JAMES EDWARD (JIM) MAZUR

**** ********* ***** ******, ** 22180 USA 703-***-****

ad06is@r.postjobfree.com https://www.linkedin.com/in/jim-mazurchangemanagement

SENIOR ORGANIZATIONAL CONSULTANT

Jim is a seasoned business consultant with experience in organizational strategy, organizational design, enterprise transformation, change management, and strategic communications. He has over 20 years of experience helping organizations improve their performance and adapt to technology-driven change. He has facilitated the success of several global rollouts of SAP and Oracle by collaborating with his clients, leveraging their workforce, and facilitating their ownership of the change. His Fortune 500 clients included UMass Memorial Health, American Red Cross, Texaco, Pennzoil, Morpho Detection, Ashland Chemical, DTE Energy, Aerojet-Rocketdyne, Earthbound Farms, Foremost Farms, AK Steel, and Haliburton. His government clients included FAA, NASA, FEMA, the US Army and US Navy, and the US Departments of Homeland Security, Energy, and Veterans Affairs. Jim was a Communications Special Assistant to two White House-appointed CFOs. He currently holds security clearances with DoD, TSA, and the Library of Congress. Jim has expertise in leading large-scale technology-driven change and transformation projects, strategic communications, and designing organization structures. He has facilitated groups at every level including the C-Suite. He is certified in both ITIL and PROSCI.

Jim’s differentiating change management approach prepares employees and stakeholders for new technology and processes by directly facilitating their collaboration with functional and technical teams. A dynamic, innovative thought leader, strategist and implementor of change; he is a protégée of Dan Cohen, co-author of The Heart of Change. Jim directly supports PMO level leadership and works directly with employee level stakeholders. He has experience with most ERP applications including SAP, Oracle, Workday, MSDX, LX, EPIC, Salesforce, PeopleSoft and Ariba.

PROFESSIONAL EXPERIENCE

ENTERPRISE TRANSFORMATION ASSOCIATES, LLC, Principal / Owner August 2016 – Present

IBM GLOBAL BUSINESS SOLUTIONS, Senior Managing Consultant July 2013 – August 2016

CAPGEMINI GOVERNMENT SOLUTIONS, Manager and OCM Practice Leader May 2009 – July 2013

DELOITTE CONSULTING, Manager January 2007 – April 2009

THE LEGACY NETWORK, Independent subcontractor January 2006 – January 2007

PRICE WATERHOUSE / PWC / IBM - Managing Consultant May 1995 – December 2005

BOOZ ALLEN & HAMILTON Senior Consultant to Associate May 1991 – December 1994

EDUCATION, CERTIFICATIONS, AND CLEARANCES

Master of Government Administration UNIVERSITY OF PENNSYLVANIA, Philadelphia, PA

Bachelor of Arts, Urban and State Public Policy MICHIGAN STATE UNIVERSITY, East Lansing, MI

Prosci Professional Change Management Certification 2016

Information Technology Infrastructure Library (ITIL) 2011

Current Security Clearances: Dept of Defense – Secret, 2021; Library of Congress – Public Trust, 2020; Transportation Security Administration (TSA) – Secret, 2018

CAREER PROJECT HIGHLIGHTS (non-chronological)

UMass Memorial Hospital – Workday Change Management Co-Lead – In collaboration with Accenture, Mr. Mazur implemented a change management strategy to facilitate the implementation of Workday across the entire UMMH medical center. The centerpiece of the approach involved identifying and deploying nearly 175 stakeholders across the enterprise to engage in communication with end users and interactions with the functional development teams. Mr. Mazur conducted site outreach, assisted stakeholders in identifying change impacts, and managed a team of 4 people to conduct communications, training and stakeholder management. He reported directly to the program lead.

US Navy, Organizational Design Analyst – Working for Booz Allen and Hamilton, Mr. Mazur provided analysis of the US Navy’s process for Assignment and Distribution of personnel and identifying bottlenecks and potential points of automation.

Chevron - Texaco, Organizational Change Management - Communications Team Lead, SAP implementation

Sold OCM strategy and approach, then assumed role of OCM Project Manager for Texaco’s global implementation of SAP. With a team of 5 OCM and 5 training resources, leveraged 150 Texaco stakeholders called “Transition Leaders” that coordinated the preparation of 7,000 users world-wide. Mr. Mazur facilitated the decision-making and governance roles of top executives including CFO, CIO, and leaders of producing operational units. Functional workstreams included Upstream Land, Financials, Ariba-Procurement, Supply Chain, Sales and Distribution, Warehousing. Accomplishments:

Recognized by CEO for the largest successful global SAP implementation at time of go-live

Sold the OCM work based on the strategy presentation, then implemented strategy through full life cycle

Aligned IT and business governance and risk management, which facilitated resolution of 600 business issues

Deployed 150 employee transition leaders world-wide and facilitated their preparation of end users

Pennzoil - Change Management Team Lead, SAP Implementation – As OCM project manager, Mr. Mazur successfully executed a full lifecycle OCM strategy for Pennzoil’s SAP/R3 implementation. Functional areas included FICO, Warehousing, Sales, and Procurement (Ariba). Aligned directly with the Project Manager, his influence grew as he created a coalition of senior, mid-level, and frontline managers to own the user adoption activities. He also was the lead communications SME, and after the project ended, published a journal article https://www.linkedin.com/pulse/how-pennzoil-created-value-managing-enterprise-change-jim-mazur

CR Laurence / Oldcastle Building Envelope – SAP Change Management Lead

Mr. Mazur developed and stood up a stakeholder structure that represented all lines of business to be impacted by the change to the new SAP rollout. He established a process for collaboration between the functional teams and the stakeholders to validate processes, participate in testing and validate training materials. Mr. Mazur also developed communications materials aimed at senior executives to ensure their support and participation.

US Army, Independent Validation and Verification (IV&V) of ERP Systems Projects, Enterprise OCM Lead and Deputy Project Lead – Provided cross project communications as deputy project manager, coordinating and highlighting key decisions of 5 separate but inter-related projects.

University of Cincinnati, Change Management/Communications Lead – Led the communications effort for a university-wide change initiative that included implementation of the SAP HR and CRM modules. Coordinated the governance component of this project, working directly with the UC senior governing council to determine business strategy and make process and procedural decisions affecting the entire university, including the academic, research, law and medical components. Authored an article for “UC/IT Now” that aligned the SAP project with the University’s vision as a world-class research institution.

Texas Department of Public Safety, Organization Design / Management Study, Project Manager

Sold project; then led a comprehensive full life cycle organizational assessment of DPS that included organizational structure, management, personnel, processes, and shared services. Worked directly with the Project Manager, a senior, commissioned law enforcement officer designated by the Governor-appointed Texas Public Safety Commission. Reviewed all departmental units, policies, procedures, systems, culture, organizational structure, and management styles. Accomplishments:

Built trust with leadership, rank and file, the Public Safety Commission, and regional offices

Participated in late night “ride-alongs” with Highway Patrol officers

Crafted findings and recommendations which facilitated immediate PSC actions to modernize DPS

The PM was later named Department Director, an appointment with historic implications

Anixter/Wesco, Global HR Integration, Change Management / Communications Lead

Mr. Mazur led the change management support of a global implementation of Oracle HR as part of the merger of industry leaders Anixter and Wesco. This merger included supply chain functions for moving connectivity and security products worldwide. Mr. Mazur provided a blueprint for a comprehensive messaging strategy and has expanded the footprint of business stakeholders into all lines of business impacted by the change. He also engaged functional Subject Matter Experts in interactive sessions with end user representatives to facilitate pre-go-live collaboration and knowledge transfer.

Library of Congress, Congressional Research Service (CRS), Change Management / Communications Lead Mr. Mazur provided change management and communications strategy and implementation support to CRS to implement an upgrade to their Microsoft Dynamics customer relationship management software application. Mr. Mazur helped CRS navigate the customer experience needs as the implementation team developed a proof of concept in preparation for full rollout.

Federal Aviation Administration (FAA), Oracle Financials Implementation, OCM / Communications Lead

Mr. Mazur led a full life-cycle change management, training and communications program that included organizational and stakeholder assessments, leadership alignment and user adoption of Federal Oracle Financials. Managed a 12-person training workstream that designed, developed, and delivered end user training to users nation-wide. Coordinated a legion of SME’s to train employees at 10 geographic locations. Provided communications support to the FAA CIO and CFO, which reinforced stakeholder-to-stakeholder communications activities. The FAA went live with no business disruptions.

Department of Homeland Security, Office of the Chief Financial Officer, Strategic Communications Advisor - Provided direct communications support to the DHS CFO through the Resource Management Transformation Office. Implemented strategic communications program initiatives. Developed a business case to implement Oracle as the department-wide baseline financial system. Jim also led the change management workstream in support of CBP’s rollout of SAP.

Morpho Detection – Organizational Transformation Strategy and Communications Plan Development

Delivered a front-end change management and communications strategy and facilitated a global transformation to a shared services model using both Salesforce and Microsoft Dynamics ERP software. Tailored business-specific transformation strategy and implementation plan based on OCM best-practices, which included checkpoints for executives to drive accountability for the change throughout the enterprise. The plan integrated communications, stakeholder management, guidance for executives, role mapping and performance metrics with the activities of the functional teams.

Global Organizational Alignment, Team Co-Lead, West Pharmaceuticals

Mr. Mazur co-led a team that developed a global enterprise strategic framework for West Pharma that leveraged its strengths around the globe, and facilitated becoming a more lean, agile, and collaborative enterprise. The recommendations included bolstering the operational capabilities of the Asia Pacific region and to expand the region’s expertise to operations elsewhere; and to further leverage the R&D capabilities of its North America headquarters location in Pennsylvania.

JIM MAZUR

Detailed Project Summaries - Chronological

ENTERPRISE TRANSFORMATION ASSOCIATES, LLC, Vienna, VA Aug 2016 – Present

Principal / Owner

UMass Memorial Hospital – Workday Change Management Co-Lead – (See Career Highlights) August 2022 – June 2023

CR Laurence / Oldcastle Building Envelope – SAP Change Management Lead

(see Career Highlights). August 2021 to December 2021

Anixter/Wesco, Global HR Integration, Change Management / Communications Lead

Mr. Mazur supported the change management effort of a global implementation of Oracle HR as part of the merger of industry leaders Anixter and Wesco. This merger included supply chain functions for moving connectivity and security products worldwide. Mr. Mazur provided a blueprint for a comprehensive messaging strategy and expanded the footprint of business stakeholders into all lines of business impacted by the change. His support involved engaging functional Subject Matter Experts in interactive sessions with end user representatives to facilitate pre-go-live collaboration and knowledge transfer. February 2021 to Q3 2021.

Library of Congress, Congressional Research Service (CRS), Change Management / Communications Lead Mr. Mazur provided change management and communications strategy and implementation support to CRS’s upgrade to their Microsoft Dynamics customer relationship management software application. Mr. Mazur helped CRS navigate the customer experience needs as the implementation team developed a proof of concept, laying the groundwork for a full rollout. Special data security needs were an important component of this rollout given the sensitivity of government information. December 2020 to Q3 2021

Fannie Mae, Change Management Lead, Information Security Division – Mr. Mazur provided change management and communications support to ISD project managers during the rollout of a custom application internal to Fannie Mae. The application facilitated information security company wide. July to December 2020

St. Clair County (Michigan) Health Department, Development of implementation plan for a Performance Management system and strategic plan

Jim was originally asked to provide a continuity plan for the County health department that maximizes use of existing resources. He soon helped officials redefine the solution to facilitate the adoption of HRM best practices that reward desired behaviors that include collaboration, information sharing, and rapid decision making. December 2019 to July 2020

Global Eagle – Change Management / Communications Lead, Business Process and Performance Improvement – Developed and implemented Change Management activities via a communications plan to facilitate the implementation of a multi-task performance improvement program that included consolidations of facilities, a streamlined workforce, and reengineering of several business processes. December 2019 to February 2020

Florida State University – Information Technology Services Division OCM and Strategic Communications strategy – Developed a comprehensive OCM and communications strategy for the rollout of Salesforce across the university. Successfully crafted a comprehensive message campaign and worked with the university graphics design group to brand the campaign. September 2019 to November 2019

Texas Department of Transportation, Information Management Division (IMD)

Developed a strategic Communications plan to help the TxDOT IMD make the transformation from a traditional waterfall-based IT division providing application-based service to the department; to a collaborative, agile based service provider that empowers the business units to define and drive their own IT needs with only guidance from IMD. July 2019 to August 2019

Transportation Security Administration (TSA), US Dept of Homeland Security, Oracle Financial Systems Implementation, OCM Lead - Re-designed an existing OCM strategy and to better integrate the TSA project organization with the DHS office that is acting as PMO for this project. December 2018 – April 2019

ORLIKON-Fairfield, Lafayette, IN Globalization Project – Global Transformation Lead

OCM Project Manager for an Indiana-based advanced technology manufacturing company implementing the Manufacturing ERP software LX. Mr. Mazur delivered a comprehensive OCM strategy. Dec 2017 – April 2018

Manufacturer of automotive specialty metals - Organizational Strategy and Design

Provided research and analysis for an organizational culture study led by Driscoll Learning LLC for an Ohio-based light manufacturing company to help resolve high turnover of skilled workers. September – December 2017

Commercial Community Lending Institution

Mr. Mazur co-managed an organizational assessment and human capital management strategy for a mid-sized Ohio-based lending institution facing the challenge of growing and maturing to meet increased market demand and increased opportunities to leverage digital technology to meet its objectives. The team provided a roadmap for the organization to professionalize its HCM functions, realign the organization’s structure, clarify its strategy and communications, and finally, plan and execute an IT strategy. September 2016 to March 2017

IBM GLOBAL BUSINESS SOLUTIONS, Herndon, VA July 2013 – August 2016

Senior Managing Consultant

Internal IBM project – Scrum Master, Agile Development of an OCM Mobile App

Mr. Mazur provided guidance to a team of IBM developers to create a mobile app to quickly determines and evaluate a company’s capacity to transform their business through internal change management capabilities.

Global Organizational Alignment, Team Co-Lead, West Pharmaceuticals

See description in “Career Project Highlights”

Morpho Detection – Organizational Transformation Strategy and Implementation

See description in “Career Project Highlights”

Earthbound Farms, Change Management Lead, Change Impact Assessment – Developed an OCM framework for a producer and supplier of organic foods in preparation for an implementation of Salesforce.

Aerojet-Rocketdyne (Oracle) Implementation, Change Management Lead - Developed a change management and communication strategy that encompassed Rocketdyne’s Oracle implementation, and the larger transformation of the merged Aerojet- Rocketdyne enterprise.

AK Steel Company, Request to Purchase (Oracle) Implementation, Change Management Lead – Developed a detailed change management and communications plan, and provided direct support to the Project Manager and sponsoring executive. Created new business model under Oracle that included a risk management plan to keep operations moving while resolving issues.

Bausch Health Pharmaceuticals, Team lead, Training Strategy and Deployment Plan - Mr. Mazur was part of a two-person team that developed a comprehensive end user training strategy for Bausch’s implementation of new ERP software. The report included an audience analysis, analysis of process and change impact complexity, a training design approach and a training delivery plan that included using employees as subject matter experts to conduct in-house classroom instructor-led training.

CAPGEMINI GOVERNMENT SOLUTIONS, Reston, VA May 2009 – July 2013

Manager and OCM Practice Leader

Immigration and Customs Enforcement (ICE) - Student and Exchange Visitor Program (SEVP), Process Improvement and Strategic Planning Initiative, Project Manager - Coordinated an initiative to redesign SEVP’s compliance lifecycle process, and help the organization develop a roadmap to quickly implement fundamental organizational improvements.

DHS, ICE/DRO, Strategic Communications Initiative for Detention Management, Project Lead – Assessed the internal strategic communications and provided a framework for DRO to clarify and communicate its program objectives to internal and external stakeholders for better program management.

Customs and Border Protection (CBP) Office of Field Operations and Facilities, Strategic Planning and Business Process Improvement of Facilities Management Function; Project Manager - Developed new processes for facilities management and gained consensus among leadership and management. Wrote a comprehensive and detailed communications plan for implementation that was extremely well received by the client and which they subsequently implemented.

US Army, Independent Validation and Verification (IV&V) of ERP Systems Projects, Enterprise OCM Lead and Deputy Project Lead – Provided cross project communications as part of my role as deputy project manager, coordinating and highlighting key decisions of 5 separate but inter-related projects.

Lead Faclitator for pre-ERP Business and IT Accelerated Solutions Workshop, Bimbo Bakeries

Mr. Mazur facilitated two sessions of stakeholders to gain consensus on choosing an ERP application, and the enterprise transformation approach. Session 1 included key employees from across the enterprise, and IT support personnel as invited guests. Session 2 included the C-Suite, and a select group from Session 1. Using two previous failed implementations as inputs, the participants concluded that SAP was the best software to integrate their business, and that the approach should include business representatives as the primary drivers of the project. The participants then developed an action plan to leverage strengths and address problem areas. The foundation of this plan was an integrated, master OCM / communications / training strategy that included active collaboration of overlapping groups of stakeholders at all levels.

RAY GROUP INTERNATIONAL, Baltimore, MD January 2009 – May 2009

Independent subcontractor

US Department of Veterans Affairs - Development of Process Modeling Center of Excellence

Designed and developed a concept of operations (CONOPS) for a business process modeling center of excellence to serve the Department of Veterans Affairs (VA). Developed the concept with participation from businesses (customers) throughout VA—this effort provided direct benefits and facilitated better integration between the VA businesses and the IT organization.

DELOITTE CONSULTING, McLean, VA January 2007 – December 2008

Manager

Texas Department of Public Safety (DPS), Organization Design and Management Study, Organizational Design Lead (See description in “Career Project Highlights”) Worked directly for Dan Cohen, co-author of The Heart of Change

Transportation Security Administration (TSA), Technology Adoption Lead for Agile Information Sharing Environment (ISE) Initiatives – Developed and implemented an Agile OCM approach to technology adoption of applications developed by TSA’s IT group. Facilitated collaboration and information sharing. Integrated change management with on-going Agile-based technology application rollouts. Completed a concept of operations for scalable implementations of various sizes and scopes. Ensured leadership involvement.

THE LEGACY NETWORK, Fairfax, VA January 2006 – January 2007

Independent subcontractor

Department of Homeland Security, Office of the Chief Financial Officer, Strategic Communications Advisor - Provided direct communications support to the DHS CFO through the Resource Management Transformation Office. Implemented strategic communications program initiatives. Developed a business case to implement a department-wide baseline financial system.

US Customs and Border Protection, Department of Homeland Security, Change Management and Stakeholder Communications, nationwide SAP Implementation – Led a nation-wide technology adoption program for CBP’s Automated Commercial Environment (ACE) program, a nation-wide release of new SAP functionality. Mr. Mazur led this user support initiative for over 300 sites within 20 Field Offices nation-wide.

PRICE WATERHOUSE / PWC / IBM, Arlington, VA May 1995 – December 2005

Consultant to Senior to Managing Consultant

Texaco, Change Management Team Lead, SAP implementation See Career Project Highlights

Pennzoil - Change Management Team Lead, SAP Implementation – See Career Project Highlights

University of Cincinnati, Change Management/Communications Lead – Led the communications effort for a university-wide change initiative that included implementation of the SAP HR and CRM modules. Coordinated the governance component of this project, working directly with the UC senior governing council to determine business strategy and make process and procedural decisions affecting the entire university. Authored an article for “UC/IT Now” that aligned the SAP project with the University’s vision as a world-class research institution.

American Red Cross, Training designer and developer – Mr. Mazur designed and developed training scripts and job aids for employees of ARC blood centers for use of a new application called Blood Management System (BMS). Mr. Mazur developed 24 training modules of 67 highly regulated (by the FDA) workstreams and processes by translating the process design scripts created in facilitated workshops, some of which he himself facilitated. Mr. Mazur delivered training courses directly to ARC employees.

FAA, Oracle Financials Implementation, OCM / Communications Lead See Career Project Highlights

Texas Department of Public Safety (DPS), Organizational Study, Organizational Design Lead – While with PwC and prior to the Deloitte DPS project, Mr. Mazur led a facilitated workshop for the senior executives of DPS, including the Directors of the Texas Rangers, the State Police, the Crime Lab and Enforcement Divisions to develop a strategic plan and prioritize the Department’s activities.

Halliburton –Change Management and Communications Lead - Supported successful global strategic sourcing, logistics and SAP CRM implementation activities across multiple businesses.

National Aeronautics and Space Administration (NASA) – Communications Lead – Designed and implemented change management, training, and communications for Goddard Space Flight Center. Successfully transitioned 3,200 employees and managers to a new online system within a 2-month period

BOOZ ALLEN & HAMILTON May 1991 – December 1994

Senior Consultant to Associate

Federal (Flood) Insurance Administration, Federal Emergency Management Agency (FEMA), Organizational Assessment, Team Leader –- Led a three person team that conducted a comprehensive organizational assessment of the National Flood Insurance Program, and developed three alternative recommendations for reorganization that were commensurate with three different sets of goals and policy objectives. The FIA used the recommendations as a roadmap to move forward under one of the scenarios, which is how the flood insurance program is organized to this day.

National Petroleum Reserves & Oil Shale Reserves, Staffing Assessment and Strategic Plan, Team Lead – Conducted an organizational assessment that was focused on aligning staff with like functions across the program, and prioritizing workload to current levels of staff and skills. The report provided a recommended organizational structure and recommended staffing based on a more clearly defined mission, objectives, and workload.

CASE STUDIES AND PUBLICATIONS

“Creating Value through Managing Change: How Pennzoil Empowered Users to Leverage its SAP Investment,” PwC Intersections, updated 2016

“What the Founding Fathers can Teach us about Organizational Change Management” LinkedIn 2016

“Organizational Change Management (OCM) for Agile” - Capgemini white paper 2012

“Implementing SAP at the University of Cincinnati: Laying the Foundation for a New Urban Research University,” UC-IT Now, 2005

“Power from Perspective—Potential Future US Energy Portfolios” study, University of Tennessee, 2007 (published while with Deloitte Consulting)

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