William C. Means

**** ****** **** ******: 513-***-****

Mason, Ohio 45040 acucco@r.postjobfree.com

Experience Summary:

Highly accomplished and passionate project leader who meets strategic and financial goals of an organization. Experience in building teams using a customer centric approach. Extensive experience in the implementation and upgrading of information systems for consumer goods firms. Strong interpersonal skills, adept at facilitating discussions and negotiations with stakeholders. Recognized effective project management skills, consistently deliver complex, large-scale projects on time and within budget using MS Project, Sharepoint and MS Suite. Additional areas of expertise include:

Leadership Skills

Team Building Skills

Process Improvement Skills

Project Management Skills

Infrastructure Management

Web Site Implementations

ERP Expertise- Oracle (JDE)/SAP

Worldwide IT Experience

Financial Planning &

Budgeting Skills

Customer Requirements

Definition Skills

Strategic Business

Planning Skills

Retail Management

Skills

PROFESSIONAL EXPERIENCE

Cohesion contracted at Fifth Third Bank, Cincinnati, OH – Project Manager, Oct 2015 – Present

Project manager of two de-conversions’s running simultaneously. Developed two 400+ task project plans to accomplish strategic objectives – convert branches to outside banks on time and without disruption to customers. There were approximately13 applications involved in the move. They all needed to be mapped to the new bank and tested before the conversion.

Cohesion contracted at Fifth Third Bank, Cincinnati, OH – Project Manager, April 2015 – Oct 2015

Role was technical specialist to support the conversion of customers to a new NACHA standard. The new standard was introduced to move off the old platform. Worked with each customer to ensure their files were converted without error. There were approximately 350 customers assigned to me.

Ascendum contracted at totes>>ISOTONER, Cincinnati, OH - Project Mgr, July 2014 – Feb 2015

Installed a new credit card storage product (from Vantiv). This project made the company PC compliant. Project was implemented on schedule and working well in 8 weeks time. Completed several other projects to upgrade their Document Mgmnt System (Onbase) to a new release and resolve issues on their sales tax management application. Participated in an ERP study and built a plan so they could get an idea of what is involved. Held meetings with a financial review team to identify needs before the ERP project started. They decided not to start the project due to lack of funds.

Cohesion contracted at Fifth Third Bank, Cincinnati, OH – Project Manager, February 2014 – July 2014

Managing project at bank to convert approximately 100 customers from old file transfer software package to IBM supported Sterling Software. Upon completion, this project resulted in a supported software package for all customers and saved several million dollars annually that they were paying for support of the old software. Worked with 15 internal professionals to meet all project objectives.

SVP (Singer-Viking-Pfaff) Worldwide Inc, Nashville, TN – IT Lead Project Manager, May 2005 – Feb 2014

As lead Project Manager of IT at SVP I had all responsibility for major projects in the IT organization worldwide. I provided leadership for approximately 32 people in IT to meet our goals. SVP is the largest manufacturer of Singer, Husqvarna Viking, and Pfaff brands of sewing machines worldwide. In this position I managed software development, company infrastructure, & upgrades of all technologies used across the company. I had to meet budget goals for the same and I was the primary focal point for all company strategic initiatives which were monitored by the CEO’s steering committee. I followed the PMP BOK fifth edition outline when executing the following projects. Used Waterfall methodology but am open to Agile methodology.

Upgraded all ERP systems (SAP and JDE) worldwide to the latest vendor supported release. This enabled new technology for the business units to leverage, and reinstalled support from the software vendor which had lapsed prior to this project. The project was budgeted at $2.7 MM. My role was project manager.

Implemented JDE in 5 new countries and a new Point of Sale system in the US. Converted existing ERP systems in 7 different countries in 36 months time to a single instance of JDE. All conversions were completed on time and on budget. Implemented E1 in EU and World in US.

Implemented several ‘Business to Consumer’ and ‘Business to Business’ web sites worldwide which generated over $ 10MM in their first year on line versus a cost of approximately $ 1.5 MM. Project broke even in the first 3 months of production. My role was project manager. We also designed and implemented some 50 other sites to help our Dealers in their efforts of education and advertising.

Consolidated all non-manufacturing data processing into a US based third party data center, Peak 10. Two manufacturing centers ran their own infrastructure at their factory centers in Shanghai and Sao Paulo..

Supported the move of a major manufacturing facility from Husqvarna Sweden to Shanghai China for financial reasons. The move was implemented very smoothly with no down time and continuous operations. My role was project leader for all IT tasks. This project cost was approximately $ 20 MM.

Manage customer help desk request processes to ensure SLA targets are achieved. Responsible for measuring the quality of the requests as they span across all teams engaged in the entire process. Escalate all serious requests to the appropriate IT support group and/or process owner.

Work with stakeholders to ensure new or changed services are introduced seamlessly. Communicate monthly performance results to all stakeholders and make recommendations for improvement.

Implemented a new retail POS in approximnately 1,000 stores. Interfaced to other ERP system seamlessly.

My role was PM.

Decorative Concepts Inc., Cincinnati, OH - IT Lead Project Manager, May 2000 – May 2005

DCI was a private equity firm made up of 3 separate companies (New Creative Enterprise, Teter’s Floral Products, and Aldik Floral Company) doing business as distributors of gift products from the Far East primarily. My role was to manage all IT projects to build and support the infrastructure at a corporate level to allow the back office to support these businesses on the same platforms. I provided leadership for 24 professionals in various hardware and software disciplines. I followed the PMP BOK guidelines when executing the following projects.

Reorganized and replaced the majority of staff to build a strong team. More than 25 major projects completed during my tenure – JDE conversions, warehouse improvements and data center consolidations to name a few. Capital expenditures averaged $ 1.2 MM per year. Reduced SG&A expenses in Operations while improving service level 15%. Our team reduced annual operating expense nearly $ 1 MM by consolidating 3 unique ERP systems, running on different platforms, onto one ERP package (JDE). My role was project leader and technical expert.

Successfully led a full review of all business processes with an emphasis on improving efficiency and service level. Reduced lead time on receiving product after order and reduced inventory levels overall. My role was project manager.

Implemented a new mobile system which was used by our salesmen to take orders and track them once entered. It was a predecessor to where the mobile apps are in 2016. Worked with an outside vendor to develop this application. My role was project manager.

Introduced a new warehouse picking methodology to reduce labor required to fulfill pick requests. The software developed would download the picks in an order which matched the layout of the warehouse from left to right.

General Electric Company, Erie, PA and Cincinnati, OH - May 1985 – May 2000

First assignment was in the Transportation Division, then moved to the Corporate Mega Center Division in Cincinnati. I entered as a programmer and moved through the organization to take on roles of increasing responsibility: Systems Analyst, Database Analyst, Project Leader, and Manager of Technical Services.

Programmer/Analyst - Completed rotational assignments in Finance, Manufacturing and IT resulting in millions of dollars in cost reductions. Extensive coursework completed at GE Crotonville in disciplines of Process Improvement, Project Management, and Management Practices.

Systems Analyst - Designed, coded and implemented numerous business information systems to support heavy manufacturing environment. One of first installations in company to implement MRP (GEIMS) into a heavy manufacturing environment.

Project Leader - Reduced inventory carrying cost more than $ 1 MM, reduced labor costs over $ 150K and reduced order cycle time as a result of implementing MRP, labor planning and shop floor control system in a locomotive light fabrication shop (GE). My role was project leader and technical lead.

Mgr. of Tech Services -Reduced annual computer operating expense by 20% over a four year period while computer usage increased over 200% by implementing innovative financing. My role was financial lead in the IT organization.

Mgr. of Network and Project Services - Responsible for network design and support for Aircraft Engines and Aerospace Megacenter, including all hardware, software and project planning and implementation – annual operating budget of $ 300MM. Over 50 thousand customers accessing IBM, Bull, and VAX platforms. Provided leadership for 25 team members in two diverse groups. Team reduced annual expense of two large data centers by over $30MM by consolidating systems in one location without disruption to the customer base. My role was project leader.

EDUCATION & CREDENTIALS

Bachelor of Science, Mathematics - Edinboro University of Pennsylvania

College GPA 3.98/4.0 - Valedictorian, Who’s Who Among Students in American Universities and Colleges

Graduate - GE IS Management Program and certified as a PMP; APICS Certified, Volunteer for MDA & CFF

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