Glenda Holder Beck

Summary

•Executive level Implementation, Project Management and Operations professional with over 25 years of extensive technical, functional and management experience with several large and medium ERP systems. Such as SAP, PeopleSoft, Oracle, High Jump, Epicor, Dynamics and other ERP applications. Much of my experience has been gained as an independent consultant or contractor over the past 16 years. In these kinds of positions, I have worked as a Project Manager and Business analyst in various industries ranging from wealth management, healthcare, pharmaceutical/nutraceuticals, education, and executed several TSA’s along with services/distribution/manufacturing industries, private and public sectors. I have specialized in PeopleSoft implementations from version 3.0 through 9.2. I gather requirements and develop Workflow (AWE), customizations, Quality Assurance/Testing, support, configuration and project leader coordination, as well as project management. I have deployed, supported, designed, and managed product lines such as Financials (Procure to Pay, O2C, Q2C, GL, BI, AR), Supply Chain (Inventory/Order Management) and HCM (Payroll, Ben Admin, Core HR). My specialties have become PeopleSoft Purchasing, Strategic Sourcing, Procure to Pay, eSettlement best practices that include Workflow, and Security. As well as Payables, General Ledger, and Inventory implementations. I understand application engines, COBOL, SQL, SQR, portal, application designer, PeopleTools, BizTalk, eCommerce, eProcurement, People Code, and database server settings for optimization. By leveraging my strong functional and technical knowledge and excellent understanding of how to design and deploy successful solutions to business owners. From an Operations perspective, I have performed efficiency studies, define improvement strategies, and deployed them successfully. These strategies include vendor and sourcing improvements, production line improvements, back office solutions, business process improvements, and systematic changes to achieve major efficiency goals. I’m looking for a place to leverage my experience effectively specifically around strategic improvements related to system and technology options, governance, and strategies that can be reusable and generate savings and improved satisfaction with the customer base.

Skills

Software Application Experiences:

•PeopleSoft (see details below)

•Oracle

•High Jump

•Lawson Financials

•Radio Beacon

•Ecometry (middle market ERP)

•Red Werks

•Mercury

•Win Runner

•Rational Rose

•BizTalk

•E4SE (middle market ERP)

•Clientele (middle market ERP)

•Epicor (middle market ERP)

•SQL Developer 2.1.1

•STEP/STIBO Product Master Data Management

PeopleSoft Technologies:

•PeopleSoft versions 3x/5x/7x/8x/9x

•PeopleSoft Financials (Purchasing, eCommerce/eSettlement, Accounts Payable, General Ledger, Cash Management, Treasury, Accounts Receivable, Billing)

•PeopleSoft HRMS (Payroll, Benefits)

•PeopleSoft Supply Chain (Purchasing, Strategic Sourcing, Vendor Contracts, Inventory)

•PeopleSoft Workflow FAD/WRT

•Application Designer

•Data Mover Process Scheduler

•People Code Portal Security

•PS Query Crystal Reports

•Application Engine SQR

•Component Interface PS Portal

Databases:

•SQL Server

•Oracle

•DB2

•AS400

•NT

•Operating Windows (3.x, 95, 98/ME, NT, 2000, 2007, 2008, 2010, 2011, XP)

Systems:

•UNIX

Programming:

•People Code SQL

Professional Experience

Experis/Kyndryl – Contract Position for spin off of IBM – Senior Project Manager

7/2022 – current

•This project is another TSA spin off effort where I performed as a PM for a segment of the work called retire sunset and then moved in the data request/application closeout for 2 major pillars Order to Cash and Contract and Quotes. The project had a very aggressive timeline to move the Kyndryl subset of business out of IBM and into mostly SAP. This includes hosting, new software SAP, new contracts, retooling, and retraining users. We had over 1800 applications to convert into Kyndryl’s domain and umbrella in 18 months. There were no existing tracking tools or databases to store implementation progress or standards. So we developed this while we were working through the actual work as well. Ultimately we leveraged several SharePoint applications to compile, track and report as the PMO regarding all aspects of the TSA.

SMCI/Milestone – Contract Position Domtar Paper/Pulp – Senior Project Manager

12/2021 – 6/2022

•This project was a fast pace and short-term project for the sale of Canadian pulp mill, including fit/gap, testing, tactical cutover and TSA. My roles in this project was overall Project Manager to move all applications to SAP. It required coordination with internal, external, and consulting resources. I was required to maintain budgets, forecast, and approve timesheets allocated to the project. I developed project plans, provided various level status reports and cutover plans. There were financial, product management, and distribution center management scope and transition plans defined.

Ettain Group – Contract Position Kontoor Brands – Senior Project Manager

10/2019 – 12/2021

•In this position I was asked to provide Project Management for 6 International project segments in a large-scale company separation i.e. VF Corp separation to Kontoor Brands. These were related to Finance integrations like Bloomberg, Vertex, eCommerce, Concur for expense tracking and AMT for lease management and payments and Blackline for bank reconciliation. SAP was the overall suite of applications that the core business was going to. In some case’s this was a new effort for a region or a globalization of the region to a standard procedure. We worked through design/configuration sessions for wave 1 with a plan of wave 2 and 3 coming in late 2020 and through 2021. I provided detail project plans, dashboards for weekly executive review, managed the raid log and several third-party partners for this implementation.

APEX – Contract Position Delhaize America

4/2019 – 9/2019

Senior Business Analyst and Project Manager

•I was asked to come back to Delhaize America to provide business analysis, functional and technical requirements for the Product Master Data Management. They elected to use STIBO/STEP as a Product Lifecycle Management and Product Master Data Management tool. Specifically, my role was working with Private Brands and providing integration for supplier on boarding and portals so the supplier can go in to the system to provide confirmation of food element claims/callouts, FDA and regulatory requirements. We executed data model workshops to expand the data elements to include national brand equivalent products, variations for flavor, packaging, and label requirements. I produced a full data dictionary with details specific to these requirements and the fit gap analysis to define the data model extensions.

New Resource Consulting – Managed Services Division - Oracle/PeopleSoft

5/2018 – 04/2019

Senior Business Analyst – Project Delivery Manager

•I currently work as a senior business analyst with the managed services division located in Winston Salem, NC. I have several healthcare clients in Winston and Wisconsin as well as manufacturing and packaging clients. I provide support and maintain for supply chain, procurement and financials. Included in the procure to pay were optimizing payment processing and bank recon with real time payments, and ACH. I work from defined service level agreements for standard incident resolution as well as provide estimates for small to large projects and upgrade readiness studies. This can include gathering requirements, writing functional, design and technical specifications. It also includes developing unit and integration test cases and working with the users to test and deploy user acceptance testing.

Ettain Group - Delhaize America

8/15/2016 – 04/2018

Project Management

•I was brought on board to help with merger tasks related to Ahold and Delhaize America merger. My role changed frequently between several projects. Primarily I worked with various stakeholders in the Finance areas to determine implications and testing requirements for projects in their respective areas. This assessment typically includes data analysis, requirements gathering, and proposing several options for the end users and executive management to choose from. Included in one the efforts were to collaboration with the Point of sale, tax, and Retail and Finance areas to improve efficiencies with real time payments and bank reconciliation. In a different project we were tasked with consolidating the general ledger for one division of the company with a parent company. We are in the process of unwinding all the aspects of this requirement. Including the potential ripple effect for Accounts Payable, Accounts Receivable, Financial Reporting, Store sales accounting, and retail (cashier) changes. There are several additional projects that are at various stages of work that will continue to need collaboration and processes definitions.

Summit Technologies - Emtec, Inc. 06/01/2015 –04/30/2016

Senior Project Delivery Manager – Managed Service Division - Oracle/PeopleSoft

•My role with Summit as a Senior Delivery Manager provided me with several accounts for southeastern clients in retail, banking and healthcare. My primary focus was to provide day to day and project based support and to coordinate resources and assure customer satisfaction as it relates to the managed services agreement with the clients. My role required continued communication with the client at user and executive level and coordinating Summit resources according to projects, tasks, and new issues to deployment and support post go live efforts as needed. This also included managing estimates, time reports, billable hours, contracts to assure that we were meeting SLA's and budgets/resource utilization.

Hanes Brand International – APEX – Winston Salem, NC 10/01/2014 – 06/01/2015

Global Transaction Services Business Analyst

•In this contract position my focus was to gather/create best practices for setting up a global transaction services entity to support primarily Central America and the Caribbean. This included Accounts Payable, Travel and Entertainment, Asset Management and Accounts Receivable. The activities included interviewing process owners, evaluating international implications to the process, and documenting the process through flow diagrams, training material and desk top reference materials to be used going forward. I also provided guidance for testing, training and deployment strategies for the SWAT team. This team was assembled to focus specifically on the challenges faced while trying to develop a corporate strategy for resources in local regions while moving these functions to North Carolina.

ACN - Concord, NC

4/2012 – 08/30/2014

Senior Financial PeopleSoft Systems Project Manager

•ACN is a multi-tier marketing telecommunications company where I have been the primary Systems Analyst, Business Analyst, Production Support, Security and Workflow Administrator and Project Manager for over a year. My responsibilities include new access requests, training users (requestors/approvers), Chart of account maintenance, User support, new business unit and geographic regions being brought on board, Bank and other sub-system interfaces, Procure to Pay and Financial Expert, and a new Inventory implementation for a Wellness product line. Additional responsibilities consisted of reporting weekly status to my Director, manage an external consulting augmentation partners resources and contract spend. I also cross trained A C N internal staff on how to assist me in supporting security, permission lists, roles, and workflow. In preparation for an upgrade/re-implementation I created business requirements, technical requirements, test plan, test case templates as well as a project plan. I was the primary developer, project manager, and business analyst on an Inventory implementation that will be re-used for the next regional implementation.

Center for Creative Leadership

4/2010 – 4/2012

Senior Financial Systems Administrator – Project Manager

•In this position I performed daily support and maintain functions related to the Epicor and E4SE ERP systems. This also included ERP related projects like implementations of Avalara the sales and use tax software. As well as Adjunct Portal integration, Time and Expenses, and data integrity projects related to vendors and customers. Though most of my ERP experience had been with Oracle and PeopleSoft this project allowed me to learn a new application called Epicor/E4SE. This is a nice middle market application that has some integration challenges but overall is a fine product for back office related items. The center is an outstanding provider of leadership training and concepts and through this position I have been able to development my management and leadership skills even more. My primary focus has been in the Finance areas and working directly with the Director of Global Finance and the CFO on MWBE and GSA initiatives as well as implementing new eCommerce tools to streamline the order taking process and improve our online applications with the consumers.

TIAA-CREF 10/2009 – 4/2010

Senior Analyst PeopleSoft HRMS - Test Coordinator

•This was an HRMS implementation where I filled the roles of Sr Business Analyst, Systems Analyst and some Project Management. My focus was specifically around Interfaces and Integrations to various third-party systems. I also conducted a project overview, security review, and functional/technical documentation review. These efforts included coordination of internal and external resources to assure efficient movement of data from source to destination locations. This included some process improvement efforts, and automation when applicable.

City of Raleigh 8/2008 – 5/2009

Senior Business Analyst/PeopleSoft Workflow Developer

•Implementation of the entire suite of ERP applications in version 9.0. My focus for this project is all aspects of PeopleSoft Workflow AWE and performing Senior Business Analyst activities. Originally it was for a 6- week assessment, but it was extended. The initial phase includes GL, AP, PO, EX, KK, IN, and AM. The next phase includes all HCM applications, then Projects, AR, BI, and Grants. The initial phases I performed more as a Senior BA role in trying to suggest best practices and process improvements.

Vitacost.com 7/2007 – 8/2008

Project Manager/Operations Business Analyst

•Provided project management to close one distribution center, open a new one on the west coast, and optimize/expand the existing distribution center in NC. Though this position was defined as IT project manager it evolved into Operations and IT strategist as well.

•Vitacost.com was a relatively new yet quite successful company. This company is growing faster than it can keep up so certain internal strategies were defined for how IT could service the Operations associates more successfully. I also deployed and evaluated various logistic and software options that could help speed up throughput and optimize the efficiency efforts in picking, receiving, and packaging. During the opening of the new facility I performed project management functions with integration partners, contractors, vendors, and construction resources. This deployment spanned IT, Operations, Materials Management, and Logistics. Once the new distribution center was opened I transitioned into the Senior Operations Support Analyst permanently. This role ranges from day to day support, strategic initiatives, process improvements, and Quality Assurance/Testing prior to deployments. To understand and prioritize the improvements I came up with performed activity based costing studies and created a traceability matrix. This allowed me to present the business requirement solution options and the return on investment based on each of the variations. It also assisted with the other steps involved in getting the solution deployed such as justifications, requirements, development, test cases, and ultimately integration plans.

•Created all the migration strategies, testing approaches, and deployment checklists that are currently used. Originally there were very little Change Management procedures, now I have coordinated deployment steps, approved down times, migration strategies for regression and new development testing and training materials for those new functions.

Hewitt Associates 2/2006 – 7/2007

PeopleSoft Consultant - Test Coordinator

•Client Test Coordinator for Human Resources Outsourcing Company - specifically for the Wachovia client - This was a three-month contract position that turned into a full time permanent position. I performed client test coordination between developers, and testers both on-shore and off-shore. This included creating test cases, preparing test data, assuring that all migration steps were executed properly. In some cases, I would execute tests, in others I would coordinate the off-shore resources and then report back through various metrics the results so that the client could make an informed decision about what was slated to be deployed. I also facilitated business requirements and technical requirements discussions and reviews. The position allowed me to define testing strategies for my client (Wachovia Banking) mainly for the Human Resources, Benefits, and Payroll PeopleSoft systems. Hewitt was Wachovia’s outsourcing partner for testing, upgrades, and modifications. I coordinated a development team and testing teams through offshore resources. I worked with in-house and client project management as well as executive initiatives internal to Hewitt to improve our client relations. Included in that effort were various matrixes which quantified and proved ROI, tangible and intangible efficiency improvements.

Synovus Financials 07/2005 - 02/2006

PeopleSoft Consultant

•PeopleSoft Accounts Payable - Voucher Approval Workflow/AWE - and Business Re-engineering efforts - This project was intended to be a six-week assessment and deployment of Voucher Approval Workflow. However, after the initial assessment it was determined that more due diligence would be required to drive out certain business drivers like cost centers, dollar limits, etc. While this effort was going on there were additional strategies and questions raised that eventually helped in aligning the IT technical resources better with the Accounting department. Deliverables like a standard request form for security, concise and reusable roles, and permission lists, row level security and finally single sign-on through LDAP.

•We also evaluated and researched the possibilities of having more scheduled check runs and batch scheduled processes. There were interests in leveraging various payment methods and multiple banks per business unit, vendor, etc. I mentored the acting project manager in standard rules of engagement, project plans, status meetings, facilitation skills, motivating skills, documentation, and general practices related to coordination. I worked with the developers on various interfaces from imaging systems, to third party expense applications. Throughout this project I worked directly with the business owner and worked back into the IT group for resources, actions, and support.

Scottish Re 01/2005 -06/2005

Sr. System Analyst

•PeopleSoft Financials GL and AP 8.4 to 8.8 Upgrade

•At this client I performed as a Senior Functional and Technical Consultant for General Ledger and Payables product with minimal modifications and improper configuration. Most of my activities surrounded establishing standard project methodologies to be used in the 8.4 to 8.8 upgrade. My time was also spent doing production support and developing interfaces through Biz talk, workflow, and security strategies to be included in the deployment. I also mentored the DBA to assist in understanding server settings, optimizations, and configuration best practices based on the business requirements. I conducted solution design workshops to define requirements for workflow, and educate the users on how to implement various options.

•Managed the coordination of testing efforts and started a Steering Committee concept to help prioritize, and empower the users in IT solutions. During the testing phases of the project we performed unit, system, and user acceptance testing. Most of these tests were managed through Mercury (a testing application that can gather statistics, replicated scenarios automatically or online). This client had not applied any patches since go live two years ago so I had lots of production support issues that were hard to troubleshoot and required digging deeply into configuration options and application specific processes like application engines to resolve the root cause. I performed as the overall project manager for the upgrade which included creating/maintaining the project plan, Go no Go strategies and communications, and Go live checklists to properly execute the conversion and upgrade.

Quintiles, Inc. 04/2004 - 10/2004

Sr. Implementation Consultant

•PeopleSoft Financials, AP, PO, Workflow, Training, Visionary Sessions 7.5 - 8.4 Implementation

•Senior Functional/Technical Procure to Pay lead for major pharmaceuticals company. Arrived at client in last few weeks of user acceptance testing and began creating training curriculum for Procure to Pay and defining troubleshooting strategies for post go live. The team did not know how to coordinate large groups of user’s acceptance testing so I helped create test scenarios, identify the hand-offs both systematically and manually so that we could replicated the workload for a day. Executed training for all buyers, and accounting clerks, including workflow for requisitions. Worked closely with the users post go live on strategies for getting to best practices by configuration changes within PeopleSoft, conducted visionary sessions, cause and effect based configuration sessions to explain the how strategic sourcing approaches could impact and be configured in the software settings and how business flows could be improved. Provided training classes to the IT staff on how to support procure to pay areas, especially around workflow troubleshooting. Served as technical and functional lead and assisted junior business and system analysts with troubleshooting numerous complex day to day problems.

CSC - Children’s Hospital of Los Angeles

02/2004 - 04/2004

Sr. Consultant

•PeopleSoft eProcurement evaluation, reports to link Projects/Budgets/GL

•Senior PeopleSoft expert utilized for post go live eProcurement readiness evaluation. Researched primary areas related to deploying ePro for the hospital accessing whether the client was ready to take on this kind of project. I created strategy documents to assist in getting ready to deploy eProcurement. This included communication and technology options to primary vendors, data clean up strategies, and pros/cons assessment of return on investment for going to ePro. Conducted design sessions around a few reports that were needed to determine spending on various projects through specific budgets and how they were hitting the general ledger. Created the functional and technical design documents to support the designed solution and tested the process prior to deployment to the users.

CSC - Educational Testing Services 12/2001 - 02/2004

Sr. Implementation and Support Consultant

•PeopleSoft Financials Support and upgrade of BI, AR, OM, IN, AP, PO, GL, Workflow (Vouchers, Requisitions, and Purchase Orders) and Portal Security

•Supported and prepared the users for 7.5 to 8.4 upgrade / re-implementation. Due to the user dissatisfaction with the original deployment they decided to do a re-implementation. Prior to the design sessions starting I support the 7.5 environment and created a relationship with the users for about 8 months. In July of 2002 we began the solution design labs for the new deployment. I was the team lead for the Procure to Pay area, the liaison to the Inventory and materials management areas, and the conversion lead for all converted data. I executed the solution design labs for the procurement and payables area, documented all configuration options, and produced all mapping information for the conversion of items, billing, receivables, vendors, and security. This included taking advantage of delivered process improvements related to strategic sourcing and helped define solutions for open payables, and purchase orders, workflow for voucher and requisition approvals, and replenishment approaches for inventory. I assisted in the development of the conversion scripts, documented functional and technical approaches to the solutions we developed, and assisted in workflow development. I worked with the stakeholders on identifying their core business needs and creating test scenarios for those. I defined testing strategies for delivered and modified functions as well as tests to validate data elements from the conversion process. Once solutions were complete I created training materials, executed training and coordinated testing with all the users. I also performed various functions throughout the go live weekend and stayed on site for about 6 months doing post go live support and training my replacements.

CSC - Ohio Health 9/2000 -10/2001

Sr. Implementation and Support Consultant

•PeopleSoft Financials and Supply Chain Implementation of version 7.5 -IN, AP, PO, GL

•This was a new implementation of 7.5 where I performed the procure to pay and materials management consultant role. I was the acting project manager for the whole deployment and the lead for purchasing, payables, and inventory. I had six system analysts and developers to facilitate this deployment. About 6 weeks before going live I went on maternity leave and shortly after going live was brought back in to help with broken replenishment processes and Inventory to Purchasing interfaces. I worked out the bugs and trained my replacement support resources and moved on to the next client.

CSC - Health First 4/1999 - 9/2000

PeopleSoft Financials Post Go Live Support IN, AP, PO- Sr. Implementation and Support Consultant

•Shortly after this client go live of version 7.5 they ran into problems with their automated purchasing processes and replenishment from the warehouse. I was brought in to assist with their EDI, batch processing and match exception issues. I researched issues, resolved internally or define patches that needed to be applied. I executed the patch updates, testing, re-training and deployment of new functionality. I also assisted in training the warehouse workers on best practices around improved efficiencies, and return to vendor processing. My final weeks were spent developing a corporate suite of queries with prompts to increase versatility for all users.

CSC - Enterprise Rent-A-Car 11/1998 - 04/1999

PeopleSoft Financials Support and upgrade of BI, AR, OM, IN, AP, PO, GL - Sr. Implementation and Support Consultant

•This client became one of the largest scale projects of my career. It was my first global project, which included issues around exchange rates and multi-currency. It was also the first time a client truly wanted to understand the business justification and return on investment expected from deploying new software technology.

•Prior to beginning the software project, we performed full activity based costing analysis (ABC) to support various process re-engineering and improvement agendas. We developed extensive role based process profiles and flows to determine actual cost savings. This provided the baseline to measure the success or failure of the project in a tangible approach. Though I did not get the opportunity to stay for the full duration of the project I later heard that the post go-live comparisons were relatively close to the estimated savings identified in the evaluation period of the project. At the beginning of the solution design sessions my consulting firm (CSC) was removed from the client and PWC continued the rest of the implementation. This was largely due to dueling methodologies within the program direction level.

CSC - Children’s Hospital of Birmingham 7/1998 - 11/1998

PeopleSoft Financials Support and upgrade of IN, AP, PO- Sr. Implementation and Support Consultant

•This was my first client as a consultant of CSC. Shortly after going live I was brought in to replace the procurement resource since he was moving on to another client site abroad.

•My role initially was to assist with post go live support of the purchasing module. My role soon became project leader, liaison to the executive level Steering Committee, and team leader of the technical resources. When I arrived, it was obvious the conversion of data had not gone well, so I began researching and developing clean up strategies so that the system could operate more efficiently. Most of the batch processing and interfaces from Inventory to Purchasing and Payables were broken, so I began digging into the replenishment, EDI and batch purchasing functions to straighten out the root cause rather than just dealing with the symptoms. Prior to leaving this client I trained the new IT manager on various strategies for success around managing the technical resources which included 2 DBA’s and 4 developers. We drew up the preliminary service level agreement and established guidelines to manage the user’s expectations and concerns.

Walker and Associates, Inc. 07/1991 - 07/1998

IT Manager- PeopleSoft Applications, Security, Database Administration, Business Analyst, and Developers (12/1996 – 07/1998)

•During my time at Walker and Associates, Inc. I performed many different roles. Those are broken down by role/title

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