Brad Rose

Professional Bio

Dynamic, innovative PMO Director/IT Program Manager with 20+ years of experience managing and directing complex, high-profile programs/projects. Excell in processes to driving technology initiatives for industry leaders. A stellar reputation for leadership through managing complex projects and providing metrics for reporting to the executive team. Identifies, analyzes, and recommends business systems solutions with broad business impact, detects project risks, and develops threat mitigation plans. Known by colleagues as an effective leader and collaborator who oversees and motivates diverse team members to ensure project milestones and deliverables are met. Results-oriented with a verifiable track record in strategic planning, project management, process improvement, organization, and cultivating productive relationships with leadership, clients, and stakeholders to achieve corporate goals and objectives.

Employment History

Webber Construction Inc Jan 2023 – Sept 2023

Senior IT Project Manager

Leader of all on-demand IT projects at one of Texas’s largest construction companies. Executed the full IT project lifecycle for operations to implement new IT applications. Worked through vendor contract negotiations including cost analysis, requirement analysis, IT security compliance, and vendor support level agreements for their product. Set up training for Webber operations on new applications and provided hyper-care support for Webber operations while new applications are in production.

Key Accomplishments: Public Water Works engineers used outdated data for their estimations and bidding packages for new projects. I lead the transformation of their Estimating and Bidding software to a cloud-based application, built a waterworks database (with current unit prices for materials and hourly rates for construction crews) which increased their time to respond to bids by 75%. In 4 months, the engineers bid on 3 major projects in Seguin, Pflugerville, and Austin Tx using the new application verses biding on 2 major projects a year. Successful implementation of the new application brings in potential for 40% growth in revenue.

Consultant @ Nutrien AG Solutions Inc Mar 2022 – Jan 2023

Project Management Office/Senior IT Project Manager

Spearhead and led the execution of a greenfield SAP S/4 Hanna implementation specifically for modules Order to Cash (O2C) and Schedule to Deliver (S2D) at a ~40billion leading fertilizer US company. Charged through a disciplined IT and SAP project management process to establish close collaboration with business functional partners, project members, technical writers, and systems integrator teams within the Nutrien Foundation Program.

Key Accomplishments: Directed multiple team resources (35) to create and execute an interlock process for O2C/S2D within the program. Created from the ground up matrixes to track modules in overall program, and manage the modules status reporting to C-suite executives. Directed and led a phased roll-out of SAP S/4 HANA Order to Cash (O2C) and Schedule to Deliver (S2D) spanning four regions, 700 locations, and >3,000+ employees.

Instigated a cultivating and fostering collaborative team environment by promoting an environment of continual improvement, promptly addressing/resolving conflict, and providing clear direction in ambiguous situations.

Leidos Consultant @ Entergy Inc May 2019 – Mar 2022

Project Management Office/Projects Lead

Led the process of setting up standards and approach for “Best in class” 75 million GridMod DataLake and GridMod DMSOMS projects. Established through PMO principles all related milestones, tasks, within a standard project methodology inclusive of testing strategy and approach. Built plans and approach for tracking the hardware costs, resource costs, and vendor costs via schedules in Primavera P6.

Key Accomplishments: Creating from the ground up the project schedules for GridMod DataLake and GridMod DMSOMS, inclusive of over 5K tasks all logically linked (with resource leveling tasks) to track and report critical path KPIs and report status to C-suite executives. Installed the “Rules of Credit” to comply with Fix-Bid contracts worth 350K; ultimately, saving the program 950K in contract cost at cut-over.

Concentric3 Consultant @ Sasol Chemicals (USA), LLC October 2015 – Jan 2019

Project Management Office/Program Officer/Testing Manager

Directed setting up standards and approach to get all IT related projects initially on MS Project Plans with related milestones, tasks, within a standard project methodology inclusive of testing strategy and approach. Afterwards all plans and approach for tracking Primavera P6; in which, was integrated into an overall 14 billion LCCP On Ramp construction and readiness plan for the new chemical plant in Lake Charles, LA.

Key Accomplishments: Coaching business project managers to improve estimates on IT tasks causing the schedules to be realistic and shrinking the actual cost of 7 projects saving 110K over a year period. Scheduling based on resource loading which had not been performed at Sasol allowed new insights into the LCCP On Ramp Program by establishing baselines for earned vs. burned analysis and used the data to help staff augment projects. Saved Sasol 15K in reduction of rates for developers.

Accepted the dual position as the Sasol IT Testing Manager. Immediately created Project Test plan and Strategy document that did not exist into existence. Wrote the test approach for the LCCP On Ramp program to explain how the system testing would move forward through unit, integration, regression, and UAT. The test consisted of various systems and integrations around: SAP (all modules), Advanced Planning Systems (e.g., Picaso), GE’s Meridiam, LIMS, and Enablon. Overall tested 1k test cases consisting of 13k test scripts which I wrote and managed through HP ALM in 6 months. Received a B+ on the testing internal audit in 2018.

Concentric 3 Consultant @ Lufthansa Systems Infrastructure Services, (LSIS) April 2008 – May 2012

Project Management Office- Director

LSIS had ten projects which were behind schedule, over budgeted (cost overrun), and was non-compliant by the agreed Service Level Agreement with their internal client. Concentric3 was brought in to develop a Project Management Office (PMO) to get all ten projects completed using a standard approach for defining, planning, and governing to completion.

Key Accomplishments: Established Project Management Office at client site which did not exist. Started with building credibility, establishing rapport, and maintain communication with stakeholders at multiple senior levels, including those external to the organization which enable LSIS to engage with the leading airline food distributor LSG Sky Chef in the US to work together. Authored the PMO engagement model to set up the responsibilities, deliverables, and communication with the LSG Sky Chef and LSIS North America project managers to adhere to the Lufthansa company strategy. Hired 10 Senior PMs to manage a portfolio of projects budgeted at 17 million. Successfully, delivered a company hardware refresh in 50 states at 300 airports while saving 1 million with LSIS having no credit line available.

Technical Skills

Web Based Reports: BW Reports, Power BI, and Monday.com

Languages: HTML, ASP and SQL

Databases: Oracle, SAP, Access

Microsoft Office suite: Word, Excel, Outlook, Project, Access and SharePoint

Process Tools: Provision and Visio

Project Management Tools: HP ALM, Primavera P6, Microsoft Project, JIRA, Smart Sheets

Training / Certifications

Master’s Certificate in Project Management, George Washington University, 2002

PMP certification (2009)

Education

Bachelor of Business Administration- MIS, minor in Accounting from Baylor University December 1997

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