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Change Management, Organizational Design, Strategic Communications

Location:
Vienna, Virginia, United States
Posted:
June 03, 2019

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Resume:

JAMES EDWARD MAZUR

**** ********* ***** ******, ** 22180 USA 703-***-****

ac9iwf@r.postjobfree.com https://www.linkedin.com/in/jim-mazurchangemanagement

SENIOR CHANGE MANAGEMENT, ORG STRATEGY AND IMPLEMENTATION EXPERT

Jim is a seasoned change management professional with over 20 years of experience helping Fortune 500 such as Texaco, Pennzoil, Morpho Detection, Ashland Chemical, DTE Energy, Aerojet-Rocketdyne, Earthbound Farms, Foremost Farms, AK Steel, and Haliburton; and government clients such as the FAA, NASA, FEMA, and the US Departments of Homeland Security, Energy, and Veterans Affairs. Jim also held separate roles as Communications Special Assistant to two White House-appointed CFOs. He currently holds a TSA public trust security clearance. Jim has expertise managing large-scale technology-driven change projects, designing organization structures, establishing and managing governance, strategic communications, facilitating groups of every level including the C-Suite, developing job descriptions, designing training, and implementing performance management approaches. He has managed teams of 20 members and budgets in excess of $2M.

A dynamic, innovative thought leader, strategist and implementor of change; Jim is a protégée of Dan Cohen, co-author of The Heart of Change. He has led enterprise transformation for over two dozen full life-cycle ERP projects in multiple industries, directly supporting C-Suite and PMO level leadership, and working directly with mid-level managers and front-line stakeholders. He has experience with most ERP applications. He approaches each engagement with an eye toward maximizing measurable value by simultaneously accelerating business change and mitigating risk. An early contributor to the PROSCI methodology, Jim’s differentiating approach prepares employees and stakeholders for new technology and processes by directly facilitating their collaboration with the functional teams, and gradually ceding more ownership to the business stakeholders.

Jim’s versatility allows him to wear many different hats in his role, including coaching and providing communications content for executive sponsors, introducing best practices and helping assimilate them into unique environments, aligning goals and objectives and writing business cases, delivering transformation and communications plans, facilitating organizational design changes and introducing performance management systems to make the change stick. He helps align change actions with the businesses operational vision. Both ITIL and PROSCI-certified, he is familiar with most enterprise software applications.

PROFESSIONAL EXPERIENCE

ENTERPRISE TRANSFORMATION ASSOCIATES, LLC, Principal / Owner August 2016 – Present

IBM GLOBAL BUSINESS SOLUTIONS, Senior Managing Consultant July 2013 – August 2016

CAPGEMINI GOVERNMENT SOLUTIONS, Manager and OCM Practice Leader May 2009 – July 2013

RAY GROUP INTERNATIONAL, Independent subcontractor January 2009 – May 2009

DELOITTE CONSULTING, Manager January 2007 – December 2008

THE LEGACY NETWORK, Independent subcontractor January 2006 – January 2007

PRICE WATERHOUSE / PWC / IBM - Managing Consultant May 1995 – December 2005

BOOZ ALLEN & HAMILTON Senior Consultant to Associate May 1991 – December 1994

GREATER PHILADELPHIA 1ST CORPORATION, Project Manager to Deputy Director June 1987 – April 1991

CAREER PROJECT HIGHLIGHTS (non-chronological)

St. Clair County (Michigan) Health Department, Development of implementation plan for a Performance Management system and strategic plan (present project)

Jim was originally asked to provide a continuity plan for the County health department that maximizes use of existing resources. He soon helped officials redefine the solution to facilitate the adoption of HRM best practices that reward desired behaviors that include collaboration, information sharing, and rapid decision making.

Chevron - Texaco, Organizational Change Management Team Lead, SAP implementation

Sold OCM strategy and approach, then assumed role of OCM Project Manager for Texaco’s global implementation of SAP. With a team of 5 OCM and 5 training resources, leveraged 150 Texaco stakeholders called “Transition Leaders” that coordinated the preparation of 7,000 users world-wide. Mr. Mazur himself facilitated the decision-making and governance roles of top executives including CFO, CIO, and leaders of producing operational units. Accomplishments:

The largest successful worldwide SAP implementation to date at time of implementation. Recognized by CEO

Sold the OCM work based on the strategy presentation, then implemented strategy through full life cycle

Aligned IT and business governance and risk management, which facilitated resolution of 600 business issues

Led instructional design workshops and used input to draft training end user guides

Pennzoil - Change Management Team Lead, SAP Implementation – As OCM program manager, Mr. Mazur successfully executed a full lifecycle OCM strategy for Pennzoil’s SAP/R3 implementation. Aligned directly with the Pennzoil Project Manager, his influence grew as he created a coalition of senior, mid-level and frontline managers to own the user adoption activities. See article about this project https://www.linkedin.com/pulse/how-pennzoil-created-value-managing-enterprise-change-jim-mazur

Morpho Detection – Organizational Transformation Strategy and Implementation Plan Development

Delivered a front-end change management strategy and facilitated a global transformation to a shared services model using Microsoft Dynamics ERP software. Tailored business-specific transformation strategy and implementation plan based on OCM best-practices, which included checkpoints for executives to drive accountability for the change throughout the enterprise. Accomplishments: The plan integrated communications, stakeholder management, guidance for executives, role mapping and performance metrics with the activities of the functional teams. Implemented a risk management and mitigation plan.

US Army, Independent Validation and Verification (IV&V) of ERP Systems Projects, Enterprise OCM Lead and Deputy Project Lead – Working for the Program Executive Office / Enterprise Information Systems (PEO-EIS) Mr. Mazur provided collaborative oversight to the change management function of 5 ERP implementation projects. As deputy project manager, he coordinated the overall evaluation of the 5 ERP programs.

Federal Aviation Administration (FAA), Oracle Financials Implementation, OCM / Communications Lead

Mr. Mazur led a full life-cycle change management and communications program that included an organizational and stakeholder assessment, leadership alignment and user adoption of Federal Oracle Financials. Managed a 12-person training workstream. Coordinated 12 organizations at HQ and 10 regional centers, facilitating a legion of SME’s to train employees at 10 geographic locations. Provided communications support to the FAA CIO and CFO, which reinforced stakeholder-to-stakeholder communications activities. The FAA went live with no business procedures and no disruptions.

Department of Homeland Security, Office of the Chief Financial Officer, Strategic Communications Advisor - Provided direct communications support to the DHS CFO through the Resource Management Transformation Office. Implemented strategic communications program initiatives. Developed a business case to implement a department-wide baseline financial system. (2006)

Transportation Security Administration (TSA), Technology Adoption Lead for Agile Information Sharing Environment (ISE) Initiatives – Developed and implemented an Agile OCM approach to technology adoption of applications developed by TSA’s IT group. Facilitated collaboration and information sharing. Integrated change management with on-going Agile-based technology application rollouts. Completed a concept of operations for scalable implementations of various sizes and scopes. Ensured leadership involvement. (2007, 2019)

Texas Department of Public Safety, Organization Design / Management Study, Project Manager (2000, 2007)

Sold project; then led a comprehensive full life cycle organizational assessment of DPS that included organizational structure, management, personnel, processes, and shared services. Worked directly with the Project Manager, a senior, commissioned law enforcement officer designated by the Governor-appointed Texas Public Safety Commission. Reviewed all departmental units, policies, procedures, systems, culture, organizational structure, and management styles. Accomplishments:

Built trust with leadership, rank and file, the Public Safety Commission, and regional offices

Participated in late night “ride-alongs” with Highway Patrol officers

Crafted findings and recommendations which facilitated immediate PSC actions to modernize DPS

The PM was later named Department Director, an appointment with historic implications

DTE Energy, Change Management Senior Advisor 2005 – Mr. Mazur was brought in by the SAP Project Sponsor, an Executive VP, to examine the project OCM function, identify weaknesses, develop recommendations, and re-steer the ship toward a more user-and business-centric approach to implementation. Mr. Mazur facilitated executives to re-define the change management and communications strategy, and re-brand the project from an IT-implementation to a multi-business enterprise integration. Provided DTE Executive Team with activities to drive accountability to mid-level leaders. Provided support to project OCM team; redefined objective to give greater ownership to stakeholders to resolve issues to mitigate their risk. Facilitated cross-organizational issue resolution / governance.

Lead Faclitator for pre-ERP Business and IT Accelerated Solutions Workshop, Bimbo Bakeries (2012)

Mr. Mazur facilitated two sessions of stakeholders to gain consensus on choosing an ERP application, and the enterprise transformation approach. Session 1 included key employees from across the enterprise, and IT support personnel as invited guests. Session 2 included the C-Suite, and a select group from Session 1. Using two previous failed implementations as inputs, the participants concluded that SAP was the best software to integrate their business, and that the approach should include business representatives as the primary drivers of the project. The participants then developed an action plan to leverage strengths and address problem areas. The foundation of this plan was an integrated, master OCM / communications / training strategy that included active collaboration of overlapping groups of stakeholders at all levels.

EDUCATION, CERTIFICATIONS, AND CLEARANCES

Master of Government Administration (MGA) UNIVERSITY OF PENNSYLVANIA, Philadelphia, PA 1987

Bachelor of Arts, Urban and State Public Policy MICHIGAN STATE UNIVERSITY, East Lansing, MI 1983

Prosci Professional Change Management Certification 2016

Information Technology Infrastructure Library (ITIL) 2011

Current Security Clearances: Transportation Security Administration (TSA) - awarded October 2018;

Prior Clearances: US DHS Public Trust (CBP, ICE DHS-OCFO – to 2015) DoD Army to 2017;

State Agency law enforcement clearance for Texas Dept of Public Safety, 2010

ADDENDUM – DETAILED PROJECT SUMMARIES

ENTERPRISE TRANSFORMATION ASSOCIATES, LLC, Vienna, VA August 2016 – Present

Principal / Owner

St. Clair County (Michigan) Health Department, Development of implementation plan for a Performance Management system and strategic plan (present project)

(See Project Highlights)

Transportation Security Administration (TSA), US Dept of Homeland Security, Oracle Financial Systems Implementation, OCM Lead

Re-designed an existing OCM strategy and to better integrate the TSA project organization with the DHS office that is acting as PMO for this project.

US Department of Veterans Affairs, OCM Lead for Financial Systems Implementation

Designed and implemented an integrated OCM strategy that incorporated artifacts from previous contractors, and the capabilities of a new set of contractors under a new contract.

ORLIKON-Fairfield, Lafayette, IN Globalization Project – Global Transformation Lead

OCM Lead for an Indiana-based advanced technology manufacturing company implementing the Manufacturing ERP software LX. Mr. Mazur delivered a comprehensive OCM strategy that leverages the company’s existing OCM activities to build a more comprehensive and permanent global transformation strategy. December 2017 to March 2018.

Manufacturer of automotive specialty metals - Organizational Strategy and Design

Provided research and analysis for an organizational culture study led by Driscoll Learning LLC for an Ohio-based light manufacturing company to help resolve high turnover of skilled workers.

Large Health Insurance firm – OCM Support to IT group

Designed a user adoption strategy for the IT organization of a large health insurance provider.

Large World-renown Medical Center and Research Institution – Organizational Assessment

Mr. Mazur delivered an organizational strategy which included an assessment of the opportunities, barriers and risks to implementing the Medical ERP application Epic across all departments.

Commercial Community Lending Institution

Mr. Mazur co-managed an organizational assessment and human capital management strategy for a mid-sized Ohio-based lending institution facing the challenge of growing and maturing in order to meet increased market demand and increased opportunities to leverage digital technology to meet its objectives. The team provided a roadmap for the organization to professionalize its HCM functions, realign the organization’s structure, clarify its strategy and communications, and finally, plan and execute an IT strategy. September 2016 to March 2017

IBM GLOBAL BUSINESS SOLUTIONS, Herndon, VA July 2013 – August 2016

Senior Managing Consultant

Internal IBM project – Scrum Master, Agile Development of an OCM Mobile App

Mr. Mazur provided guidance to a team of IBM developers to create a mobile app to quickly determines and evaluate a company’s capacity to transform their business through internal change management capabilities.

Morpho Detection – Organizational Transformation Strategy and Implementation

(See Career Highlights)

Earthbound Farms, Change Management Lead, Change Impact Assessment – Developed an OCM framework for a producer and supplier of organic foods in preparation for an SAP – CRM implementation

Aerojet-Rocketdyne (Oracle) Implementation, Change Management Lead - Developed a change management and communication strategy that encompassed Rocketdyne’s Oracle implementation, and the larger transformation of the merged Aerojet- Rocketdyne enterprise.

AK Steel Company, Request to Purchase (Oracle) Implementation, Change Management Lead – Developed a detailed change management and communications plan, and provided direct support to the Project Manager and sponsoring executive. Created new business model under Oracle that included a risk management plan to keep operations moving while resolving issues.

CAPGEMINI GOVERNMENT SOLUTIONS, Reston, VA May 2009 – July 2013

Manager and OCM Practice Leader

Immigration and Customs Enforcement (ICE) - Student and Exchange Visitor Program (SEVP), Process Improvement and Strategic Planning Initiative, Project Manager - Coordinated an initiative to redesign SEVP’s compliance lifecycle process, and help the organization develop a roadmap to quickly implement fundamental organizational improvements.

DHS, ICE/DRO, Strategic Communications Initiative for Detention Management, Project Lead – Assessed the internal strategic communications and provided a framework for DRO to clarify and communicate its program objectives to internal and external stakeholders for better program management.

Customs and Border Protection (CBP) Office of Field Operations and Facilities, Strategic Planning and Business Process Improvement of Facilities Management Function; Project Manager - Developed new processes for facilities management and gained consensus among leadership and management. Wrote a comprehensive and detailed communications plan for implementation that was extremely well received by the client and which they subsequently implemented.

US Army, Independent Validation and Verification (IV&V) of ERP Systems Projects, Enterprise OCM Lead and Deputy Project Lead – Provided cross project communications as part of my role as deputy project manager, coordinating and highlighting key decisions of 5 separate but inter-related projects.

RAY GROUP INTERNATIONAL, Baltimore, MD January 2009 – May 2009

Independent subcontractor

US Department of Veterans Affairs - Development of Process Modeling Center of Excellence

Designed and developed a concept of operations (CONOPS) for a business process modeling center of excellence to serve the Department of Veterans Affairs (VA). Developed the concept with participation from businesses (customers) throughout VA—this effort provided direct benefits and facilitated better integration between the VA businesses and the IT organization.

DELOITTE CONSULTING, McLean, VA January 2007 – December 2008

Manager

Texas Department of Public Safety (DPS), Organization Design and Management Study, Organizational Design Lead (see Career Highlights)

Worked directly for Dan Cohen, co-author of The Heart of Change

Transportation Security Administration (TSA), Technology Adoption Lead for Agile Information Sharing Environment (ISE) Initiatives – Developed and implemented an Agile OCM approach to technology adoption of applications developed by TSA’s IT group. Facilitated collaboration and information sharing. Integrated change management with on-going Agile-based technology application rollouts. Completed a concept of operations for scalable implementations of various sizes and scopes. Ensured leadership involvement.

THE LEGACY NETWORK, Fairfax, VA January 2006 – January 2007

Independent subcontractor

Department of Homeland Security, Office of the Chief Financial Officer, Strategic Communications Advisor - Provided direct communications support to the DHS CFO through the Resource Management Transformation Office. Implemented strategic communications program initiatives. Developed a business case to implement a department-wide baseline financial system.

US Customs and Border Protection, Department of Homeland Security, Change Management and Stakeholder Communications, nationwide SAP Implementation – Led a nation-wide technology adoption program for CBP’s Automated Commercial Environment (ACE) program, a nation-wide release of new SAP functionality. Mr. Mazur led this user support initiative for over 300 sites within 20 Field Offices nation-wide.

PRICE WATERHOUSE / PWC / IBM, Arlington, VA May 1995 – December 2005

Consultant to Senior to Managing Consultant

Texaco, Change Management Team Lead, SAP implementation (see Career Highlights)

Pennzoil - Change Management Team Lead, SAP Implementation – (See Career Highlights)

University of Cincinnati, Change Management/Communications Lead – Led the communications effort for a university-wide change initiative that included implementation of the SAP HR and CRM modules. Coordinated the governance component of this project, working directly with the UC senior governing council to determine business strategy and make process and procedural decisions affecting the entire university. Authored an article for “UC/IT Now” that aligned the SAP project with the University’s vision as a world-class research institution.

FAA, Oracle Financials Implementation, OCM / Communications Lead (see Career Highlights)

DTE Energy, Change Management Senior Advisor – (see Career Highlights)

Texas Department of Public Safety (DPS), Organizational Study, Organizational Design Lead – While with PwC and prior to the Deloitte DPS project, Mr. Mazur led a facilitated workshop for the senior executives of DPS, including the Directors of the Texas Rangers, the State Police, the Crime Lab and Enforcement Divisions to develop a strategic plan and prioritize the Department’s activities.

Halliburton –Change Management and Communications Lead - Supported successful global strategic sourcing, logistics and SAP CRM implementation activities across multiple businesses.

National Aeronautics and Space Administration (NASA) – Communications Lead – Designed and implemented change management, training, and communications for Goddard Space Flight Center. Successfully transitioned 3,200 employees and managers to a new online system within a 2-month period

BOOZ ALLEN & HAMILTON May 1991 – December 1994

Senior Consultant to Associate

Federal (Flood) Insurance Administration, Federal Emergency Management Agency (FEMA), Organizational Assessment, Team Leader – Led a 12-month, comprehensive review of the National Flood Insurance Program.

National Petroleum Reserves & Oil Shale Reserves, Organizational and Staffing Assessment and Strategic Plan for Privatization, Team Lead – Led a team of 3 to analyze the staffing requirements of NPOSR based on a more clearly defined mission, objectives and workload.

GREATER PHILADELPHIA FIRST CORPORATION January 1988 - April 1991

Project Manager to Deputy Director

Lead Staff for Pharma/Biotech New Ventures Committee

As staff for this consortium of the CEOs of the 30 largest corporations in Greater Philadelphia, Mr. Mazur led initiatives to enhance and promote the regional biomedical that supports this industry. Worked in particular with the venture capital community to facilitate the matching of capital to worthwhile scientific research that led toward commercialized products and services. In addition, Mr. Mazur was part of a team that reported directly to the CEO’s on the Board of Directors.

CASE STUDIES AND PUBLICATIONS

“Creating Value through Managing Change: How Pennzoil Empowered Users to Leverage its SAP Investment,” PwC Intersections, updated 2016

“What the Founding Fathers can Teach us about Organizational Change Management” LinkedIn 2016

“Organizational Change Management (OCM) for Agile” - Capgemini white paper 2012

“Implementing SAP at the University of Cincinnati: Laying the Foundation for a New Urban Research University,” UC-IT Now, 2005

“Power from Perspective—Potential Future US Energy Portfolios” study, University of Tennessee, 2007 (published while with Deloitte Consulting)

Key words: organizational strategy, organizational design, organizational change management (OCM), enterprise transformation, culture change, organizational effectiveness, strategic communications, training design, instructional design, governance, workshop facilitation, performance management, behavior-based change, succession planning, staffing study, executive alignment, stakeholder management, job role design, security profiles, enterprise architecture, process modeling, process improvement, ERP, SAP, Oracle, LX, Microsoft Dynamics MSDX, Epic, Salesforce.



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