Nicholas L Jackson

*** ********* **** *********, ** 47905

317-***-**** acg8lc@r.postjobfree.com

www.linkedin.com/in/nljackson

DIRECTOR OF INFORMATION TECHNOLOGY SENIOR IT MANAGER

DIRECTOR OF BUSINESS SERVICES & APPLICATIONS

Strategic, solutions-focused Senior IT Manager successful in leveraging technology assets to effectively

manage internal and external resources, maximize business process efficiencies, and reduce costs. Direct

IT efforts to grow business profitability through product promotion, increased customer satisfaction,

management of cash and working capital, and efficient supply chain processes enabled by information

sharing and collaboration. Designs, deploys and maintains only value added business technology

solutions promoting information accuracy and availability. Combines strong business acumen with

ability to lead technical teams through complex implementations and on-going support for ERP and SAP

systems across a variety of industries. Track record of improving and inspiring direct reports and IT

Departments by leveraging associates strengths to deliver results to meet the needs of the business.

CORE COMPETENCIES

Information Services / Technology Leadership Quote To Cash Procure to Pay Plan to Produce

Business Process Improvement Value Management/Value Analysis Workforce Planning Project

Management Portfolio Management Domestic/International Implementations Business / Department

Restructuring QA/Testing, Deployment/Migrations Change Management SDLC/ ValueASAP

Methodology Team Leadership/Motivation

PROFESSIONAL TRACK

Stanley Security Solutions Indianapolis, IN 2009 –

Current

Division of Stanley Black and Decker offering customized security services

www.stanleysecuritysolutions.com

Director, IT – Stanley Security

Member of senior leadership staff responsible for all IT operations for the business unit. This includes

providing support services, enhancements, and project delivery. Responsible for budgeting and managing

a ~$3 million dollar cost center as well as capital project budgets($1 million to $1.5 million). Promotes

and develops a staff of 20 individuals with a mixture of utilizing contractors, both on-shore and off-shore,

to delivery results that are cost effective.

Continual process improvement efforts to continue to make IT value added to the business by either

leveraging current assets, investigating / deploying new technologies, and providing complete holistic

solutions that encompass both IT and business processes for maximum results.

Deployment Manager, Stanley Security

Hired to complete implementation of SAP 4.7 based-solution to 34 branches. Partnered with the business

process owners, general managers and executive leadership to develop SAP conversion plans for each

remaining office. Reorganized solution set to meet business needs and stabilize 6 pilot branches.

Developed a daily dashboard to monitor branches’ health, which alerted general managers to process

issues quickly. Introduced series of Transactional Value Stream Mapping exercises to educate GMs on

supporting new business processes. Lead multi-department project teams to implement business

processes to increase ERP efficiency. Routinely meet with Senior Business Leadership (Divisional

President, CFO, CIO, and COO) to provide report out on various projects’ progress while understanding

their vision for various business functions.

Partnered with Senior Sales Leadership to deliver a completed eco-system for the “Spec to Cash”

process that leverages integration between Comsense, SFDC, SAP CRM, SAP ECC and Business

Objects. All milestones were delivered on time and with no negative impact. Total budget size of

project was $2.1 million.

Delivered application roadmaps for Sales Operations, Global Supply Chain, and Finance. The

roadmaps were critical components of the 2013 STRAP planning sessions undertaken by the

business.

Developed, prepared and championed business metrics in order for the business to begin to

predicatively understand disruptions in the order fulfillment cycle to proactively notify customers

of delayed shipments.

Partnered with Director of Sales Operations to develop a customer facing portal to provide our

distribution network with key information. The Keys to Partnership portal was a critical milestone

in the transformation of the business in 2013.

Responsible and managed a staff of 30 individuals in the areas of SAP Helpdesk (level 1 – 3),

configuration and development. In addition managed a variable staff of off-shore resources that

flexed when demand was warranted from the business. Included establishing SLAs with business

on response time and providing training back to end user community to address reoccurring issues.

Responsible for delivering future state business process scenarios by which SAP would be designed.

Established Super User Network to support the solution sets developed and deployed to lower the

overall IT deployment cost.

Responsible for establishing IT vision and roadmap in order meet business unit’s SAP strategy, SOX

and PCI compliance.

Stabilized the solution set by architecting key pieces that remedied gaps in functionality, including an

interface between SAP and the legacy distribution center order management system. Eliminated

duplicate order entry between the 2 systems and saved an estimated 6 minutes per order per CSR.

Developed a subcontractor GIS solution that enabled geographic analysis of service and installation

orders by market area facilitating better knowledge of market-profitability. Allowed for

compliance monitoring by certified service provider program.

Simplified CSR experience and increased customer satisfaction by architecting CRM solution that

combined sales and service functions onto a single order entry point.

Directed the creation and deployment of a unified ERP system for 37 locations including migration

on 2 legacy systems.

Led implementation of PCI compliance across the division.

Enhanced Customer experience by implementing new tool-sets for the CSR to user within CRM.

Partnered with Senior Business Leadership to develop a Field Optimization program to leverage SAP

to reduce field operation costs by consolidating branches and implementing a standard process that

allowed for reduction of CSRs, inventory and technicians while maintaining customer satisfaction.

Directed and integrated off shore staff augmentation firm for order entry to improve customer satisfaction and

lower overall order entry/management time by two days.

Implemented Monthly IT demand planning reviews with Senior Business Leaderships. Enhancement

Request, Process Improvement Request, and Capital Projects were reviewed and prioritized based upon

business needs and desire. The monthly review included reviewing request based upon need, impact,

cost savings, and return.

Managed large scale deployment projects. These projects included functional resources, technical

resources, infrastructure resources as well as business resources.

Leveraged ASAP methodology and traditional SDLC (System Development Life Cycle) methodology for

managing enhancements and projects.

International System Implementations located in Germany, Canada, Singapore and Mexico.

Wabash National Corporation Lafayette, IN 2006

– 2009

Leading Manufacturer of semi trailers in North America

www.wabashnational.com

Director, Business Solutions

Hired to stabilize organization following ERP (SAP) implementation. Directed all enterprise applications

and managed $11 million cost center. Managed ERP stabilization effort for manufacturing while

simultaneously leading cross-functional project focused on ERP Institutionalization and Growth.

Developed business case proposing system with capability to validate labor capacity in real time to meet

the production schedule.

Promoted to Director of Business Solutions responsible for entire ERP department, including 9 direct

reports. Chaired legacy decommission program that comprehensively evaluated systems organization-

wide and developed SAP migration roadmaps. Directed conversion of newly acquired manufacturing

facility to SAP in just 30 days.

Facilitated transparency with development of an organization-wide portfolio management system that

allowed management to view status of all projects across the enterprise providing insight into

resource conflicts and enabling better prioritization of staff.

Implemented a staff augmentation program with an off-shore partner to provide resources on an as-

needed basis. Reduced overhead by eliminating 2 business analyst positions and 1 developer on-

shore and created flexibility in staffing based on business needs.

Led legacy decommission and oversaw infrastructure, application, and internal/external project

teams. Successful completion resulting in $500K in annual savings.

Created Business Relationship Manager (BRM) role to provide better business solutions support to

business departments.

Overhauled SAP hardware which saved $80K annually.

Chemtura/Great Lakes Chemical Corporation Lafayette, IN 2001

– 2006

Leading global supplier of plastic additives; merged in 2005 with Crompton Corp to form Chemtura

www.chemtura.com

Lead Architect, Manufacturing and Planning Systems

Promoted through a series of increasingly responsible positions based on outstanding performance.

Culminated in responsibility for overall architecture of Manufacturing and Planning on 2 SAP Systems

including an interface with Demand Solutions. Managed team of 3 direct reports and 3 techno-functional

resources off-shore. Introduced best practices and assisted OIP team with request prioritization.

Highlights of note include:

Architected and implemented Master Scheduling and MRP at 10 plants globally. Increased MRP

utilization by introducing BOM Accuracy, Production Schedule Performance, and MRP Exception

Message Reporting.

Simplified OIP data model, which remedied errors between Demand Solutions and SAP.

Aligned master data elements between 2 SAP Systems. Re-implemented product hierarchy in both

SAP Systems to support a $4B global business and collaborated with FICO to implement new

profit centers and update master data.

Saved $3M at a single site by eliminating redundant work activity in daily work scheduling. Created

crew-based scheduling in SAP using Capacity Planning and Leveling.

Directed architecture, implementation, and ongoing support for mass tank balance custom SAP

solution designed for largest manufacturing site for Great Lakes Chemical. Enabled mass balancing

of bulk raw material tanks.

Partnered in development of process that facilitated migration of ~1500 profiles form SAP 3.1i to

SAP 4.7 and replaced obsolete transactions.

EDUCATION

BS- Computer Information System and Technology- Purdue University- West Lafayette, IN

BUSINESS APPLICATIONS EXPERIENCE

SAP CRM 7.0

SAP ECC 6.0 – Material Management, Quality Management, Sales and Distribution, Plant

Maintenance, Production Planning

Kronos Time Keeping and Workforce Management Solution w/Integration to SAP

Salesforce w/Integration to SAP CRM and ECC

Microsoft Productivity Tools: Word, Excel, PowerPoint, Access, Visio

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