CRAIG ZEPEDA, CURRICULUM VITA

ad1h0t@r.postjobfree.com C: 949-***-**** linkedin.com/in/craig-zepeda7155

** + year of experience & past projects are not limited to the below

PROFESSIONAL SUMMARY

Coming from the business: previously Corporate Accounting Mgr. (GL thru Financials) before moving into IT projects, I have the business acumen, Finance/Controlling/Profitability Analysis/Financial Reporting functional.

FI/CO/PA/treasury-Cash Mgmt. previous configuration skills early in career before I was moved to project program management.

Expert at Activate Methodology leading the design workshop with conference room pilots, presenting standard SAP functionality to the business, focused on identifying gaps where SAP does not have required functionality.

oGaps can result in customization that business requires to run their operations.

Customer Project/Program manager governing the SAP system integrator and making sure they are delivering as per SOW and calling out and remediating issues with them.

The Program/PMO/Project Manager delivering and in parallel managing a portfolio of projects.

Delivering project plans, roadmaps, resource plans, data migration and integration strategies, forecast and budgeting vs. Actual tracking.

Leading the configuration and development (ABAP) customizations of Enterprise Packages (SAP), while maintaining the integrity of the company’s vision of integrated best practices in process, organizational, functional, and technical design.

Responsible for leading Multiple GLOBAL Implementations across North America, Central America, South America, EMEA and Asia Pacific. Managing budgets from 3 million to 450 million with up to 300 resources.

OCM Project Manager In Parallel, applying my OCM expertise across all my projects and executed the following:

oDeveloped change enablement strategies and plans, including training and communications.

oConducted effective change impact assessments, readiness assessments, and stakeholder analysis.

oDefined, plan and execute change management plans to support communication and transition activities.

oDeveloped, delivered, and managed communication, stakeholder, training, engagement, adoption, and resistance management plans.

oIntegrated change management activities into project plans.

oEnsured that information is communicated to impacted audiences throughout the duration of the program.

oProvided direct support and coaching to front-line managers and supervisors as they help their direct reports through transitions.

oManaged stakeholder relationships.

oCollaborated with project teams to ensure the successful execution of the end-to-end change management strategy.

oProactively identified and implemented improvements to the change management strategy & methodology.

oBuilt executive presentations and identified risks and issues relating to change management functions.

oOCM Methodologies I applied were a combination of ADKAR and PROSCI

Set up PMO, AMS and Hypercare governance model (COE) or leverage existing companies’ processes.

Project Controller tracking all project financials and reconciling the GL

Responsible for leading Multiple Upgrades, recovery project re-implementation and greenfield transformation Implementations over SAP, JDE, SFDC/SAP/Siebel CRM, e-Commerce Amazon & Ariba, Middleware Informatica, Web Methods, PPM, SCM & Procure to Pay Solutions, HCM-HR, Payroll, Data warehouse SAP BW/BO-HANA, OBIEE SCM, APO, Vertex and more…

Responsible for leading Security / GRC teams

Methodology and tools: Activate, Waterfall, Agile, Scrum, Kanban, Lean, XP, Prince2 and PMBOK. Jira, HPALM

Responsible for leading large, complex manufacturing implementations with time/attendance and labor to support COG’s

Responsible for leading global implementations delivering EWM and Bar Coding solutions

Responsible for leading large data migration activities which include profiling, cleansing, and deduping leveraging latest tools (e.g., BODS/Informatica)

Leading migration upgrade projects from ECC 6 to S4-HANA on HEC, AWS and on-premises platforms

Responsible for delivering Data warehouse SAC, Embedded Analytics, BW, BI, BO and Hana analytics and OBIEE implementations in parallel within the programs that I delivered.

Enterprise Risk Manager (ERM) Specialize in executing performance audits, remediation planning, taking over broken, unstructured projects ridden with delays and scope issues. Enabling to bring projects back on schedule to meet a go live scenario. By setting up the governance model & finalization of scope over the project / program.

M & A Projects: Have experience incorporating acquired companies on three projects. Usually happens when either an organization procured a company in the middle of a project lifecycle or set up a process to support future merger and acquisitions.

Coming from the business previously Corporate Accounting Mgr. before moving into IT, I have the business acumen, Finance/Controlling/Profitability Analysis/Financial Reporting functional skills.

Define KPIs, define solutions and re-engineer existing processes against best practices driven by technology.

Expertise in regulatory and localization business scenarios across Asia (Including China’s Golden Tax), EMEA, Americas (Including Brazil NFe & Mexico Maquiladora) and North America.

Served in the Navy during Gulf War 1989 – 1991- and two-years reserve. Attached to a submarine group and this experience was instrumental in becoming the program manager I am today. Medical discharge!

PROFESSIONAL EXPERIENCE

Monster Energy: Beverage Company March 2023 – At Present

SAP Project Manager (Customer PM) / Finance Solutions Architect – Take over from a PM who didn’t deliver.

Mission was to move from outsourcing manufacturing and distribution to bringing the business processes in house, Solution was mostly standard SAP except RF and printing solutions

Took over Realization phase. Rewrite explore phase documents and solution due to missed requirements and drive sign off from business.

Rescue Project Ridden with late deliverables due to project lack of leadership and wrote project plan for remaining phases.

Drove a blended SAP team of internal and contractor resources.

Project delivered and we had technical go live into production 7/20 and Commercial Go live releasing to end users is August 3, 2023

Now team is finalizing master data set up, manual configuration and training document prep

I am working 8 hours per week until 7/30

TESSCO Technologies Inc.: Wireless Products August 2022 – Feb 28)

Program Manager / Finance Solutions Architect – S4 HANA 2020 Public Cloud (SAAS)

Rescue Program Management Global Manufacturing company rolling out new SAP system globally.

Scope

Project late in the final phases of the project and was asked to bring back on track for a January 2023 Go Live (Charter Fulfilled)

Finalize plan for Integration testing, break fix, data migration, end user training, cutover and post go live lead hyper-care.

Drove teams’ deliverables.

Resource planning, 3rd party software, infrastructure estimating

Manage multiple vendors on multiple time zones.

Execute daily, weekly, and monthly deliverables and wrote project health card.

S4-Hana and CRM Functional scope:

oRTR: Record to Report

oQTI: Quote to Invoice

oPTP: Procure to Pay

oFTP: Forecast to produce w/CAD integration

oEAM: Enterprise Asset Management

oEWM: Enterprise Warehouse Management and Transportation Management

oC4C: CRM Private Cloud

oSAP Analytics: Embedded Analytics and SAC (SAP Analytics Cloud)

oSuccess Factors (HXM) and Kronos time keeping

oData Warehouse (On Azure)

OCM plan and communications strategy

Training plan and lead execution

Project Delivered!

OBE Companies: CRL-US Horizon – Consumer Goods January 2022 – February 2023

Program Manager / Finance Solutions Architect – S4 HANA 2020 on Azure

Project Management over a global Manufacturing company rolling out new systems globally.

Scope

Project late and I was chartered to bring back on track for a July 5 Go Live (Charter Fulfilled & project delivered)

Vendor Project management augmenting PMO over a project that was late and not meeting dates.

SI Vendor Mgmt. Customer brought me on to manage a systems integrator and drive deliverables

Activate and leverage JIRA for scrum workshops and testing

Project financials budget vs actuals

Rewrote project plan vendor PM didn’t have the skills.

Co-managed Confirmation of scope and solution design with the business

Oversaw Data migration activities.

Managed areas that missed deliverables, wrote mitigation plans and drove them to closure

Issue and risk management

Cutover planning

Migrate off legacy systems to S4 Hana, C4C, C4E, embedded Analytics and SAP as follows.

oEmbedded Analytics and SAC delivered

oBTR : Book to Report

oQTI : Quote to Invoice

oPTP : Procure to Pay

oFTP : Forecast to produce w/CAD integration

oEAM : Enterprise Asset Management

oEWM/TM: Enterprise Warehouse Management and Transportation Management

EWM: supports processing goods movements, managing inventory in the warehouse and introducing an upgraded Bar code solution

oC4E/POS: e-Commerce Cloud and Point of Sale Systems

oC4C: CRM Cloud for Customer (SAAS)

oSAP Analytics: Embedded Analytics and SAC (SAP Analytics Cloud)

oIBP: Demand Planning

oOCM and Change enablement

OCM activities e.g. communicating new functionality and how their roles will change

Executed business process Impact assessment Legacy Vs Future state

Managed Creation of Training guides, other documents and execution to end users

Setting up Hyper-care process to support S4 change requests and governing and prioritizing tickets with the management team.

Define and execute post go live adoption and determine training gaps across the business.

Managing the Communications, questionnaires, and surveys

Defined Hypercare strategy for post implementation defect and enhancement mgmt

Project Delivered!

Beverage Company – Consumer Goods April 2021 – December 21

Program Manager / Finance Solutions Architect – S4 HANA 1909

Project Management over a global large beverage company rolling out new systems globally.

Scope

Project management taking over a project and bringing it to closure.

SI Vendor Mgmt. Customer brought me on to manage the big 4 Vendor and drive deliverables

Project financials budget vs actuals and worked with controller on Cap Ex / Op Ex rules definition

Rewrote project plan.

Confirmed scope and solution design with the business leading multiple work shops

Leveraging JIRA, JIRA Xray for testing

Oversaw Data migration activities.

Issue and risk management

Cutover planning

Migrate off ECC 6.0 green field to S4 Hana 1909 and BW/BOBJ brown field upgrade as follows.

Delivered 2 projects.

oSAC, Embedded Analytics and BW for Hana-BOBJ (Complete and went live May 17th, 2021)

Technical and functional upgrade

Resource planning, 3rd party software, infrastructure estimating

Delivered new and existing reports.

Complex data migration with S4-Hana

Project delivered.

oSAP BW/4HANA-BOBJ (Delivered)

RTR : Record to Report

OTC : Order to Cash which includes Rebates functionality in S4 and SAP CRM

SAP CRM WebClient UI: Rebate processing

PTP : Procure to Pay

HTR : Hire to Retire (w/Concur)

PTP : Plan to Produce

ATR : Acquire to Retire

PTI : Plan to Inventory

ITR : Issue to Resolution

IBP: Demand Planning

SF: Success Factors

Concur: Expense

Kronos for time keeping for internal and external contractor FTE’s

EWM: supports processing goods movements, managing inventory in the warehouse and introducing an upgraded Bar code solution

Rebate Agreements and Management

oBuild Hypercare strategy and plan

oHypercare, currently driving and leading enhancements project from multiple requests left over from prior projects.

oOCM and Change enablement

Setting up Hypercare process to support S4 change requests and governing and prioritizing tickets with the management team.

Define and execute post go live adoption and determine training gaps across the business.

Managing the Communications, questionnaires, and surveys

Project Delivered!

Ingles Grocery 4 Billion in Revenue Store Chain – Retail May 2020 – Mar 2021

Program / Project Manager / Finance Solutions Architect – S4 HANA 1909 on Azure

Program/Project Management: Project take over for a large grocery chain across multiple states and a dairy farm. Systems Integrator failing to meet deliverables on schedule, and I was chartered to bring the schedule on track or reset the plan to make it more realistic. Project Delivered!

Scope

Migrate off ECC 6.0 green field S4 Hana 1909 and other cloud applications and leverage Activate/JIRA as follows.

Resource planning, 3rd party software, infrastructure estimating

Delivered 6 of 7 projects incrementally over time. Customer didn’t want a big bang approach.

oS4-HANA Finance FI/CO/PA (Delivered)

oYard Logistics (Delivered) Complex distribution processes.

oTransportation Management Delivered

oFinance 2 enhancements (Delivered)

oA/R & A/P OCR solution (Delivered)

oReal Estate (REFX) (Delivered)

oCAR Sales Audit (Delivered)

oPurchasing and EWM / ASN (Delivered)

oGRC – Security

oSF: Success factors

oConcur, Expense

oWork Day HCM

oKronos for time keeping

oConsolidating onto a single SAP platform drives consistency, visibility, transparency, and insight across the business.

Finance and solution lead over the program (Due to not having a Finance team lead – unexpectedly left)

Finance / Treasury solutions architect for program and communication to CIO and controller was limited to me

Project Management Over:

obudget Vs actuals

oChange control.

oScrum master facilitating agile workshops.

oDevelopment (ABAP-HTML5) teams

oData migration and cleansing

oTest management and cycles

oResource management

oInfrastructure management

oOCM: Led, planned, and delivered change enablement deliverables / activities across the program.

Led the definition of the process list and flagged ones that had major change Vs light change to the business. Leveraged RTM and BPML This fed into the training strategy and plan

oCutover, go live planning.

Kimball International (Furniture Manf. – Consumer Goods) Jan 2020 – Rolled off Apr 10, 2020

Global Program Manager / Finance Solutions Architect – S4 HANA 1909 - Assessment M & A Project:

(COVID-19 caused Project on hold)

Management over Kimball Int’l is second largest manufacturer of furniture globally. Execute an assessment over two acquired companies’ ERP who manage their business through 2 primary ERP systems with a mix of spreadsheets and other software applications.

Scope

oMigrate acquired companies onto one SAP platform for Sales/ Manf MTO/ETO environment with Quote to Cash, Plan to Produce. Int’l logistics and as follows.

Consolidating onto a single SAP platform drives consistency, visibility, transparency, and insight across the business.

Standardized quote process and tools for accuracy of project costs and profitability

PS-PPM: Integrated project management solution with planning, tracking, monitoring, and controlling of project level activities/tasks/events.

Provide a solution for setup and reuse of engineer-to-order (ETO) products.

Provide a solution for international logistics with track and trace capabilities, including costing of standard and extraordinary freight.

Provide customer-facing documents that lead with customer cross-reference data (e.g., item numbers) and invoicing with integration of deposit and balance due payments.

A system foundation for ongoing elimination of manual, repetitive activities throughout the organization

Delivered plan strategy and forecast to complete the project.

OCM, created change enablement strategies and plans, including training and communications.

Project put on hold due to COVID-19.

COTY INC. Customer Program Manager – S4 HANA 1809

October 2019 – December 20, 2020

Scope:

oRecord-to-Report (R&D Processes)

oPlan to Inventory.

oEngineer to order

oMRP and Sales & Operations planning

oProcure-to-Pay (R&D Dept)

oPLM Recipe Development

oPPM

oSAP C4C-CRM: Rebate processing

oBOBJ / BW

oApplied Activate Methodology and lead all the scrum activities.

oIntegration to SCM processes

oGRC / Security

oConcur

oTime and attendance solution

oEWM and barcoding solution

oDeveloped Cut Over plan

Recovery Project Management/OCM Manager, Test Mgr., Training Mgr., and Basis: The objectives for this 3-month engagement were to drive the planning and preparation for the complete project and in the following areas: OCM-Test-Training-Basis activities.

Systems Integrator vendor management to keep Big 4 SI on track

Defined implementation strategy and approach.

Assisted Program Manager with setting up and tracking the critical path and to enable him to manage it.

The mission was to get the above areas planned (MPP) out and resource leveled to drive them against the plan. To ensure the team is delivering to the schedule.

This role has been moved to Europe and starting the transition December 2, 2019. Available after December 20th, 2019

Hands on Project / OCM Management of deliverables including resource planning and governance over OCM, Testing, Training, and Basis

OCM: Defined the methodology, deliverables and refreshed the communication plan o Business engagement with sponsors across the organization.

oSet up town halls and initiated the monthly new letter to end users.

oDefined methodology for Business Continuity Plan

oProcess Inventory complete and identified the impacts against user roles.

oPresented impact results and mitigation plan to sponsors.

oBusiness engagement with sponsors across the organization

oSet up town halls and initiated the monthly new letter to end users.

oBusiness continuity plan defined template, deliverables and completed.

Testing: Defined methodology, Activities, deliverables, and Schedule (MPP)

oOn boarded test lead, set up ALM and prototyped test template.

oDefined strategy and approach.

oOn boarded test lead, set up ALM and prototyped test template.

oExecution to plan starts Dec 2nd.

Training: Defined methodology, Activities, deliverables, and Schedule (MPP)

oDefined strategy and approach.

oCreated/introduced training templates and agreed on leveraging U-Perform tool

oExecution to plan starts Jan 6th.

Prototyped training templates and agreed ion U-Perform tool

Hypercare strategy and management over AMS team and leveraged JIRA to manage defect assignments.

Basis: Defined methodology, Activities, deliverables, and Schedule (MPP)

Delivered Travel expense functionality in Concur

Finalized environment instance strategy for SBX, Dev, QA, Prod and N+3

Oversight for the delivery of Solution Manager 7.2

HEC environment driving set up of SAP instances.

Defined data refresh strategy for testing and training phases.

Provided cutover planning for all phases.

Project Delivered!

STATE OF NEW YORK HOUSING AND COMMUNITY RENEWAL October 2016 – October 2019

Program / OCM Manager – 1) Green Field 1610 and 2) Migration from 1609 to 1809 and Workday HCM:

Scope:

oPlan to Report.

oGrants Management

oOffer to Cash.

oCash to Invest.

oProcure to Pay.

oApplied Activate Methodology and lead all the scrum activities.

oHire to Retire.

oWorkday HCM

oPPM to manage construction projects.

oBI/BO

Replace project manager and take over a project that was 5 months late, execute project audit for all areas and write mitigation plan to get us back on track.

The objectives for this engagement were to assist NYSHCR with setting up the SAP S4-Hana & 3rd party ProLink HFA program to enable governance over four concurrent projects. The mission was to get the systems integrators on boarded and set up. Facilitate the delivery of the project/program.

Manage this transformation program including software implementation processes and people.

HCM, Concur: Travel & Expense, SRM, CML/Loans Mgmt., Debt Mgmt., PPM, BO/BW Hana, Consolidations & Budgeting w/SBP (BPC equivalent for Public Sector), Solution Manager 7.2

Hands on Project & OCM Management over a portfolio of projects and set up governance model over it

Finance and Treasury solutions architect for program and communication to CIO and controller was limited to me.

SAP License procurement and confirm the project scope for each project.

OCM: Managing the Business engagement which included all levels of management.

OCM: Defined roles and responsibilities for the executive sponsors, SME’s, and project team.

OCM: Defined the communication plan, meeting cadence and business resource plan.

OCM: Change Management Plan/Strategy, Communication plan, Process Change Plan that was aligned with training plan, etc.

Facilitated blueprint workshops for areas where two systems integrators could not agree on scope and drove team to collaborate and work together.

Set up the PMO, COE and delivered artifacts that would enable the team,

SAP S4/Hana for Public Sector which included Fiori Design, FI-CO/PA/TR/FM & Grants Management, FI-CA/EAM, CPM, MM, PM, SRM, HCM, TRM (Treasury and Risk Management) and Loan management Solution (CML aka: Loans Mgmt.), Funding Management, SBP (aka BPC for public sector).

SAP BW/BI/BO & Hana Studio for reporting

Led WRICEF object development teams

Data Migration activities included creative solution to migrate data out of 30-year-old fox pro system and business having 35% of their data was in excel.

ARIBA Bidding Solution

SAP HCM which included OM and Concur travel and expense.

Infrastructure migration on Amazon (AWS), Basis, portal to support SRM and Verizon connectivity

Oversight for the set up and delivery of Solution Manager 7.2

3rd Party Application: HFA functionality on ProLink SaaS application

Cut Over Plan

Hypercare strategy, facilitate process and in parallel onboard AMS teams

Project Delivered!

QATAR PETROLEUM - Manf Env., Doha, Qatar October 2015 – August 2016

SAP Program Manager – S4-HANA 1511 & IS Oil

Scope:

oPlan to Produce.

oPlan to Inventory and Engineer to order. Manf Env.

oDemand planning (APO)

oRecord-to-Report

oProcure-to-Pay.

oQuote-to-Cash

oHire-to-Retire-HCM On premise. w/Concur Travel and expense functionality

oAcquire-to-Retire (EAM)

oPLM

oIS Oil Vertical

oFuel Settlement Mgmt. downstream Retail fuel Commissions, Royalties, Fixed Payouts & Charges

oEWM

oHCM PA processes and time and attendance for the plants

oKronos to support contractor and internal FTE’s

oSecurity GRC

oBI/BO solution with BW staging

Manage the global transformation program including software implementation processes and people.

Project takeover of a failed program, 6 concurrent projects: After 5 failed attempts by 4 program managers, my role and objective for this engagement was to take over a troubled program ridden with schedule delays and budget over runs.

The 5 failed go live attempts for this government agency was compounded by a complex and demanding customer (matrix organization).

First, we executed an end-to-end performance audit which included team interviews, system assessment findings/recommendation, resource plan cost to complete forecast and Microsoft project plan.

Resource planning, 3rd party software, infrastructure estimating

Resource planning, 3rd party software, infrastructure estimating

After 11 months the project was in paralysis caused by conflict, disorganization, no methodology applied and management issues from both the business & systems integrator. Furthermore, there were no usable documents and the solution processes as built failed.

Presented my findings to the board and steering committee the root cause for delays, lessons learned and remediation plan. Board approved which left me with driving the team to re-write incomplete blueprint artifacts, re-configure / re-developed the system, and changed 50% staff due to not having the requisite skills. Re-facilitated an agile blueprint (ASAP 8.2 method) and fast tracked this project/program including new and existing SAP & non-SAP systems.

Re-Wrote MPP and reset the project scope.

Re-defined roles and responsibilities for the executive sponsors, SME, and project team. Defined the communication and meeting cadence plan.

Facilitated process workshops for complex area where there was conflict and drove the team to complete the other business areas,

Manufacturing blueprint was incomplete and facilitated workshop to finalize the requirements and solution design.

Set up the PMO, COE and delivered artifacts that would enable the team, support execution of deliverables and audit (quality checkpoint deliverables)

PLM - Recipe Management

OCM: Defined Change Management Strategy and approach, Introduced Templates for communications, training and UAT Testing.

Settlement Management for Oil and Gas downstream Retail fuel Commissions, Royalties, Fixed Payouts & Charges

OCM: Leadership alignment on what change management mean.

SAP Migration from ECC 6.0 to S4-HANA 1511. Modules included IS Oil/FI/CO/PA/EAM/PS/SD/ SCM (Supply Chain), EWM, YM (Distribution), SRM, PCR, MAM, and BPC

SAP BI/ Hana activating all standard objects and developing custom to support reporting.

Complex data conversion / migration activities with over 20 non-SAP systems to one SAP single source system.

Success Factors Employee Central: EREC/ESS-MSS/LSO/PA/CM/Concur. Also includes time keeping.

HEC migration was underestimated and not started. Infrastructure budgets had to be reset and I facilitated and consulted on the future state architecture which included portal.

Upgraded to Solution Manager 7.2 and implemented additional functionality e.g., Configuration and testing managed through Solution Manager 7.2

Cut Over Plan development and led execution

Project delivered Initial phases and program was set up (Handover to new PMO)

Project Delivered!

Pharma: Actavis-Allergan-Forest-WC - New Jersey/Calif/Ireland September 2014 – October 2015

SAP Program Manager

Scope

oPlan to Produce.

oPlan to Inventory (S&OP)

oEngineer to order – Manf. Env.

oDemand Planning, pricing, scheduling, and product shipping.

oEWM, Barcode solution

oKronos time and attendance

oRecord-to-Report

oProcure-to-Pay.

oQuote-to-Cash (processing rebate functionality)

oHire-to-Retire.

oAcquire-to-Retire (EAM)

oApplied Activate Methodology and lead all the scrum activities.

Resource planning, 3rd party software, infrastructure estimating

Manage the global transformation program including software implementation processes and people.

Mission was to manage the M & A & Divesture companies onto one single ERP Instance:

oThis was a recovery project to finalize Realize Phase (SIT Testing) through Go Live.

oThe objectives for this engagement were to finalize the management over incorporating four organizations onto one single ERP instance.

oThis included resetting the PMO over the SAP program; facilitate the final build and testing cycles, cutover (facilitate all final data migration activities and more)

oFacilitate the global operational change management plan and execution. This included oversight with Boston Consulting Group and multiple Big 4 SAP Systems Integrator.

Modules: FI/CO/SD/MM/PP/TRM/QM/SCM/EWM/Vertex/Success Factors/BPC Consolidations, GRC, HCM/Concur

HCM/OM/BO/BI: Headcount reporting /HR-Employee Central, Global Payroll across EU (UK/DE/Ireland) & Americas. Address G & A cost issues.

SAP time keeping

Reporting (BO-Hana)

PLM, ECM focus was to track and control all the changes with reference to Material master, BOM, Work Center & routing. Automatically changing all the master data.

Federally regulated environment

AWS Environment

Project / OCM Management of deliverables including resource planning and governance over OCM, Testing, Training, and Basis

OCM: Defined strategy, methodology, training, communication plan and deliverables.

Project Delivered

Wacom, Portland, Oregon November 2013 – September 2014

SAP Project/OCM Manager - Upgrade - SAP ECC 6 to S4 Hana 1409 BETA

Scope

oOrder-to-Cash

oCRM Rebates

oRecord-to-Report

oProcure-to-Pay.

oPlan to Produce. Manf. Env.

oEngineer to order. Manf. Env.

oDemand Planning (APO)

oForecast to Delivery.

oHire-to-Retire.

oAcquire-to-Retire (EAM)

oApplied Activate Methodology and lead all the scrum activities.

Project takeover of a failed SAP S4-Hana Finance BETA/FI/CO/SCM/SD/MM/PP/BW-BI/HCM/CRM/GRC/Basis Activities and more

Customer required RAD implementation and agreed to must have requirements only.

The objectives for this engagement were to take over a troubled project ridden with schedule delays.

Execute a project performance audit by reviewing documents, system analysis, interview the team.

Assessment resulted in re-definition of the MPP, resource plan, methodology, templates, and RACI.

Reported back findings to board for approval.

oWe found that there were no usable documents after 10 months of work due to dysfunctional project management from both the Information Technology & systems integrator teams.

Initiated a project re-start with SAP Product Engineering team (Germany) and fast tracked this global implementation from ECC 6.0 to S4-HANA-Beta / BW/BI/BO including new and existing third-party systems.

Rolled out to Asia which included Japan Headquarters and plants across China.

Data conversion and migration activities were complex and found several issues that we had to overcome.

Most challenging project ever with having SAP product engineer on & off site assisting with the migration.

Cut Over Plan and execution

Hands on Project / OCM Management of deliverables including resource planning and governance over OCM, Testing, Training, and Basis

OCM: Defined strategy, methodology, training, communication plan and deliverables.

Project Delivered!

PVH, Bridgewater, NJ. (Calvin Klein, Tommy Hilfiger, IZOD, Van Heusen, Michael

Contact this candidate