Manager Management

SUMMARY

Clarence is a highly-motivated, results-driven professional with over 20 years of proven experience managing large-scale enterprise business transformation. For more than 10 years, he has worked as an independent consultant, assisting senior client leadership with business-critical programs and projects. Prior to that, he held leadership roles with the former Big 5 consulting firms, where he worked mainly with Fortune 100 companies. Clarence specializes in packaged ERP solutions and contiguous activities; such as project and change management, business process reengineering, training and communications. He has performed assessments, systems selections and implementations with most of the leading vendors, including SAP, PeopleSoft, Oracle, Microsoft, and others. With this experience, Clarence has been able to help his clients reduce operational costs, streamline processes and align workforces. In total, he has managed the full lifecycle of well over 25 large-scale, complex and global efforts. The following provides more detail.

Industries:

Retail

Pharmaceuticals

Healthcare

Insurance and Financial services

Manufacturing and Consumer Goods

Public Transportation

Advertising

Telecommunications

Areas of expertise:

Global Program and Project Management

Enterprise Systems Development and Deployment

Enterprise Business Transformation

Organizational Change Management

Business Process Improvement and Reengineering

Training Program Development and Delivery

Systems Selection and Strategy

Data Warehousing and Business Intelligence

Enterprise System Solutions:

SAP, PeopleSoft, Oracle, Siebel, Salesforce.com, Microsoft

Retail Point-of-sale and Inventory Management

Human Capital Management

Financials and Financial Consolidation

CRM Contact Center and Salesforce Management

Procure-to-Pay

Billing and Accounts Receivable

McKesson Patient Accounting and Processing

Microsoft Exchange/Outlook and SharePoint

Project Management Skills

Strategy and Planning

Requirements Assessment

Schedule and Timeline Management

Resource Staffing and Performance Management

Budget and Project Plan Development

Verbal and Written Communications

Risk and Issue Mitigation

Procurement and Vendor Management

Deliverable and Status Reporting

Quality Assurance and Regulatory Requirements

EDUCATION AND TRAINING

Bachelor of Science Degree, Morehouse College, Atlanta, Georgia

Formal Training in the following:

Big 5 Project Management Methodologies (PwC, E&Y, KPMG)

Project Management Institute Principles (PMBOK)

ADKAR Change Management and ADDIE Instructional Design Model

Human Capital Management, Financials, Procurement, Salesforce and CRM

SAP, PeopleSoft, Oracle, Microsoft, Salesforce.com, SalesLogix

Presentation, Facilitation and Communication Skills

SUMMARY OF PROGRAM MANAGEMENT EXPERIENCE

Served in Senior Program and Project Manager roles with responsibility for the development and implementation of large-scale, complex, web-based and global enterprise solutions.

Experienced in all areas of program management:

Program Management Office Development and Management

Steering Committee, Sponsorship and Stakeholder Management

Project Standards and Processes

Resource Planning and Management

Risk and Change Management

Training and Communications

Managed several software selection and implementation efforts

Highly experienced with assessing the gap between current and future state needs

Expertise with evaluating the delta between existing and future state processes

Strong experience with long-term (12+ months), large global programs of 250+ consulting and client resources

Developed solution that were delivered across 50+ countries globally

Worked with several web-based packaged and custom applications, including Customer Relationship Management, Financials, Procurement, Human Capital Management and other enterprise applications.

Modules included:

Retail Point-of-Service

Retail Store Inventory Management

Customer Service and Contact Center

General Ledger

Procurement

Payables

Billing and Accounts Receivable

Inventory Management

Asset Management

Human Resources

Benefits Administration

Payroll

Time and Attendance

Performance Management

Manager and Employee Self-Service Portals

Recruiting and Talent Management

Business Intelligence

Reporting

Strong understanding of the related business processes in all of the above areas

Significant experience with and formal training in the change and program management methodologies used to develop and implement large-scale enterprise systems solutions. Used this experience to develop multiple global change programs for clients ranging in size from the Fortune 100 to mid-size enterprises $1-2 billion

RECENT PROGRAM MANAGEMENT HIGHLIGHTS

Global Program Manager, Utility Service Group/Suez

Served as Program Manager with overall responsibility for the implementation of the Oracle E-Business Suite for a global water utilities services company

Scope included the design of Service, Financial, Project Portfolio, Procurement and Supply Chain Management solutions and redesign of related business processes

Responsible for oversight of external implementation partner and internal change management and business process reengineering

Modules included General Ledger, Payables, Receivables, Payments, EB Tax, Purchasing, Inventory Management, Cost Management, Bill of Materials, Work in Process, Order Management, Advanced Pricing, Shipping Execution, Install Base, Field Service, Advanced Scheduler, TeleService, Service Contracts, Sales Contracts, Project Management and Project Costing

Redesigned a legacy 3rd party system and replaced it with Oracle Extensions to replicate functionality around Order Management

Developed extensions to create Project Auto-creation, Project-to-Service integrations, Task Cascading, Order Management to Service Contracts integration, Billing Events Creation from Service Contracts, Order Management to Service Contracts,

Redesigned integration with Salesforce.com for customer demographic, quote and asset data

Conducted Business Process Review sessions to identify Key Processes targeted for redesign

Organized a group of 50 Super Users and conducted two (2) Conference Room Pilots to review solution functionality and identify required modifications and integrations

Identified major change impacts and developed a network of Change Agents to assist with change management and communications

Designed and developed a mobile iPad solution for the Field Service Centers

Deployed solution in two (2) phases by major lines of business

Responsible for monthly communication to Executive Steering Committee and Weekly Project Sponsor Updates

Challenges included disparate lines of business, complex customizations requirements and legacy manual business processes

Team comprised of 75 client and consulting resources

Program Manager, Rogers Communications, Inc.

Served as Program Manager for the implementation of Oracle Retail Store (Point-of-Sale and Store Inventory Management) and Corporate applications (Central Office and Returns Management) for the largest voice and data telecommunications provider in Canada

Scope included the design, development and pilot deployment of Point-of-sale, Back Office, Central Office, Returns Management, Store Inventory Management and Mobile solutions for over 800 corporate and dealer-owned stores across Canada

Conducted a Conference Room Pilot to review out-of-box functionality and identify required modifications and integrations

Developed integrations with legacy Order Management, Bill Payment, and General Ledger systems, as well as replacement Warehouse and Item Management, Pricing, Commissions and other retail systems

Deployed a Pilot solution to several stores and refined the solution requirements and business processes

Challenges included an aggressive timeline, strong resistance to change and business process deeply-rooted in legacy systems functionality

Team comprised of over 100 client and consulting resources

Global Program Manager, The TJX Companies

Served as Global Program Manager for the implementation of replacement Oracle Retail Store and Corporate applications for a large off-price retailer with over 3,500 stores

Scope included the design and deployment of Point-of-sale, Back Office, Central Office and Returns Management solutions for over 3,500 stores across United States, Europe and Canada

Successfully planned and successfully conducted workshops to review out-of-box system functionality and accelerate system design

Program challenges included developing a harmonized solution across disparate legacy systems, business processes, geographies and legal requirements

Global Program Team encompassed over 150 client and consulting resources across the US, Europe and Canada

Global Program Manager, Coca Cola Refreshments

Assisted CCR with the implementation of an SAP Enterprise Asset Management solution for the North American Fleet Management group

Program challenges included significant change management, business process and user adoption challenges

Developed and conducted business process workshops to redesign existing processes and align them with SAP Best Practices

Managed the development and deployment of a training program for the SAP Enterprise Asset Management (EAM) implementation for Coca Cola Refreshments (CCR) Fleet Management group

Solution encompassed asset management, fleet management, procurement, order and inventory management and business warehouse and business intelligence reporting

Training Program consisted of both train-the-trainer and end-user courses for Supervisors, Parts Planners, Parts Expeditors, and Mechanics

Developed a blended program of web-based, computer- and instructor-led training and video simulations

Deployed a mobile solution for use by Mechanics on iPad tablets

Worked with resources across Fleet Management, Product Supply Systems, Finance and Information Technology organizations

Coordinated project with overall change management effort conducted by the Business Transformation Office

Developed the project workplan, organizational structure and resource staffing

Solution served over 1,500 CCR Fleet Management employees

Program Manager, Randstad USA

Managed the merger and integration program for the acquisition of Spherion Staffing Services (SFN Group)

Responsible for a team of over 100 members across both companies; including 23 streams and managers

Program scope includes change management, business process reengineering, analysis and development

Developed the program organizational structure, phased approach, processes and timeline

In the process of deploying the Pilot Solution

Currently managing several complex issues related to customer billing and AP, payroll, systems architecture, change management and cultural differences to keep project on-track

Systems included PeopleSoft Front Office, HR, Financials, CRM and Salesforce.com, JD Edwards and Hyperion

Report to the Chief Information Officer

Program Manager, Randstad USA

Managed the upgrade of the PeopleSoft Front Office system for over 700 branch offices nationwide

Approach included JAD sessions with over 100 SMEs

Designed a solution that replaced existing talent recruiting and onboarding business processes and systems

Team structure included resources from Business Integration, Technical Development, Web and Database Architecture, Learning, Communications, Marketing and over departments

Motivated the team and managed "scope creep" to complete the project on-time and within budget

Reported to the Director of IT Applications

Program Manager, The Coca-Cola Company

Assisted with the post-merger integration of business units in the United States and Canada for the creation of Coca-Cola Refreshments (CCR)

New company consisted of bottling, customer service, juice and water beverages, food service, and supply chain operations

Managed the redesign of cross-functional business processes, management routines, SLAs, and metrics across National Retail and Region Sales, Customer and Account Management, Product Supply Systems, Human Resources and Information Technology organizations

Worked in the Business Transformation Office and assisted senior leadership in each of the business units

Developed a workplan and tracked the identification and resolution of cross-functional issues

Created the Communication, Training and Socialization Plans

Assisted senior leadership in each business unit with implementation planning and deployment

Solution served over 60,000 employees

Global Program Manager, McKesson

Used the SAP ASAP Methodology to manage the entire program lifecycle of a large-scale, 15-month CRM implementation for a global Customer Support Center; from Business Blueprint design through Go-live and Support

Performed a system selection of leading CRM solutions.

Developed future state customer support business processes

Evaluated CRM solutions against future state and developed a short-list of vendors and led the final selection of vendors based

Reengineered existing customer support business processes and procedures and developed the change program for implementation

Solution included web-based applications for Customer Service Reps, Managers, Internet Customer Self-service, Customer Portals, and Business Objects for Reporting and Business Intelligence

Project team encompassed over 200 client and consulting resources

Solution served an end-user community of over 5,000 employees from Customer Service, Sales, Finance, Services, R&D and over 150,000 customers

Used SharePoint 2007 as the content management solution for all project deliverables, updates and training documentation

Global Program Manager, Novartis Group

Served as the Program Manager for the global deployment of a web-based financial consolidation and business intelligence solution

Project was one component of a larger global SAP OpEx implementation

Steering Committee included senior leadership from Global Finance, Regional Finance, Supply Chain/Logistics, Novartis Consumer Health Finance and Global Information Systems

Set up the Project Management Office and managed a team of Work Stream Leads responsible for application development, legacy system data conversions, reporting, change management, training, communications and business process redesign

Project team encompassed over 150 team members across 40 countries, including onshore and offshore development

Evaluated stakeholder requirements globally and developed a change program that included light organizational redesign and a custom global training program

Set up SharePoint to store all system documentation, training deliverables and communications updates

Visited the production facilities in several countries to analyze detailed system and data issues

Responsible for Quality Assurance; including SOX, GxP, accounting and technical standards

Completed finance and systems audits by PricewaterhouseCoopers

Program Manager, ING

Developed the support and transition plan for HR systems (PeopleSoft) Payroll (ADP), Benefits, and other HR applications

Managed a team of onshore and offshore resources

Migrated data from legacy applications to replacement systems

Constructed a change management, training and communications program to support the transition

Implemented Manager and Self-service HR functionality

Set up and maintained a SharePoint Portal to manage project deliverables, communications and other content

Used Clarity to managed project financials, risks, issues, time reporting and resource utilization

Program served 5,000 employees

Project Manager, Metropolitan Atlanta Rapid Transit Authority (MARTA)

Led the client through a system selection that evaluated PeopleSoft, Oracle, SAP and Maximo ERP solutions.

Assisted in developing the risk management strategy for a replacement of enterprise human resources, financial, maintenance and operational business processes and systems

Change Program Manager, Metropolitan Atlanta Rapid Transit Authority

Performed an organizational Training Effectiveness Assessment across all departments of the Authority; including Information Technology, Logistics, Operations, Finance, Sales and Marketing, Rail Maintenance, etc.

Interviewed 200+ staff across organizational levels, Executives, Directors, Managers, Supervisors and Line Workers

Global Project Manager, The TJX Companies

Managed the global replacement of a store gift card solution for over 1,500 stores worldwide

Managed a team of over 50 resources and partnered with Microsoft Consulting Services for testing effort

PROFESSIONAL EXPERIENCE

Clark & Associates, Atlanta, GA 2002 – Present

Managing Principal

Created a national management consulting and Information technology services firm specializing in business transformation and change related to enterprise systems implementations.

Assisted clients across several industries with large-scale enterprise business transformation projects

Successfully developed partnerships with several larger consulting firms

Clients included Rogers Communications, The Coca Cola Company, ING, McKesson, Novartis Group, Ciba Vision, American Red Cross, Metropolitan Atlanta Rapid Transit Authority, City of Atlanta and many others

Stratus Technologies, Atlanta, GA 2001 – 2002

Director, Professional Services

Oversaw a national practice specializing in information technology services. Responsible for selling and managing engagements, P&L management, staff utilization, and developing the annual budget. Reported directly to the Senior Vice-President of Global Services.

Re-engineered business processes, developed and delivered management training for all consultants

Developed standard methodologies for engagement bidding and systems implementation projects

Clients included The TJX Companies, Digitas, Lockheed Martin and others

PricewaterhouseCoopers LLP - Atlanta, GA 1999 – 2001

Senior Manager

Assumed lead roles in the sales and management of system implementation engagements for Fortune 500 firms.

Member of the Financial Services Practice vertical

Supervised several practice management activities, such as P&L management, sales proposals and presentations, resource coordination across business units, client relationship development, fee negotiations, utilization and staff development

Clients included Credit Suisse First Boston, Chase Bank, Morgan Stanley Dean Witter, Blue Cross Blue Shield and others

Ernst & Young LLP - Atlanta, GA 1997 – 1998

Manager

Served in a leadership role in the development of a new middle market consulting practice

Developed middle market implementation methodologies.

Sold and managed ERP system implementation engagements for several middle market companies

Clients included St. Barnabus Healthcare System, Nations Healthcare, Security Benefit Life, Premiere Communications and others

Medaphis Physician Services Corporation - Atlanta, GA 1995 – 1996

Information Systems Manager

Managed a 20-person consulting resources group with responsibility for creating an enterprise data warehouse to support revenue reporting.

Led the reporting team for the development of a physician practice management solution.

Developed and marketed various IT services and solutions to large physician practices.

Received a promotion to management within the first nine months of employment.

KPMG Peat Marwick LLP- Atlanta, GA 1994

Consultant

Provided ERP implementation consultation to clients within the healthcare information technology practice.

Led a team through the implementation of financial systems for a large, multi-hospital healthcare system

Project managed the implementation of a data warehouse and decision support system for a large hospital

Worked primarily with St. Anthony's Healthcare System (now BayCare Health System)

HBO&Company - San Mateo, CA 1992 – 1994

Implementation Analyst

Managed 20+ implementation projects of HBOC clinical and financial systems with healthcare systems and hospitals.

Member of the national implementation team responsible for developing implementation strategies and best practices.

Worked with the sales department to develop and deliver several proposals for large healthcare systems.

Southwest Hospital & Medical Center - Atlanta, GA 1990 – 1992

Staff Analyst and Business Office Coordinator

Coordinated all Patient Accounting activities; billing, collection, cash posting, admissions, medical records, and statistical reporting

Significantly improved accounts receivable days, cash flow, and staff productivity

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