Manager Management
Resume:
Michael W. Grady
Columbus, Ohio 43201
*********@*******.***
SUMMARY
Experienced consulting leader implemented high-value consulting to Fortune clients. Strong project manager that has consistently delivered on-time, on-budget project results. Track record of business development, account management, program management and team building. Managed major consulting projects for Fortune 500 companies in variety of industries. Projects implemented real and sustainable change through problem solving in many business environments.
Program Management
Project Management
Business Process Reengineering
Off-shore Management
Communications Planning
Activity-Based Management
Operations Improvement
Best Practices
Profitability Improvement
Managed Services
Performance Metrics
Enterprise Resource Planning (ERP)
Change Management
Business Transformations
Business Case Development
Oracle Implementations
Application Management
Reorganization and Shared Services
People Development
Client Management
Financial Process Improvement
Recruiting and Training
Global Implementations
Strategy
Mergers
Performance Management
IT Governance
P & L Management
Acquisitions
Business Process Outsourcing
Practice Management
Cloud Applications
Roll out plans
PROJECT/PROGRAM MANAGEMENT EXPERIENCE
Over twenty-five years of project and program management experience with Price Waterhouse, Deloitte, A.T. Kearney, Oracle and other consulting firms. Eighteen years of ERP implementation and upgrade experience. Experienced in ERP, business transformations, mergers and acquisitions. More than a dozen full life cycles of Oracle EBS implementations and upgrades.
Program Manager for a multiple continent program including an Oracle implementation, process improvement, development and R12 upgrade. Involved an acquisition and a migration from PeopleSoft to Oracle EBS with significant business process improvements.
Project Manager for an EBS implementation of a global privately held acquisition and incorporation into the existing footprint. Project required significant business process change as the acquired company was privately held. Acquisition included eight European countries and an expansion of the EBS footprint to include financials, HCM and supply chain.
Directed consulting for more than 25 projects for Honeywell ACS, a $14 billion global industrial manufacturing business unit with 55,000 employees. Projects included Oracle EBS implementations, upgrades, development and support.
Director of a R12 upgrade for a large travel industry client. Project covered financials and HCM in over 40 countries with over 1,000 CEMLIs.
Program Manager for a multiple location program of fresh implementations and re-implementations of an Oracle R12 program for a multi-billion OPM client. Project included an acquisition of two sites. Project scope included supply chain, financials and HCM with a significant technical component.
Program manager and global consulting responsibility for two different multi-billion dollar companies. These programs each had 50 to 60 consultants with billings of up to $20 million per year. Projects were headquartered in the U.S. with implementations and rollouts in Europe, South America and Asia Pacific.
Managed a large insurance company of Oracle EBS. Project was a template for twelve additional rollouts across the U.S.
Michael W. Grady
Selected Clients
Cummins Incorporated
US Airways
Dana Corporation
Eaton Corporation
First American Corp.
Shop NBC
EDS
International Paper
General Motors
Honeywell
Cargill
Westinghouse
Experience
Data Intensity 2015 - Present
Senior Director – EBS Practice
Lead the global EBS practice. Responsible for EBS P&L, revenue growth, converting sales leads from sales organization, achieving customer satisfaction and hiring consultants to meet the demand.
More than doubled the size of the practice within one year.
Managed several EBS projects and provided oversight on large EBS projects.
Sold more than a dozen projects with the largest being approximately $2.5 million.
Achieved a 15% improvement to plan and beat margin target by 4% for YTD 2016.
Developed marketing campaign for R12 and cloud initiatives.
IT Convergence 2013 – 2015
Director Oracle Consulting Services, US Practice
Program Manager for a multiple continent program including an Oracle implementation, process improvement, development and R12 upgrade.
Provided oversight and managed multiple Oracle EBS projects.
Sold more than $7 million of Oracle services.
Managed and mentored consultants.
Assisted in the development of Project Management methodology, tools and templates
Designed a large portion of the ITC R12 upgrade assessment methodology, tools and templates.
NTT Data Corporation (Formerly Keane) 2009 – 2013
Director, EAS Consulting
Directed consulting for more than 25 projects for Honeywell ACS, a $14 billion global industrial manufacturing business unit with 55,000 employees. Projects included Oracle EBS implementations, upgrades, development and support. Additional projects included business intelligence, business process outsourcing and process improvement.
Director – North America Oracle Practice delivering Oracle E-Business, PeopleSoft and Siebel solutions across business development, account management, implementation and support.
Led a team of 65 Oracle professionals that pursued, closed, delivered and supported eBusiness application and other technology solutions.
Program Manager for a multiple location program of fresh implementations and re-implementations of an Oracle R12 program for a multi-billion OPM client.
Managed several Oracle EBS projects. Projects included implementations, upgrades, re-implementations and footprint expansions.
Increased Oracle consulting revenues 100% over three years to $30 million.
Managed the PeopleSoft pursuit team that led to a $45 million implementation contract, including almost $5 million in Oracle licensing.
Led the Oracle PMO development and delivery teams.
Michael W. Grady
Deloitte Consulting (formerly Xcelicor) 2006 – 2009
Senior Manager/ Oracle Specialist Leader`
Managed multiple concurrent Oracle eBusiness Suite projects including HCM, Financials and Supply Chain. Projects included implementations, upgrades, re-implementations and footprint expansion.
Managed a PeopleSoft implementation.
Developed a go-to-market Oracle EBS strategy for middle market clients Led sales pursuits, develop RFP proposals and participated in executive level presentations for Manufacturing, Transportation, Financial, Industrial and Retail industries
Created and established new IT projects/initiatives– rollouts of landscape solutions to enlarging IT solution footprint, upgrades, development & maintain sub-systems
Pursued, closed and delivered over $ 10 million in consulting projects.
Program Delivery Lead for business services transformation that included operations, sourcing strategy, and supplier enablement. Manage team and budget.
DARC Corporation 2004 – 2006
Practice Director
Oracle eBusiness Suite and Technology Platinum partner
Directed over 25 consultants in the Financials, HR and Manufacturing consulting practice for Oracle implementations.
Managed diverse consulting projects ranging from small companies to $1M plus engagements.
Participated or closed more than 15 client engagements, with the largest creating $1.5 million in revenue for the practice.
Developed engagement management methodology and templates for use on implementations, upgrades and other consulting projects.
Oracle Consulting 1998 – 2004
Practice Director (Practice Manager until 2000)
Program manager and global consulting responsibility for two different multi-billion dollar companies. These programs each had 50 to 60 consultants with billings of up to $20 million per year. Projects were headquartered in the U.S. with implementations and rollouts in Europe, South America and Asia Pacific.
Led the global implementation plan for a $2 billion integrated self-service and delivery systems provider. Scope of Oracle E-Business Suite applications included Financial, Procure to Pay Process, Ship to Cash process, projects billing and costing, Human Resources, Payroll and Advanced Benefits in 30 countries.
Managed multiple concurrent ERP and Oracle Applications projects across several industries and included finance, manufacturing, human resources and customer relationship management.
Closed and participated in the sales of approximately $30 million in consulting engagements and several million dollars of Oracle applications.
Hired and on-boarded more than 100 consultants.
Michael W. Grady
PREVIOUS MANAGEMENT CONSULTING EXPERIENCE
AT Kearney, Deloitte & Touche and Price Waterhouse
Senior Manager and Principal
Shared Services and Managed Services Accomplishments
Led the establishment of a finance and HR shared service center for a large integrated manufacturer. The project included reengineering of all business functions, job descriptions for all personnel, training, floor plan, hiring and set up or the organization. Built the business case to justify the costs and benefits to top management.
Directed the reengineering of payroll and benefits functions for an automotive manufacturer in an existing shared service environment. Project identified over $25 million in annual savings.
Business Process Reengineering and Finance Transformation Accomplishments
Led the reengineering of the global finance and procurement processes for a $13 billion paper manufacturer. Developed a business case to justify the implementation of an ERP system. Project resulted in a $75 million annual cost savings.
Assisted a $48 billion agricultural company redesign their finance organization on five continents. Project resulted in annual savings of $50 million. Project included a business case to justify an ERP implementation. Managed the Australia and Asia teams.
Developed the information technology and process redesign strategy for a $27 billion automotive supplier. Project will migrate company to client server environment, significantly reduce all major business process costs, reduce MIS cost, meet growth and market expansion goals and provide over $400 million to the bottom line.
EDUCATION
MBA, Business Administration and Systems Management, Baldwin-Wallace University
BA, Accounting and Finance, Baldwin-Wallace University
PUBLICATIONS
"Performance Measurement: Implementing Strategy", Management Accounting
"Is Your Cost Management System Meeting Your Needs?", Journal of Cost Management
"Material Input to Output Reconciliation", APICS
Contributions to the following books:
“Emerging Practices in Cost Management”, Barry J. Brinker editor, Warren Gorham & Lamont
“Cost Management for Today's Advanced Manufacturing: The Cam-I Conceptual Design”, Callie Berliner, James A. Brimson editors, Harvard Business School Press
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