Professional Summary

MBA, CPA, PMP trained, Six Sigma Green Belt Certified, Senior Project Manager with expertise spanning Financial Shared Services, Organizational Change Management and Convergence, PMO and Program Management, development and best practices, Logistics, Corporate Finance, Information Technology, Sales, Pricing, Revenue Management, Readiness Assessments, Communications Planning, Knowledge Transfer, Continuous Process Improvement, Portfolio Planning and Budgeting.

Experience with High Performing and Rapidly Expanding Organizations involving Mergers, Acquisitions, Joint Ventures and Business Integrations.

Industry experience includes Hospitality, Travel Distribution, Banking, Public Sector (State & Local), Education, Insurance, Telecom, Retail, Fleet Rental, Mining, Manufacturing and Pharmaceutical.

Exceptional enterprise-wide leadership, governance skills and track record of utilizing I.T. to achieve business objectives while exceeding customer requirements.

Extensive Business Analysis, Project Management and PMO best practice expertise inclusive of application of PMI Methodologies, RFP & RLI Development, Project Governance, Project Planning, Resource Planning, Requirements Gathering, Critical Path Analysis, Design, Development, User Acceptance Testing, and Knowledge Transfer,

Training and Change Management (Prosci Methodology).

ERP experience (JD Edwards, Oracle, SAP, Peoplesoft, MS Dynamics) spanning H.R., Procurement, Finance, Payroll, Time & Attendance, BI / Data Warehouse / Business Warehouse and Data Migration.

Professional Experience

Senior Project Manager / Independent Consultant

Summit Partners Group, LLC January 2005 – Present

Managed a multi-million Warehouse Optimization project inclusive of process reengineering and introduction of a Labor Management System for a $300 Million toy manufacturer, which resulted in a total labor cost reduction of 40%, and net savings of over $5 Million per annum.

Worked on large projects for Kerzner International (owners and operator of Atlantis Resorts in the Bahamas), Publix Supermarket Inc., Broward County and Miami-Dade County Public School District. Took lead role on establishing PMOs inclusive of corporate governance best practices, training and communication planning in a matrix environment.

Provide Six Sigma and technology consulting services across discovery, design, development, implementation and testing phases applying PMBOK / PMP methodologies (inclusive of Agile / SDLC).

Manage team members, client SMEs and Senior Management in light of risk mitigation and maximizing project ROI

Develop and manage project charters, communication plans, project plans, risk plan, financial plan, resource plan and budget across all phases of the project lifecycle.

Key areas of subject matter expertise surrounded Program/Project Management, Business & Systems Integration, IT Governance and Change Management.

Managed ERP project for a $3 Billion Public Sector client with a project Total Cost of Ownership (TCO) in excess of $70 Million, in addition to another Public Sector SAP implementation with a TCO of $45 Million.

Primary project benefits and ROI span Finance, Procurement, HR and Payroll business units, across 55,000 end users via the application of Six Sigma / Operational Excellence methodologies, coupled with the implementation of an SAP Enterprise Resource Planning platform.

Provided Project Management and Consulting services across entire lifecycle inclusive of change management and training, working with Accenture, Deloitte and IBM across numerous ERP projects.

Established governance structure inclusive of development of PMO, in addition to achieving Executive and Business Process Owner buy-in.

Managed third party vendors as it relates to RLI process including demonstration process of technical capabilities across SME population.

Managed project plan on a day to day basis across over 50 team members, with functional and technical leads and SMEs.

Developed business requirements and performed gap analysis between current and future state.

Project Manager responsible for Integration and Deployment capacities across an $88 million SAP Public Sector engagement. This engagement entailed process delivery, organizational and technology reengineering benefits to the fourth largest K-12 school district in the United States, with over $5.5 Billion dollars in annual spend, providing educational services to over 350,000 students.

Clients included, but not limited to the following:

oSouth Jersey Industries (a publicly traded gas utility company)

oMelissa and Doug, LLC (a $300 million dollar toy manufacturer and retailer of children’s toys)

oC-Mobile, Inc. (a privately held Canadian mobile carrier)

oISI, Inc. (privately held mining / manufacturing company located in the Dominican Republic)

oMiami-Dade County Schools (the second largest K-12 School District in the U.S.)

oKerzner International (owner and operator of hotels and gaming facilities)

oPublix Supermarkets (a South Florida premier supermarket chain)

oBroward County (one of the largest operating Counties in the state of Florida)

Process Lead, Strategic Projects Group

Carnival Corporation February 2002 – December 2004

Managed complex enterprise-wide strategic initiatives across eight different domestic and international cruise operating companies, involving identification of opportunities, project scoping, and management of the entire project lifecycle including detailed quantitative analysis, assessment, design, development, implementation and monitoring phases. Responsible for communication and expectation management with executive teams and key stakeholders throughout the organization surrounding value creation, change management and continuous process improvement, including the following accomplishments:

Corporate Financial Shared Services: (Cost Savings: $2.5MM + per year, in addition to increased customer and vendor satisfaction): Managed the assessment, implementation and support phases of a cross-company Shared Services initiative including process and systems Change Management, SLA creation, and Roles & Responsibilities development, and implementation of Oracle ERP platform.

Managed the integration of the second largest cruise line in the world, across technology, process and organizational change management, including the migration of financial functions to a common Oracle reporting platform.

Corporate Telecom (Cost Savings: $2MM + per year): Managed the development of a Corporate wide area network based on IP-Frame Relay and VPN technology, in light of supporting API electronic distribution of cruise inventory, and inter-operating company communications relative to strategic initiatives (Supply Chain, Reservations, etc.).

Corporate Air Sea: (Revenue Generation & Cost Savings: $4MM + per year): Managed a cross-company strategic and Process/Technology/Organization review of Air Sea operations, in light of decreasing air sea mix and static FTE burden. Scope included review of Guest, Corporate and Crew Air, including Best Practice implementation, Efficiency Maximization, Shared Services Benefits Case, Consolidated Contracting Pilot and Marketing Research.

Group Sales: (Cost Savings: $1.5MM + per year): Managed a Process/Technology/Organization review of Carnival’s Group Sales operations in light of decreasing group business mix, static FTE burden, increasing talk times and decreasing call center service levels. Scope encompassed the review of nine different departmental divisions including Group Reservations, Customer Service, Workforce Planning, Inventory Control, and QA & Training.

Director, Cruise Operations

Expedia, Inc. March 2001 – December 2001

Directed cruise division for Expedia.com (ex-Microsoft holding), a leader in the online travel services industry. Successfully tripled revenue base from $20MM to $65MM, exceeding forecast, while managing day-to-day financials of the cruise business and directing strategic expansion opportunities. Key highlights included:

Managed entire cruise business unit including development of key finance and strategic sales and marketing partnerships and M&A opportunities. Developed supplier relations, leveraging revenue management and promotional campaigns, enhanced online / offline merchandising opportunities and best practice call center operations. Held full P&L responsibility, including driving analysis on key business decisions affecting the cruise product, while maximizing revenue share contract with private label fulfillment partner leading to an increased ROI of 15%.

Developed business case for proprietary cruise platform including financial modeling identifying opportunity cost (vs. private label revenue share), technology solutions (GDS vs. direct-connect), content sourcing and fulfillment.

Directed the Project Management cycle: Evaluated Internet site requirements and developed enhancements to the user interface via new releases for the cruise product including merchandising and cross-sell opportunities. Negotiated online advertising agreements with cruise suppliers and third party affiliates including banner ads, newsletters and email campaigns, resulting in significantly increased ad revenues.

Senior Business Analyst: Revenue Management / Strategic Planning

Norwegian Cruise Line Limited March 1998 – February 2001

Managed various strategic and operational, functional roles within the organization surrounding Revenue / Yield Management, Sales & Marketing, E-commerce, Strategic Planning, Air Sea and Group / FIT Reservations. Maintained business-facing, liaison capacity with Senior and Executive Management across business units, in continuously reevaluating incremental revenue and cost avoidance opportunities, including the following value creation:

Cross-Functional Operations: Defined, measured, analyzed and implemented changes in the following specific areas in light of Best Practices, Competitive Benchmarking, and Critical Success Factors, resulting in annualized incremental revenues and cost savings totaling more than $33MM per year: Cruise-only and Air Commission Structures, Tour Conductors, Deluxe Pricing Increments, Fleet Categorization, Group Deposit Requirements and Discounts, Cancellation Penalties, Port Service / Air Taxes & Fees, Forced Hotel Overnights, Transfers, and Pre & Post Land offerings.

Marketing: Successfully managed sales and marketing relationships with Internet Affiliates (Travelocity, Expedia, etc.), significantly increasing online sales channel growth by over 20% annually.

Revenue Management: Developed and managed entire Fleet Net Ticket Revenue Plan in excess of $400MM, maintaining and monitoring the Corporate Revenue Forecast, while tracking all key revenue indicators and business mix considerations prior to sailing. Developed strategic and tactical pricing decision models, applying various core revenue management tools and techniques: Booking Curves, Demand Forecasting, and Statistical Analysis Software (SAS), resulting in increased Net Ticket Revenues.

Sales: Developed annual sales goals and incentive plans for Field Sales (DSMs), National Accounts, Corporate & Incentive, and International Account divisions, resulting in increased total load factors and yields. Additionally, managed guest acquisition costs while performing numerous Pro Forma and Feasibility Studies (Fleet Deployment, Theme Cruises, Charters, etc.).

Certifications, Training & Education

Six Sigma Green Belt Certified

CPA

PMP Trained

MBA Finance & Marketing (With Honors), University of Miami

BBA Accounting (Cum Laude), University of Miami

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