Senior ERP/Process Improvement Manager

ALFRED (AL) MARRON Sr. Strategist – IT, Finance and

PMO Enterprise Driven Leader -

*** ********* *****, *********, ** 21037

Process Improvement Innovator

Email: acd49n@r.postjobfree.com

Mobile: 678-***-****; U.S. Citizen

QUALIFICATIONS

Insightful 15-year functional mastery of Process Improvement Initiatives integrating PMP, Risk and financial management

innovations with over seven years global experience working alongside foreign investors. Exceptional insight identifying stakeholder

requirements to portfolio operations resulting in rapid delivery of end-to-end executive support services and execution of enterprise

business goals to IT transformation or change management strategies. Year-after-year supervisory successes managing program costs,

budgets, risk management, project issues and change control board actions reducing operating costs and increasing revenue streams

that stabilize organization al risk postures. Project team innovator coaching and mentoring project teams through ERP implementation

strategies that link organizational plans to financial schedules, contract awards and administration oversight and development of WBS

work activities that support short, ad hoc, mid and long term objectives and goals. Exceptional management and supervisory

application of appropriate project management methodologies and tools that assist project teams with their understanding how

business unit goals link to IT infrastructure operations. Industry knowledge and business value application of EVM/Costing/CPI/SCI

analysis and ETL customer segments. Project team experience leading SDLC/LCCE project team activities and how each discipline

applies under strict GAAP, audit and IT Security/Audit oversight rules. Senior management expertise advising top level executives

and department leads on strategic plan development and execution of action plans that deliver IT and business unit goals to annual

program cost estimates and budget spend plans. Resourceful business intelligence (BI) expert integrating customized, detailed and

high level process improvement solutions during start-up, turn-around and down-sizing operations. Strong stakeholder and client

relationship management skills exercising governance tactics, LSS lean solutions and mitigation of conflict management issues.

Consummate team player motivating individual and team excellence through strong team dynamics and departmental relationships

that improve project team cooperation, mutual program cost oversight and cross-departmental ownership interests.

Managed and realigned departmental IT program office an d finance operations for an Office of Information Technology

organization ; advised the CIO/DCIO and eight Division Chiefs on Portfolio and Program Management methodologies.

Realigned over 100 project codes to IT Portfolio and acquisition strategies that resulted in a defensible $504 million AOP.

Advised department leads on rapid delivery IT services, contract management oversight and project delivery from concept

through implementation; worked with IT project leads and realigned HW/SW Refresh strategies, SDLC development utilizing

Agile methodologies increasing flexibility, decrease of project risk and speeding time to market of Cloud and Scrum systems.

Revamped organization internal controls and audit compliance rules with 90 days exceeding KPMG/GAO audit reviews and

organization performance goals by 7% for nine consecutive months during 2012.

Conducted due diligence of prior year costs and r ecovered over $100 million in Undelivered Orders (UDOs) and $37 million from

contract close outs retiring outdated legacy IT project codes, locally developed applications (LDA) and unobligated Task Orders.

Promotion, transfer to the Dept. of Commerce as the first Deputy CFO/PM leading a $482 million end -to-end financial and

program office operation ; organized and launched a rapid start up PM operation and fully functional Budget Division staff.

Supervised NOAA/NASA project team activities and delivered HW/SW Refresh Strategies, Cost Variance/EVM analytics and

WBS frameworks that developed a multi-billion dollar, five year U.S. weather satellite strategy partnered with NASA, NESDIS,

Air Force Satellite Command, Japan and European weather research partners.

Planned project milestones and led senior research and analyst teams that developed a Program Office Estimate (POE) and budget

submission to the Office and Management and Budget (OMB), House and Science Committee members that resulted in approval

of a $943 million budget for the Joint Polar Satellite System (JPSS) portfolio included in the FY2012 -15 President's Budget (PB).

Recruited by the Department of State as a Senior Governance Advisor to reverse negative Iraqi Provincial governance trends and

capital planning processes; implemented innovative Provincial governance and functional PMO initiatives that turned around

budget execution rates from 46% to 95% within six months and submission of two capital investment budgets for 300 projects.

As the first Manager, Capital Improvement Plans (CIP) for Atlanta; drafted and implemented PMO initiatives that organized,

planned and delivered short, mid and long range capital projects, asset management, airport security and IT projects .

Scheduled ground breaking ESC decision -making processes and procured commercial off the shelf (COTS) applications that

implemented business intelligence innovations accelerating the airport’s long term vision and development of the first 15-year

Comprehensive Development Plan (CDP) approved by city, state, Federal and airline stakeholders, a first for Atlanta.

As a C-Level Controller for a top rated REIT, identified critical management failures in property management office operations,

audit compliance and budget variance reporting; quickly implemented PMO innovations, Dashboard metrics, SOPs and written

internal controls that surpassed Portfolio KPI goals by 37% within 90 days recovering over 10% in property management costs.

Directed large scale budgets, human capital strategies and project activities global-wide that expanded U.S. and global business

opportunities with major defense contractors and foreign investors from 1999 through 2006.

Successive promotions to Chief, Director, Resource Management, project and program manager driving costs, schedules and

budgets for multi-billion dollar procurements and contracts under global agreements throughout the Gulf Region/Middle East.

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ALFRED (AL) MARRON

116 Waterside Court, Edgewater, MD 21037 * acd49n@r.postjobfree.com * 678-***-**** (cell)

MAJOR PROJECT / FUNCTIONAL EXPERTISE:

Strategic Planning and ERP Implementation * IT Governance and Vendor Management * Portfolio Planning – Budget and Costs *

Process Improvement and Organizational Modeling * Governance Initiatives * Life Cycle Cost Estimates (LCCE)

KEY AREAS OF OVERSIGHT:

Annual Operating Plan Execution * Stakeholder Relationship Management * Portfolio/Project Management * Executive

Leadership/Senior Management Process Improvement Development * Internal Controls Improvement and Audit Compliance *

Financial/Annual Statement Compliance (SOX/CFO Act/Federal OMB Circulars/FISMA/GPRA/FASB-FASAB)

PROFESSIONAL EXPERIENCE

June 2013 to GUIDEPOINT Global Advisors, formerly Vista Research (member since 2009) NY, NY

Current Strategic Planning, Financial and Program Management Operations (PMO) Industry Consultant

Fee for Service executive advisement of Strategic Process Improvement solutions of PMO/IT/Finance/Audit

methodologies supporting ERP implementation plans while correcting overspends due to poor budget formulation,

project execution and project team mismanagement.

Presented Strategic Process Improvement and PMO recommendations that reorganized strategic plans, risk management

decisions and mitigation of program expenditure practices by executive leadership and project teams.

Developed and presented top level down Program Management Office (PMO) implementation plan s to several clients

that included organizational charts, internal process reviews and three year IT infrastructure implementation plans.

Developed and presented Audit Readiness Operational plans advising clients on how to develop and implement internal

control methodologies in order to respond to top four audit reviews overcoming legacy practices of reporting erroneous

project and program costs during end-to-end operations positively impacting year-end close out operations.

Presented an asset management VFA strategy to a large academic institution /client that addressed capital project

strategies optimizing budget planning of contract awards for facilities operations and unplanned asset renewal projects.

Provided Federal clients advisory and metric solution s to overcome Finance and IT audit deficiencies that met or

exceeded CFO Act / SOX / FMFIA / FISMA / and OMB Circulars outside of Yellow and Green Book regulatory rules.

(November 2009-2013) U.S. Federal Government – Inter-agency promotions and transfers as a General Schedule GS15

June 2012 to Dept. of Homeland Security/USCIS/Office of Information Technology (OIT) Washington, DC

May 2013 OIT Chief/ITPM, Financial Management Branch (FMB); Large Government Agency -$500M AOP

Supervised IT project management costs, cross department and agency financial strategies towards successful delivery of

the agency’s complex scope of responsibilities: End User Support; Infrastructure Engineering and Support; Systems

Engineering and Application Development; Security; Provisioning; Project Management; Web site development and

support; Enabling Tools; and Compliance Reporting and Audit Response.

Authored Plan of Action Missions (POAM) that launched Process Improvement initiatives such as Integrated Program

Reviews (IPR), quarterly Program Management Reviews (PMR), manageable three-year ITPM templates of over 100

project activities such as SDLC pilot programs, services contracts, licenses and multi-million HW/SW Refresh strategies.

Worked closely with the department leads and PMs to develop their own brand of performance metrics supporting a

global IT strategy; re-shaped financial levers into performance metrics enhancing business decisions/project execution .

Instituted IT Governance processes and customized ITPM performance metrics to correctly assess IT project status, risk

statuses and mitigation strategies that significantly reduced costs and scope creep practices.

Streamlined paper-laden project approval procedures integrating e-Commerce forms that significantly reduced PM and

Executive approval of new projects effectively reducing processing time from over 45 days to less than one week.

Partnered with the Contracting Division and integrated contract process improvement initiatives and training workshops

that turned around mismanaged contract ‘burn rates’ and Contractor Performance Report (CPR) reviews.

Revamped debt collection methods of delinquent debt identifying wide-spread systemic errors and duplicity in billing;

instituted an aggressive monthly reconciliation process that recovered over $37 million in Undelivered Orders (UDO)s.

Instituted rapid IT Portfolio process improvement initiatives such as Dashboard SMART-ER metrics and Risk Charts

that required project manager ownership responsibility, significant thinking and judgment not easily standardized.

Eliminated duplicate planning of IT projects between IT and business units enhancing cooperation between cross-

functional and cross organization s significantly reducing silo operations and Governance of IT cost controls and

practices more effectively managed and reported by Division Chiefs, PMs and IT system engineers organization-wide.

Within six months, reversed prior year audit findings identified in KPMG Notice of Findings Reports (NFR) by

correcting IT Portfolio Management operations earning a Directorate of Homeland Security Service Leadership Award.

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ALFRED (AL) MARRON

116 Waterside Court, Edgewater, MD 21037 * acd49n@r.postjobfree.com * 678-***-**** (cell)

February 2011 to Dept. of Commerce/NOAA-NASA Joint Polar Satellite System (JPSS) Program Lanham, MD

May 2012 JPSS Deputy CFO/PMO/Budget Division Chief; Large Government Agency -$942M AOP

Developed and instituted a start-up operation for a U.S. Satellite Strategy partnered with NOAA, NASA and the U.S. Air

Force Satellite Command instituting Governance, IT Portfolio operations for a multi-billion dollar portfolio.

Played a critical role shaping the organization’s strategy, vision and mission statement managing the first PMO operation

and development of Program Office Estimates (POE) and cost models during a critical n ine month start-up period that

experienced the turn-over of two JPSS Directors.

Partnered with the Workforce Management Office and instituted an innovative PeopleSoft ERP strategy and HR

implementation plan to rapidly hire Federal and contracting personnel integrating program costs, wage adjustments and

employee data warehouse tools and reporting metrics.

Managed stakeholder relations between NOAA and NASA Program Managers and system engineers and promoted solid

governance, program and IT implementation strategies that captured and reported life cycle cost estimates over a twelve

year program strategy ensuring alignment with annual organization goals and project team objectives.

Prepared and presented a FY2012 $924 million Commerce Satellite budget to three agency CFOs and administrators.

Developed operational strategies that accelerated delivery of JPSS program cost pilot programs contained in a Cost

Analysis Requirements Document (CARD), Independent Cost Estimate (ICE) and Program Office Estimates (POE).

Managed executive leadership expectations by increasing knowledge of portfolio performance metrics and program costs

risks; presented CPI/SPI indices to Senior Agency Administrators who in turn championed for unanimous approval of

multi-billion dollar JPSS budget submissions to OMB, Senate and House Congressional members.

Directed and closed out a project to identify and report cost overruns of a prior year $3.2 billion dollar satellite program.

Directed and a closed out a project that closed open obligations and batch -based satellite costs spanning from 1999-2010.

Directed a project team to prepare and submit Provide by Client (PBC) audit responses to KPMG/GAO auditors clearing

out negative audit findings and risks to future JPSS CFO annual financial statements.

Partnered with the Director from the Satellite Applications and Research (STAR) Office and led a project team that

restructured JPSS Grant application operations and contract administration oversight; proposed an innovative

commitment and obligation tracking tools that identified reporting trends and analytics; revised grants cost controls into

controllable versus uncontrollable variances and presented detailed reports to respective agency CFOs.

Partnered with the Dept. of Commerce Grants and Contract ing Office and developed ‘costing’ methodologies and Grant

scheduling models that facilitated the transfer and reporting of over $50 million awarded to academic research

institutions for weather and satellite data collection analysis.

Developed and integrated Work Breakdown Structures (WBS) with NOAA/NASA teams that refined JPSS program cost

estimates reducing initial estimates from over $14 billion to under $12.5 billion for twelve year satellite strategy.

November 2009 to Dept. of State, overseas assignment to the U.S. Embassy - Iraq Washington, DC

February 2011 Senior Governance Budget Advisor (CFO/PMO competence) Provincial Reconstruction Team (PRT); $500M AOP

Recruited as a Senior Governance Advisor to the U.S. Embassy in Iraq for advisement of Iraqi officials and PRT teams

in the development of effective governance controls and PMO methodologies to implement executive level process

improvements to turn around Iraq’s strategic planning process, budget formulation and budget execution reporting.

Took over a floundering Iraqi governance, accounting and capital planning operation outsourced to Non -Governmental

Organizations (NGO) and contractors; implemented rapid governance systems province-wide; successfully championed

for training initiatives and resources from State and U.S. Treasury officials that procured PMO ERP initiatives such as

hardware and software applications that trained Iraqi executive leadership on committee processes, contract review skills

and tracking of contract awards that immediately reversed weak governance practices within six months during 2010.

Instituted Iraqi-led Executive Steering Committees (ESC), Finance and PMO workshops that trained Iraqi Council

members on effective governance processes and methodologies that accelerated autonomous planning of all types and

scope of project and budget submissions previously impossible to complete or submit as previously written.

Coached and mentored PRT, Treasury and USAID colleagues on process improvement methodologies to integrate State

Department Work Plan Goals across PRT functional goals in Health, Rule of Law, Diplomacy, Politics and Economics.

Integrated multi-media marketing strategies with PRT Public Diplomacy teams and televised coverage of strategic

planning conferences, planning council workshops and audit compliance workshops; as a result, local coverage elevated

public awareness and confidence by the Government of Iraq to rapidly approve Provincial budgets and capital projects.

Sped up submission and approval of Provincial budgets through Iraq’s Ministry of Planning and Finance Offices.

Under my leadership, Provincial Leaders planned and submitted comprehensive budgets and long range capital plans that

were included under Provincial Development Plans and Iraq’s National Development Strategy, a first in Iraqi history.

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ALFRED (AL) MARRON

116 Waterside Court, Edgewater, MD 21037 * acd49n@r.postjobfree.com * 678-***-**** (cell)

May 2008 to Atlanta Planning Bureau, Department of Aviation, Hartsfield Jackson Airport Atlanta, GA

Manager, Capital Improvement Plan (CIP)/PMO; World’s Busiest Airport; Atlanta Public Government Sector

November 2009

Organized and led a Project Management Office initiative that planned and implemented a long range airport strategy

and daily execution of a $6 billion dollar Comprehensive Development Plan (CDP), Southeast Region Transportation

strategy partnered with various stakeholders from the airlines, FAA, GDOT, USDOT, state and local municipalities .

Developed a portfolio of over one hundred CIP airport projects and instituted governance controls, financial analytics

and cost drivers reviewed daily by airport executives for rapid decision -making of CIP resources.

Instituted two innovative ESC processes, a Concept Review Board (CRB) and Senior Review Board (SRB), a first in

Atlanta Planning Bureau history that prioritized and evaluated CIP project submissions prior to executive review.

Led a project team that procured a COTS ERP capital planning application called Plan-It and developed an e-form for

project initiation called a Project Initiation Package (PIP) and launched a CIP webpage on the Airport intranet.

Conducted proactive analysis and improved internal processes that linked CIP operations to KPI goals thereby

maximizing airport revenues, profit margins, project schedules and decision-making across the CIP Portfolio.

Developed CIP analytics that defended over $100 million dollars urgently needed for asset replacement and renewal

(R&R) upgrades, IT security upgrades throughout the airport and to correct a $1.7 billion budget shortfall needed to

complete the new M. T. Jackson international airport and Consolidated Rental Car Facility (CONRAC).

March 2007 to Hines Real Estate Investment Trust (REIT) NY Group Commercial Property Operations New York, NY

May 2008 Corporate Controller, Portfolio Financial Manager/PMO (145 union/non-union employees; $127M budget)

Recruited and promoted to Corporate Controller under a one year contract by a top four rated REIT organization.

Developed ground-breaking process improvement initiatives that turned around a C-level $127 million dollar

commercial property portfolio comprised of numerous cost center operation s supporting type A commercial properties

located across several states, Central and South America.

Developed governance processes that improved KPI goals by 10% within 90 days that netted the organization a three

year portfolio contract extension and cost savings of over $100K annually.

Instituted process improvement initiatives across portfolio operations that s treamlined reporting errors from multi-

systems such as Timberline, DataStream 7i and SharePoint systems effectively reducing late invoice payment problems.

October 1998 to Department of Defense - U.S. Army East Point, GA

January 2006 Career promotions to Executive Advisory Positions as a Director (DRM), Branch Chief, Sr. Comptroller & ITPM

Multi-leadership organizational experiences as a Director, Comptroller, Senior Portfolio and Project team Leader

supervising and managing multi-billion dollar portfolios with reporting oversight to Congress and the White House.

Organized and led ERP project and finance teams implementing multi-industry upgrades and improvements to finance,

contract oversight and logistics supply chain processes integrating CISCO, Oracle, IBM, COGNOS DoD applications.

Developed and deployed innovative PM tools that enhanced shared services and provided project team oversight and

delivery of “cash only’ project activities across combat operational areas; enabled self-service areas to access project

informational sources without organization reliance adding business value by forward deployed units.

Directed project teams that developed EVM/SDLC/LCCE/IGCE analytics for project completion of DoD acquisition

strategies that awarded contracts for procurement of HW/SW, IT fiber optic, LAN, WAN, satellite systems and towers.

Developed a global business enterprise reputation working with diverse ethnic/cultural executives from the Middle East

and Gulf Region under agency international security agreements with NATO, DCMA, PCO-Iraq, State and FMS case.

By name selection to manage two TS Programs under LTG Patraeus during 2005; organized an ITPM process

improvement strategy, PM operation, Program Cost codes, financial system reporting structure and prepared FORMAT

2207s and CFO annual assurance (financial) statements to Congress, Senate members and President Bush during 2005.

Organized and chaired Joint Cooperation Committees (JCC) and the first Joint Requirements Review Board (JRRB).

Instituted project leadership initiatives commended by SIGIR that cancelled duplicate TOs and recovered $43 million.

EDUCATION Kellogg School of Management, Northwestern University Evanston, IL

Executive Leadership Program – IT; Bachelor of Science, Business Management April 2014; June 1988

Air University- U.S. Air Force Senior Staff College Montgomery, AL

Diploma and Graduate of the Professional Military Comptroller’s School (PMCS) May, 2004

U.S. Army Senior Staff College – Master’s Program in Finance Leavenworth, KS

Master’s accreditation in Finance and Strategic Planning January, 2005

Department of the Army Program Management Institute (PMI) Columbia, SC

Program Management Professional Certification (PMP) September 1999

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