MICHAEL M DESTEFANO

Contact Information

Phone – 713-***-****

Email – ad4rmd@r.postjobfree.com

Address

**** ******* ******

Bellaire, Texas 77401

Education

MBA, Business, Texas Tech University

BBA, Finance, The University of Texas

CPA, State of Texas

Languages

English - Fluent

French - Basic

Profile

Mr. DeStefano has extensive leadership experience in project management for consulting clients in the area of accounting system implementations and business transformation. He has participated in and led projects through the full life cycle of Financial and Supply Chain application implementations--particularly in the SAP S/4 arena. He is proactive, results-oriented, analytical, persistent, aggressive, and a good team player.

Key skills

SAP S/4, Financial Business Process design, Data Migration, Project Management, Business Transformation, SAP Configuration, Data Cleansing, Business Process Re-engineering

Work experience

Senior Managing Consultant

International Business Machines, United States Aug 2007 – March 2024

Mr. DeStefano provided project management and SAP S4/business process subject-matter expertise for domestic, international, and global business transformation projects involving finance and logistics/supply-chain re-engineering. Key Clients include PepsiCo, Kennametal, Bio-Rad, Paccar, Shell, and INEOS. Participated in over 8 End-to-End SAP Go-Lives and managed several teams with over 20+ members. Worked on multiple international engagements. Industry focus of Energy, Consumer Products, and manufacturing.

Consulting Manager

Capgemini, United States Nov 2004 - Aug 2007

Mr. DeStefano provided project management and SAP S4/business process subject-matter expertise for domestic, international, and global business transformation projects involving finance and logistics/supply-chain re-engineering. Key Clients included HF Sinclair, CSI Leasing, Nabi. Most of my time during this role was focused on moving HF Sinclair (Holly Refining at the time) through their initial SAP implementation. I was in multiple roles as the initial RTR lead, the testing lead, and finally the Cut-over lead.

Managing Consultant

Independent Contractor, United States Aug 2002 - Oct 2004

Mr. DeStefano provided project management and SAP S4/business process subject-matter expertise for domestic, international, and global business transformation projects involving finance and logistics/supply-chain re-engineering. Key Clients Included Exxon Mobil, Degussa Chemical, and Baker Oil Tools. My roles during these projects were as testing lead and CO support/configuration lead. I also developed several of the functional specifications for the Financial Interfaces.

Accounting Associate

Moore & Kane, CPAs, United States May 2003 - Aug 2003

Mr. DeStefano worked as an accounting associate for a small local CPA firm. His responsibilities included procuring new clients, performing tax and bookkeeping services, and managing the practice. This overlapped in timing with the independent contractor entry above.

Consulting Account Manager

Intellicorp, United States Apr 2001 - Aug 2002

Mr DeStefano was responsible for managing large consulting accounts in the financial accounting space. His responsibilities included maintaining and enhancing customer satisfaction, managing staffing, developing engagement design, performing engagement planning, and increasing revenue through the stimulation of account growth. My Key client was Compaq/HP. This role was a sales process focus where I oversaw increasing the consulting footprint at various clients. I was also responsible for delivery excellence.

Consulting Senior Manager

Arthur Young/Ernst & Young/Capgemini, United States Nov 1988 - Apr 2001

Mr. DeStefano provided project management and SAP S4/business process subject-matter expertise for domestic, international, and global business transformation projects involving finance and logistics/supply-chain re-engineering. Key Clients included Farmers Insurance, Compaq (HP), Schlumberger, and ExxonMobil. Participated in 4 end-to-end SAP go-lives. Initial projects involved data modeling, process modeling, and building applications as an analyst and developer.

Assignment history

Data Lead

US Army, United States July 2023 – December 2023

US Army engaged IBM to prototype a solution to convert their multiple ECC systems into S/4 while continuing to maintain business activity on existing ECC systems until all of them went live on S/4. They also required that both ECC and S/4 stay in sync until all systems had transitioned to the new S/4 system.

Using an agile approach, we engaged a high-performance team to develop a prototype that addressed the requirements that US Army had requested.

Data Lead

Lear Corporation, United States Mar 2023 – June 2023

Project name: Project Velocity

Lear engaged IBM as the system integrator for its implementation of SAP ECC. My role as the overall Data lead has focused on performing the loads for the initial System Integration Testing cycle. At Lear we are using IBM’s conversion acceleration set of tools known as EHub. We used LSMW as our loading tool.

I replaced the existing Data lead right before the start of the SIT Loads. My role was to take the existing client and IBM teams and execute the transformation, loading, and validation of the 28 objects revolving around Customer and Vendor Business Partner. The team completed the SIT loads and exceeded our target load success percentage. All of the load percentages exceeded a 95% load success rate.

Manual Master Data Team Lead

Pepsico/Frito-Lay Sep 2021 - Feb 2023

Project name: Pepsico/FLNA Global Template

Pepsico engaged IBM as the system integrator for its implementation of MDG and S/4 HANA. My role as the Manual Master Data lead has focused on the responsibilities of building the Manual Master Data Team (20 consultants), scheduling the work, working with key stakeholders to make sure that requirements are met, coordinating the offshore development team activities, and managing the plan through the end of the project. At Pepsico/FLNA we are supporting the Client's Sprinting and Integration testing activities to supplement the conversion team activities. The functional team sprint schedule is ahead of the conversion mock schedule and the teams need higher volumes of data than the functional teams can provide themselves. Using conversion acceleration tools such as LSMW, LTMC, and WinShuttle, we have been able to provide outstanding support to the teams and help them facilitate their testing activities. Within this team we also have a set of resources that has been separately responsible for building and loading the BOM's, Master Recipes, and Production versions required to test the manufacturing process. When we started, the design was not complete. Our team was able to work with the business teams and value streams to establish a design for these production planning objects and then load the data to support their testing activities. Most recently I have transitioned over to the Wave Cutover team where my responsibilities now include planning and executing Mock load activities for the Wave Rollouts which are scheduled for May 2023.

Contribution: My role has been to provide my expertise in building data conversion teams and to provide thought leadership in the areas of leveraging offshore models, leveraging conversion tools, and supporting integration testing teams.

Data Lead

Project 360 S/4 Implementation, United States Jul 2020 - Aug 2021

Project name: Project 360 S/4 Implementation

INEOS engaged IBM as the system integrator for its implementation of S/4 HANA. My role as the overall Data lead has focused on the responsibilities of building the data conversion team, scheduling the work, working with key stakeholders to make sure that requirements are met, coordinating the offshore development team activities, and managing the plan through the end of the project. At INEOS we are using IBM’s conversion acceleration set of tools known as EHub. During the pre-flight phase we performed the profiling and data cleansing for the primary master data such as customer, vendor, and material master and used EHub to load approximately 40 master data and transactional objects into S/4 as part of our Mock 0. This has allowed us to shake out configuration and technical issues early in the process so that when the transformation project started a lot of the heavy lifting will have been completed.

The transformation project continued in summer of 2020. I picked up where i left off from the pre-flight project after the project resumed. My role as data lead is to plan and execute the 3 mock loads and the production loads to facilitate a smooth S/4 go-live in May 2021. The project went live in May of 2021 with no significant data defects. As a result, go-live went very smoothly and our client surveys were very good.

Contribution: My role was to build the team and leverage my expertise in using offshore models and acceleration tools to successfully load large volumes of data within the set schedule.

Data Lead

Mid-Sized Public Utility in Southern United States, United States Nov 2019 - Jul 2020

Project name: CLECO Cajun

CLECO had just completed an S/4 implementation for their operations earlier in 2019, but due to a large acquisition they wanted to add the acquired plants to the S/4 Footprint. I joined the project just prior to their first mock load. I led the team through the planning and execution of the 3 mock conversions and production load over an 8 month period to a very successful S/4 implementation. Our efforts were so effective that there were no conversion related production defects created during the hyper-care period.

Data Lead

INEOS, United States May 2019 - Nov 2019

Project name: Project 360 S/4 Transformation Pre-Flight Project

INEOS engaged IBM as the system integrator for its implementation of S/4 HANA. My role as the overall Data lead has focused on the responsibilities of building the data conversion team, scheduling the work, working with key stakeholders to make sure that requirements are met, coordinating the offshore development team activities, and managing the plan through the end of the project. At INEOS we are using IBM’s conversion acceleration set of tools known as EHub. During the pre-flight phase we performed the profiling and data cleansing for the primary master data such as customer, vendor, and material master and used EHub to load approximately 40 master data and transactional objects into S/4 as part of our Sprint 0. This has allowed us to shake out configuration and technical issues early in the process so that when the transformation project starts a lot of the heavy lifting will have been completed.

MDG Lead

PepsiCo, United States Jun 2018 - May 2019

Project name: Enterprise First Global Template Project

PepsiCo engaged IBM as the system integrator for its implementation of S/4 HANA. My role was the overall MDG lead and Agile Scrum Master. I was responsible for building the MDG team, scheduling the work, working with key stakeholders to make sure that requirements were met, coordinating the offshore development team activities, and managing the plan through the end of the project. I conducted the daily Stand-up meetings and worked with the team to plan the sprint cycles using Azure DevOps. I was also the integration test lead for the MDG team and was responsible for scheduling the test cycles, managing the testing, and coordinating the resolution off the defects.

Data Lead

PACCAR, United States Mar 2018 - Jun 2018

Project name: NAMS Project

PACCAR engaged IBM to perform an overall assessment for an S/4 transformation and MDG implementation. The overall program goals were to analyze PACCAR’s existing systems and, given their current landscape and business requirements, determine the optimum strategy for implementing S/4 and MDG. My role was to identify the key stakeholders, plan and conduct the discovery workshops, develop an overall assessment of their data conversion requirements, and make recommendations for implementing an enterprise wide data governance program.

MDG Team Lead

Abbott Laboratories, United States Sep 2017 - Nov 2017

Project name: MDG Blueprint

Abbott Labs engaged IBM as the system integrator for its global implementation of MDG. The overall program goals were to replace their existing master data governance system with SAP’s MDG 9.0 to govern the master data for customers, vendors, and materials. My role was to identify the key stakeholders, plan and conduct the validation workshops, and facilitate the development of the deliverables required as input to the realization phase. Once I completed my work, the offshore team was able to quickly begin configuring the system, developing the required WRICEF’s, conducting the mock load cycles, and preparing for the integration testing.

Data Architect

Kennametal, United States Jun 2017 - Sep 2017

Project name: Customer Master Redesign

Kennametal engaged IBM to perform an assessment of their customer master data and OTC processes as well as provide a roadmap for enhancing their current master data governance process, reducing the duplication of customer records, streamlining their sales organization structure, and standardizing their naming conventions, formatting, and addresses for the customer records. My role was to act as the data architect to plan and conduct the redesign workshops across their multiple lines of businesses and diverse geographies and provide a blueprint for the subsequent realization and deployment.

MDG Lead

Bio-Rad, United States Jun 2014 - May 2017

Project name: Mariposa

Bio-Rad has engaged IBM as the system integrator for its global implementation of SAP –now known as Mariposa. The overall program goals are to design and adopt harmonized business processes and build a system that will support Bio-Rad’s global operations for the next 10-15 years while positioning the company to achieve their revenue targets. Mariposa’s business case aims to enable Bio-Rad’s growth by accelerating revenue growth, increasing profitability and working capital, improving operational excellence, and standardizing business systems. Mariposa process scope covers Order-to-Cash, Purchase-to-Pay, Plan-to-Make, Record-to-Report, Master Data Management, PLM, Business Analytics, Logistics and Warehouse Management.

Mr. DeStefano has filled the role of MDG Lead. His primary role was working with the Bio-Rad Business and IT resources to design and implement business processes for customer and vendor master data governance. In addition, his role was to configure the system to facilitate the conversion of vendor, customer, and material data into the MDG landscape. Mr. DeStefano was also responsible for managing the design and testing of the Data Governance scenarios as well as managing the development, testing, and execution of all in-bound and out-bound interfaces. In addition, he was also the build manager for the MDM team with the responsibility of making sure that the all the configuration and transports were in place and the environments for each of the mock and testing cycles were properly built, connected and ready for the loading and testing activities.

MDM Lead

Keurig Green Mountain, United States Jan 2014 - May 2014

Project name: SAP Implementation

Keurig Green Mountain is a specialty coffee and coffeemaker company founded in 1981 and headquartered in Waterbury, Vermont. Mr. DeStefano was the MDM Lead with the overall responsibility of designing and implementing the Master Data processes as well as managing a large team to load the Customer, Vendor, and Material data into SAP for each of the mock cycles and supporting the MDM functions during the testing cycles.

Project Manager

IBM, United States Jun 2009 - Dec 2013

Project name: Blue Harmony

Blue Harmony is a major global initiative that will accelerate the pursuit of IBM becoming the Premier Globally Integrated Enterprise. This program was unanimously supported by all IBM Senior Executives, as the path forward to achieve process simplification and integration in a true enterprise manner by unifying all IBM business units, organizations and geographies on a single SAP platform. Becoming a Globally Integrated Enterprise is the top strategic goal for IBM.

The two primary objectives of Blue Harmony are to radically simplify IBM' s business processes, establishing commonality whenever possible, and to enable IBM' s transition to a Globally Integrated Enterprise. In the process, it is expected that we will retire a large percentage of the 5,000 plus applications supporting IBM today.

Blue Harmony is being run as a commercial engagement, utilizing Ascendant SAP and all normal client engagement procedures. An enhanced cost recovery model has been established to allow GBS SAP practice to meet the demands of providing over 200 SAP consultants to the project this year. The commercial model is further supported by a strong partnership with SAP.

Mr. DeStefano has filled the role of Local China Data Integration Project Manager. His primary role was Working with the local China Data Integration resources to make sure that the data requirements were properly identified and documented. He has been responsible for making sure that all of the data that is loaded into the new SAP system (Blue Harmony) has been properly validated by the business users. His responsibilities have also included planning the project, staffing and managing the resources, performing risk management, and managing the quality assurance of all the data loading.

In addition to the China Data Integration role, Mr. DeStefano has also served as test manager for multiple Data Migration cycles as well as the Test lead for the loading of all transaction data into the SIT environment for Rel 1.0.

Project Manager

Shell, United States Oct 2007 - Jun 2009

Project name: Shell GSAP Project

Mr. DeStefano is one of three data managers responsible for managing the data loading efforts for Shell’s US Lubes GSAP implementation. Mr. DeStefano is responsible for staffing the team, planning the trial conversions and cutover data loads and managing and monitoring the Quality Assurance effort. Mr. DeStefano also worked closely with the testing teams to make sure their data needs were met. Mr. DeStefano is also responsible for managing the GSAP project financials.

Project Manager

Medium Sized Integrated Energy Company, United States Feb 2006 - Aug 2007

Project name: SAP Implementation

Project Description: Mr. DeStefano was responsible for managing the blueprinting, testing, cutover, and post-production support efforts for this company’s initial SAP implementation. Mr. DeStefano was responsible for staffing and planning these phases as well as managing them to their completion.

Project Manager

Small Pharmaceuticals Manufacturer, United States Nov 2005 - Feb 2006

Project name: SAP Implementation

Project Description: Mr. DeStefano was responsible for planning and managing the testing and cutover efforts for this project. Mr. DeStefano was also responsible for managing the offshore resources in the development of all external interfaces. He was also in charge of managing the effort to identify, cleanse, and load the master and transactional data.

Project Manager

Equipment Leasing Company, United States Nov 2004 - Oct 2005

Project name: SAP Implementation

Project Description: Mr. DeStefano was responsible for managing the blueprinting effort for this medium sized company. His responsibilities included staffing the project, identifying, planning and conducting all workshops, configuring an initial prototype of the system, and training client personnel.

Project Manager

International Oil Field equipment manufacturer, United States Aug 2004 - Oct 2004

Project name: Payroll Implementation

Project Description: Mr. DeStefano was responsible for managing a successful rollout of the ADP payroll system for this international client. His role was to work with the vendor as well as the client to implement the HR and payroll modules under a very aggressive schedule. His responsibilities included project planning, project management, testing management, issue resolution, and cutover planning and execution. Mr. DeStefano was also responsible for ensuring that the project was in compliance with Sarbanes-Oxley

Management Reporting Manager

Large Integrated Energy Company, United States Aug 2003 - Jul 2004

Project name: SAP Support

Project Description: Mr. DeStefano was responsible for managing the direct support of the controlling functions for ExxonMobil’s Everest II SAP system. Modules included Profitability Analysis, Profit Center Accounting, Cost Center accounting, and Product Costing. His responsibilities included managing client work requests, establishing the scope of the requests, planning the work, identifying the correct resources, and facilitating the completion of the projects.

Project Manager

International Chemical Manufacturer, United States Sep 2002 - May 2003

Project name: SAP Implementation

Project Description: Mr. DeStefano was responsible for managing a 100 person group through the completion of 3 iterations of integration testing for an extensive SAP implementation on a very tight schedule. Modules included MM, PM, PS, PP, QM, SD, FI, CO, and EHS. His responsibilities’ included planning testing activities, establishing testing infrastructure, tracking testing activities, training users on the use of the testing tools, tracking and resolving issues, and conducting status meetings. Mr. DeStefano also worked with the client to manage the project plan in MS project, develop weekly and monthly status reports, and communicate progress to client project management.

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