomplished after CountryMark IT resources were trained and could then assumed full change management responsibilities for operational support.

Successfully deployed ECC 6.0 Legal Entity Restructuring of Firestone Diversified Products, fall 2012: SAP ECC 6.0 Implementation - Beijing/Tianjin, China for Firestone Industrial Products, fall and winter, 2012.

SAP R3, 4.3C Blueprinting activities for GM’s Allison Transmission project and ECC 6.0 for Hayes Lemmerz Global Wheel Group Template Project.

Serving as Project Manager, implementation of Dow Automotive Market Facing Business was completed. The project migrated material assets, as well as financial, inventory and transaction data from six internal business units and from Essex Specialty Products into a single Business Unit. The project delivered on time with 100% accuracy in data conversion and at a cost of $1,200,000; 10% under the originally forecasted cost.

During the Dow/UCC merger as the Information System Project Manager, I helped lead the effort that designed work processes, procedures, system migration tools and reporting metrics for the successful migration of UCC R/3 material master data, inventory, and associated values from UCC’s SAP R/3 system into Dow’s SAP Enterprise Resource Planning System. This project was the focal point for twelve business teams’ migration structure and involved evaluating hundreds of Union Carbide finished, semi-finished, raw, and packaging materials in the North American area (including associated BOM and cost center structures). Project time line of five months was achieved on time with a 98+% conversion success rate at a cost of $1,200,000.


2006 Executive MBA Program Northwood University, Midland, MI

1987 Bachelor of Science

Pre-Law History and Political Science Central Michigan University, Mt. Pleasant, MI

1986 Transfer Credits Cambridge University, Cambridge England

Trained 6 Sigma Black Belt

Working on SAP TERP10 ERP Certification


Enterprise Project Management

ERP and Non-ERP Deployments

Enterprise Project management tools

Quality Assurance Testing

Agile/Scrum Project Methodology

PMO Methodology Deployment

Project Vendor Management

Portfolio Metrics and Reporting

Resource Management: Project Server 2013, Open Workbench (personal copy)

Experience with Senior Leadership as Project Sponsors


SAP ASAP Methodology

SAP ECC 6.0 domestic and international deployments

MS Project Server 2010 and Project 2010 Professional

MS Project Professional 2013 configuration and deployment

Agile/Scrum Project Methodology Assessment

Six Sigma MAIC Project Methodology

Recruiting and hiring vendor resources

JIRI Scrum Project Management Software

Ticket Systems

IBM Remedy


MS SharePoint Integration with MS Project Servers


MainlineSAP 04/2016 - Present

Role: ERP and Program/Project management practice consulting

Responsibilities included:

Screening ERP Project Manager candidates.

Assisting with assessing AX ERP Practice and growth opportunities.

CountryMark Cooperative 08/2012 – 04/2016

Role: Senior Project/Program Manager, Microsoft Dynamics AX ERP Program

Responsibilities included:

Assisting Vice Presidents of Strategy, Finance and Exploration as Program Sponsors with establishing and managing ERP Program Office comprised of all Senior Business VP ‘s.

Define three-year architecture road map vendor architects, including system interfaces and business intelligence reporting cubes.

Managed core AX2009 to AX2012 migration, updating new requirements with subject matter experts and defined process owners across business functions.

Responsible for vetting, managing contract subject matter expert resources, recruitment, placement and deliverables including initial contract reviews and all change requests.

Managed warehouse management barcode requirements gathering and project value assessment.

Established and managed post-implementation support process including weekly tracking metrics and KPI’s.

Firestone Building and Industrial Products 05/2011 – 07/2012

Role: Senior Project Manager

Responsibilities included:

Support the Senior Director’s and SBU's COO's SAP ECC 6.0 Implementation initiative in Tianjin, China. Project delivered on time and on-budget 12/05/2012. Modules included, SD, MM, WM, FI/CO, SCM and bar code readers.

Successfully deployed MS Project Sever 2010, 04/02/2012, within PMO. Successfully deployed Strategic Portfolio Drivers in Firestone Industrial Products, enabling full Portfolio Management review and prioritization by the business during 2nd quarter, 2012.

Management of off-shore development team in Latin America, a CMM Level 5 Certified organization and first time use by Firestone Industrial Products, to deliver custom reporting solution for Anoka, MN manufacturing operations. Planned 06/01/2012 Implementation date.

American Water 02/2011 – 04/2011

Role: Senior Project Manager

Responsibilities included:

Support Senior Director’s activities to complete SAP Blueprint phase, leveraging ARIS Process Flow Modeling across core SAP Processes (Plan2Prod, R2R, H2R, O2C, Proc2Pay and Master Data). Managed Blueprint Phase, with scope valued at $1.5MM.

Perrigo Company (Pharmaceuticals) 10/2011 – 12/2010

Role: Senior Project Manager

Responsibilities included:

Support Senior Director’s Global Implementation of ITIL compliant processes and tool ( Project scope includes US, UK, Mexico, Israel and PBM (an acquired company in the US). Management includes global I/S and Vendor Delivery Partners, with a 12/17/2010 Go-Live date for US/UK. Total project budget is $1.5MM USD.

Eli Lilly/Bucher and Christian 06/2009 – 10/2010

Role: Senior Project Manager

Responsibilities included:

Leading Share Service’s Data Quality Project and Service Organization Implementation, leveraging “Trillium” Data Quality Software – Phase I and Phase II – Ahead of Schedule and Under budget

Asked to take over and lead Master Data Management Implementation Project, which was tracking over budget and behind schedule. Project leveraged Trillium MDM Software. Asked to take over and Lead Activity ODS Reporting Project, behind schedule and over-budget; Brought project in on schedule and at budget

Restructure North American Affiliate Information Management Program Activities, Strategy Alignment, manage Business/IT/Contract Team Resources, and contribute to Business Process Improvements, annualized at $1MM USD

Informa, plc Summer, 2008

Role: SAP ECC 6.0 Senior Project Manager

Responsibilities included:

Restructuring/rationalizing North American SAP Implementation Program was completed, as well as recruiting, hiring and exiting SAP resources in North America. Global PI business requirement redefinition, gap assessment and project re-valuation. Reassess $2.5MM budget and project team, both internal and contractor, in North America

Hayes Lemmerz Int’l, Inc. 2007 - 2008

Role: SAP ECC 6.0 Project Manager

Responsibilities included:

Successful SAP deployment in Manresa, Spain, Global Wheel Group, covering 95% of global requirements

Responsible for project budget of $2.5MM and project team, both internal and contractor, in North America and European facilities in Germany, Spain, The Czech Republic and Turkey

EDS/Allison Transmission 2006 - 2007

Role: SAP R3 Project Manager

Responsibilities included:

Recruit, hire and deploy SAP Blue Print resources at the Allison, Indianapolis site. Led blue print efforts between Allison, Indianapolis and its Netherlands affiliate.

With Allison Program Manager and Architects, defined estimate for Construct/Test/Deployment phase, and, resource plan. Led design discussions with Site Finance Manager and project team Foreign Trade consultant on VAT tax designs for Allison Hungary.

Acsys, Inc./Le*Natures, Inc. Fall, 2006

Role: Client Project Manager for SAP R3 Ready-2-Run installation

Responsibilities include:

Managed work process sessions between client and SAP project team and led General Leader/Cost Center review involving SAP FI/CO subject matter expert and client’s general ledger contact. Led reporting assessment with client partners across all functions and those reporting tools and outputs SAP R3 had as standard solutions.

Mapped gaps for development cost assessment. Developed baseline project sub-plan with client EDI contact for SAP R3 to Seeburger EDI interface. Managed project costing for client.

Acsys, Inc./E.I. DuPont, Wilmington, DE 2004 – 2005

Role: SAP Operation and Support Consultant Client: E.I. DuPont, Wilmington, DE

Responsibilities open to my specifications to assist in support issue identification, opportunity analysis, and project/resource recommendations to stabilize the interface activities between DuPont’s SAP Supply Chain activities and DuPont’s custom developed Financial Inventory reporting tool. The Dow Chemical Company, Midland, MI 1987 – 2004

Senior Specialist / Supply Chain Partner Project Leader 2002 - 2004

Drafted Six Sigma project opportunities for Global Planning Process Owner

IS Project Mgr. – Dow/Accenture Alliance 2000 – 2002

Defined project scope, budget timelines, and resource requirements as well as tracked budget-to-actual, insured project met ROI guidelines working with the finance office. Budgets for individual projects ranged from $250,000 to $1,500,000 with a total annual portfolio averaging $3,000,000.

Dow/UCC merger, specifically used on the R3 to R2 inventory migration project

Responsible for non-SAP Business Self-Assessment project, global I/S, modifying project scope documents, RAM and deliverables to manage I/S directors through development, implementation and rollout of the Business Self-Assessment document.

Implementation Specialist/Project Specialist 1997 – 2000

Organized the project to deliver existing work processes and tools through leveraged implementation and business resources, involving coordinated work between Dow global resources, business resources and I/T resources

Led the Dow Supply Chain Y2K remediation project. Led scope reviews in North America, Latin America, Pacific and Europe across Order-to-Cash, Planning, AR, AP, Credit and Collections, Master Data interfaces, as-well-as inbound and outbound EDI partner testing

North American SAP PRODUCTION COE 1989 – 1997

Defined and implemented a functional SAP support process for the North American Customer Service Organization, which covered the order through cash work processes, including logistic and site logistic transaction management.

Defined order entry requirements for Dow’s U.S. Area businesses, defined business requirements, tested design solutions as provided by SAP developers, and delivered updated training and procedure documentation Rumbler-Brache process methodology

Customer Service Representative – Automotive Business 1987 – 1989

Managed inside sales, customer orders processing, credit management and optimized the order delivery process. Assisted with the Re-write of the initial customer service order entry requirements for SAP implementation.


First President – Woodlands Condominium Association, a non-profit Michigan corporation.

Elected to Board by General Membership in October 2011, along with six other association members

Board then re-confirmed my nomination to Office of President for 2012, 2014 and 2016 Terms. Board is responsible for management of common elements for 150 member lots

Total Association assessed at $6MM USD

Private Aviation

Past Fractional Owner

Logged sufficient hours to obtain Private Pilot License

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