Project Manager Management

Lawrence Perry

*** ********* ****** ********, ** 60441

815-***-**** ********@*****.***

www.linkedin.com/in/larryperry1

BUSINESS and IT LEADER

An experienced business and global IT leader with demonstrated successes. Recognized leader by peers,

customers and staff in driving to deliver business value through the development, deployment and support of

global technology-based solutions. Capable of addressing technical concerns of developers as well as

crafting/presenting strategic, long-term visions to executive management.

CORE COMPETENCIES

Strategic Planning Change Enablement Adoption and Implementation Execution Business

Relationship Management Strategic Communications Program/Project Management Solution Development

Lifecycle Risk Management Talent Development Data Modeling and Warehousing Strategic

Outsourcing Production Service and Support Technical Design Business Intelligence Data

Standardization International Experience

PROFESSIONAL EXPERIENCE

McDONALDS CORPORATION, Oak Brook, IL 1995 – April 2013

Director – Business Applications (IT Restaurants) (2005 – April 2013)

As a member of a Global IT organization, led numerous IT initiatives supporting the strategic plans of several

business units including Supply Chain, Product Quality, Menu Management, Restaurant Equipment, and

Restaurant Operations. Solutions covered both enterprise-level as well as solutions to be deployed locally by

individual markets across the globe – both off-the-shelf and custom developed. Efforts involved collaboration not

only with teams present in the US, but also with McDonald’s IT, McDonald’s business units and third party

service providers within each of the global markets. Projects’ team size ranged from roughly 5 to 50+ individuals

when offshore, third party and global participants were included. Annual budget responsibilities ranged from $3M

to $8M.

Directed the analysis of existing business processes and solution capabilities for the corporation’s Product

Lifecycle Management solution (Oracle PLM). Drove efforts to improve solution performance, address

individual market concerns around data security, and produce a data model aligned to how global markets

managed products and product specifications. Efforts resulted in the adoption of globally endorsed business

processes and a solution redesign aligned to these processes. Implementation and global deployment took

place in 2013 including integration to newly defined MDM solution.

Initiated and led efforts establishing a master data strategy for the Supply Chain business area. Efforts

included leading the analysis of current and future business processes, definition of core master data attributes

for the corporation, and the selection/design of technology to meet future business needs (MDM, GDSN).

Along with key business partners, developed and gained business endorsement for the planned adoption and

implementation of the GS1 standards throughout the system. Ensured impacts to legacy systems could be

addressed in a manner that spread costs over multiple years avoiding concerns that initial investments

required would overshadow long term benefits.

Drove cross-functional business alignment across Quality, Menu Management, Marketing and IT by

implementing a program management office reporting to executive sponsors from various business units.

Efforts supported a global program designed to drive ‘transparency’ in the nutritional information available to

customers via web, mobile, and menu boards as well as printed material and packaging. Included the

development of technology and solution roadmaps centrally as well as the development of deployment

roadmaps market by market, for each area of the world. Resulted in a global strategy fully endorsed by the

above business units enabling the standardization of communications, planning and deployment market by

market.

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Initiated and led the analysis of existing Supply Chain related forecasting processes against anticipated

future needs for Supply Chain, Operations, Sales and Marketing. Efforts included assessing legacy planning

processes and documenting projected benefits of extending software solutions such as JDA, beyond the

traditional Supply Chain space and into processes more closely aligning to S&OP. Evaluated solution designs

to suit the needs of larger global markets also ensuring they were not cost prohibitive to smaller markets in

Europe and Asia.

Stabilized and drove the evolution of a Global Support desk providing 24x7 support for enterprise

solutions. Led centralized teams who provided level 3-4 support and interacted with level 1-2 support

organizations in 25+ global markets. Efforts focused on establishing knowledge transfer processes

(development teams to support organizations), establishing global KPIs along with the methods for collecting

data driving measurement and the implementation of processes/tools to enable effective escalation and

tracking for incidents raised by users across the globe. Evaluated several cost/staffing alternatives to support

the long term and near term objectives which resulted in a model comprised of employees, local consultants

and offshore resources. As a result, customer satisfaction scores rose 15% in addition to gaining executive

management approval for continued global deployment of centralized file maintenance application supporting

POS systems worldwide.

Led the development, deployment and support of solutions designed to drive improvements in restaurant

operations. Solutions included the capture and reporting of standard operational procedures executed by

managers and the selection and implementation of a Workforce Management solution for Canada and

countries in Asia. These solutions resulted in significant improvements in both customer and crew/staff

satisfaction scores (+10%). Restaurants utilizing these solutions saw a 2% rise in guest counts when

compared to control restaurants.

In support of these development efforts, drove the creation and socialization of numerous business cases

quantifying business benefits/costs for corporate, market, and individual franchisees.

Senior Project Manager (1999 – 2005)

As a member of a Global IT organization and an IT organization supporting the US, managed and led initiatives

ranging in size from teams of 3 to teams of 25+ individuals supporting business initiatives driven by Marketing,

Business Insights, Restaurant Operations and Supply Chain. Projects varied from targeting one particular market

for deployment to solutions and frameworks designed for multiple market deployments.

Executed numerous projects while leading the Integration and Data Services group for a multi-year,

global initiative addressing restaurant capabilities. Efforts included the development and socialization of a

global data model covering the master and transactional data within and ‘above’ the restaurant. Successfully

implemented an integration services model (EAI) and associated software components enabling the

integration between various solutions (HR, Time & Attendance, Scheduling, Operations, POS, and

Backoffice).

Developed numerous business models focused on the preparatory and planning steps necessary for

successful adoption and implementation of software solutions being developed centrally. Included the

development of repeatable processes around training, knowledge assessment, business case development and

ongoing operations. Models were utilized by business and IT organizations around the globe.

Led multiple projects and managed the ongoing operations of efforts focused on the collection and

cleansing of POS and Promotional data from US-based restaurants. Efforts focused mainly on the

development of solutions needed to validate and prepare the data for analytics. Work included marketing the

program’s benefits and gaining approval from the franchisee community to utilize data generated from their

restaurants. By improving data quality, the corporation was able to make strategic decisions around menu

alterations as well as extending business hours in restaurants. Both had dramatic positive impacts on

comparable sales.

Managed initiatives involving the redesign and migration of legacy solutions and capabilities running on

mainframe and client-server based technology to web-based solutions. Efforts included solicitation of

proposals from technology/services providers, selections and implementations of chosen off-the-shelf

solutions as well as management of the execution of the traditional SDLC for custom developed solutions.

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Led numerous efforts involving the development of quick technology prototypes targeted for presentation

to senior executive management. The majority of the efforts focused on making the job of restaurant

managers easier by making data regarding operations, sales, and crew performance instantaneously available

to them. Many of these prototypes are part of mainstream development efforts today (handheld, crew portal,

performance dashboards) and continuing to reinforce senior management’s desire to be more proactive

managing labor, operations, and production.

Lead Analyst - Developer (1995 – 1999)

Aggressively moved through the technical role structure performing tasks and leading the activities of others in all

aspects of the SDLC including custom development, solution configuration and implementation, data cleansing

and migration and production support. Roles filled included developer, business analyst, database administrator,

data analyst and technical analyst.

ADDITIONAL JOB HISTORY

SYNECTICS, Chicago, IL – Senior Consultant 1990 – 1995

SWIFT-ECKRICH, Downers Grove, IL – Lead Developer 1988 – 1990

WALLACE COMPUTER SERVICES, Hillside, IL – Developer 1986 – 1988

EDUCATION

Bachelor of Business Administration

Major: Management of Computer Systems

University of Wisconsin-Whitewater – 1986

AWARDS

McDonalds President’s Award Winner – 2005

McDonalds Walk-The-Talk Award Winner - 2004

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