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Manager Program

Alpharetta, GA
September 12, 2019

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Jonathan D. Lee, PMP

**** ***** ***** **.

Cumming, GA 30041



Experienced ERP and Portfolio Program/Project Manager, PMP, and senior Army Officer with more than 20 years experience as an Program/Project Manager, Strategic Change Management Specialist, Engagement Manager, Account Executive, and Business Owner with successful management of more than 25+ large corporate accounts ranging in revenue of $20M to $60B. Expert managing large Global ERP implementations and projects in the manufacturing, telecommunications, financial services industry and the public sector. Responsibilities include managing all aspects of technology deployment, strategic account management, managing all aspects of client relationship/communications, meeting and reporting on metrics according to Contract SLAs, vendor management, management of contracts, P&L management, contract negotiation, identifying new revenue opportunities, scope definition/management, risk/issue and resource management, establishment of project goals and objectives and success tracking, deliverables, timelines and all aspects of project management. Extensive knowledge in the development and application of Information Technology and ERP deployment methodologies. P&L responsibility has ranged from $150K to more than $40M.


Masters of Science in Computer Science, GPA 3.96 2003

University of Illinois

Bachelor of Science in Business Administration 1990

University of Arizona

Military Schooling 1997 - 2007

US Army Officer Basic and Advance Courses, CAS3, US Army War College, Ranger, Airborne and Air Assault


Six Sigma (Green Belt) 2007

Project Management Professional (PMP), Project Management Institute 2004

Total Quality Management (TQM) 1995


Past Customers/Employers: Kodak, The Weather Channel, Microsoft, Atlanta Gas & Light, Zep, General Motors, General Dynamics, Blue Cross Blue Shield of Rhode Island, DataPath, Grizzard Communications, Clinical Data, Merck, Getronics (WANG), IBM, Exxon, BP, Thorpe Industrial Plant Serivces, Pavement Recycling Services, Nth Degree, Kennedy Space Center, State of Illinois, Boeing, InnoVida, Cubed Technologies, ePartner Solutions, Honeywell, Homeland Security, Secret Service, Southern Company, Amway, Kodak and the DoD

18 years experience managing global implementations/Upgrades of Microsoft Dynamics AX (3.0, 4.0, 2009, 2012R2/R3 and D365); Total of 5 implementations of D365 (AX & CRM)

Successfully implemented 3 full life cycle implementation of SAP and 3 of PeopleSoft sucessfully with budgets in excess of $10M

15 years experience in PMO/Portfolio and Governance Project Management

Specializes in implementing Microsoft Dynamics AX for Pharmcetical, Manufacturing, Point-of-Sale, Financials, Professional Services, DoD Contractors, Wholesale, Industrial, MTO, ETO and mutiple other industries

Owned Company that specialized in implementing the Microsoft Dynamics Suite of Products focused on Microsoft Dynamics AX and CRM

10 years US Government Program Management Experience as a DoD Program Manager and Government Project Manager

Project Manager with Healthcare experience and implementation of incident management, Enterprise Project Management Systems (Planview and Project Server)

PMP Certified – specializing in all areas of IT Project Management and Global ERP implementation.

12 years experience building PMOs, training PMs and developing and integration PMO processes.

Experienced in SLDC, ITIL, Six Sigma and TQM


Imerys, Inc. June 2017 to Present

ERP Program Manager/Global Implementation Manager – Contract Position

Managed all facets of the ERP upgrade from Microsoft Dynamics 2009 to Microsoft Dynamics D365 with a budget of $2.5M with a team of 30 functional, business and technical team members. Project was complete on time and budget

Lead the ERP strategy, planning, change management of new acquisitions of companies totaling $350M into the new Microsoft Dynamics D365 environment

Lead the global migration of 250 applications from the Imerys Lotus Notes/Sharepoint environment to the RunMyProcess Cloud solution

Assisted the EMEA Program Office with the development of PMO processes, procedures, reporting and tools

Trained Imerys Program Management and teams in new Program Portfolio Management Processes

Senior Technology Program Advisor to the Imerys CIO, CTO and Chief Digital Officer on global deployment and management processes

Southern Company June 2017 to Present

Senior Program ERP Implementation Manager – Contract Position

Technical ERP Program Lead for the Integration of the Atlanta Gas Light acquisition into the Southern Company Corporate ERP System

Responsible for the ERP implementation, integration strategy and coordination across the Southern Company Enterprise for Information Systems for $5B into Southern Company Information Systems

Managed the upgrade of the Atlanta Gas Light PeopleSoft Financials, HCM, Oracle Revenue Management & Billing and PeopleSoft Portal

Advisor to the Southern Company Senior Executives on the ERP integration the development of Information Technology Strategy

Senior Project Manager for Corporate divestitures totaling $3B and ERP Integration Lead

Advisor to PMO for Program Management Process, Procedures and reporting

Developed and managed the test plan and process that was instrumental in the successful integration of several Southern Company acquisitions

Lead the re-engineering of multiple Southern Company business processes focused on cost and resource reduction with significant improvement to the customer experience

Managed multiple Projects with budgets in excess of $1M.

Senior ERP Program Deployment Manager – Contract Position March 2016 to December 2017

AX/D365 Program Management Consultant with Microsoft and Avanade specializing in the implementation of D365 (AX & CRM)

Successfully managed three ERP implementations of D365 with budgets ranging from $1.5M to $3.5M for Microsoft and Avanade

Completed all /Upgrade of multiple implementations for Retail, Manufacturing, Chemical engineering, Project and other related industries implementing D365 application suite

United States Army

Senior Staff Officer May 1990 – Present

Senior Staff Officer and Advisor to the US Army Forces Command on the Global deployment doctrine and training

Develops and established military doctrine for rapid deployment of Army Forces around the world

Responsible for managing 34 Senior officers that provide leadship and assitance to 15,000 soliders around the world

Kodak March 2015 to March 2016

ERP Portfolio Program Manager – Contract Position

Responsible for managing all facets/areas of the replacement of SAP to Migration Dynamics AX 2012 R3 supporting 7000 users in 30+ countries with a budget of $30M with over 100 team members

Managed the development of the implementation strategy for deployment of new ERP system.

Managed the teams and approach for the gathering of business requirements, standardizing global business processes, and developing the Organization Change Management approach

Responsible for planning the implementation of new Governance Processes and developing the strategic vision working with the Board of Directors and CEO

Led the integration of new technology initiatives across multiple business units in coordination with the implementation of new ERP System

Developed the ERP Strategic Implementation Methodology and PMO for technology Initiatives

Works with all levels of the business in the development of Organization Change Management, Communications and Training

Manages the development of critical plans (Organization Change Management, Security, Testing, Training, and deployment for Rest of the World)

Developed reporting metrics for program tracking used to brief all levels management to include C Level executives

Responsible for managing critical program resources and mentoring more than 50 IT Professionals

Atlanta Gas & Light (AGL) October 2011 to March 2015

Senior Technical Portfolio/PMO Project Manager – Contract Position

Managed the AGL Global Services and Strategic initiatives reporting to the CIO with an annual budget of $40M

Successfully reorganized and revised the AGL Portfolio and Governance processes and revised the IT budget through two organization restructuring changes that included integration and divestiture of business units

Responsible for all facets of managing the PeopleSoft Upgrade from 8.9 to 9.2 with a total budget of $9M and team consisting of 42 team members.

Successfully managed the 12 month Integration of a $5B Merger and Acquisition into the Enterprise ERP application PeopleSoft (PS); Project affected more than 6500 users, with a team of 20+ consultants and included all Finance, HR, and SCM

Conducted the Process As-Is and To-Be Future State Process Re-Engineering for the HR, Financials and Payroll systems

Lead the implementation of PS 9.2 eCompensation module for AIP/Merit and implemented on-time and on-budget

Managed the development of the Work Order Management Center and Services Operations Department

Successfully managed the implementation of Hyperion Planning, Budgeting and Forecasting Modules in 10 months with a budget of $2M, 11 team members on time and within budget

Lead the implementation of $2M implementation of Hyperion for Planning, Forecasting for 450 users

Successfully managed and lead the implementation of Vertex 6.0 (Tax) and integrated in PeopleSoft 9.2

Responsible for implementation of the RMIS (Risk Master Information System) Project for management of Claims Risk, and Safety Incidents. The RMIS system was deployed to 32 business units with a budget of $3M. Project was finished ahead of schedule and on time.

Responsible for managing the upgrade of Vertex from Series 4 to Series 6

Successfully managed the Bank Change from Wells Fargo to JP Morgan Chase for 32 business units with a combined revenue of $14B; project had a team consisting of members from all business units with more than 22 team members

Managed the implementation of the PowerPlant Projects, Charge Repository and Asset Management Modules for 32 Business Units replacing PeopleSoft Project Costing and Asset Management Modules

Responsible for implementing the PowerPlan PowerTax Module and migrating 32 business units and integrating into PowerPlant

Responsible for managing project budgets in excess of $6M with more than 25 team members consisting of AGL and AGL business Units, PowerPlan team members and other vendors

Managed the implementation of PeopleSoft eBilling for large corporate accounts with an estimated monthly revenue of more than $12M per month

Responsible for developing the PeopleSoft testing strategy for integration of a Gas Company acquisition, managing the execution of PeopleSoft testing, and day to day operations of testing

Develops project schedule, execution strategy, communications plans, and other project management plans to support projects and reports to the Corporate Executive Committee on project status

WellPoint, Inc. November 2009 to October 2011

Global ERP Program Director – Contract Position

Program Director for the WellPoint Global ERP implementation with a budget of $10M for 1200 users worldwide with a team of more than 150 personnel on-shore and off-shore resources in a highly matrix environment from requirements gathering to implementation

Responsible for managing of the ERP implementation project plan, vendor selection and management, business process analysis, requirements gathering, stakeholder communication resource planning and estimating for both on-shore and off-shore resources, issue and risk management, and conducting strategy planning and impact analysis

Developed the implementation plan, training and testing approach, support plan and all facets of the ERP project

Lead and guided the on-shore and off-shore development team from requirements gathering to development, design and testing, to delivery of application

Responsible for all project deliverables and phases from project charter, requirements gathering, analysis and design, development, testing, deployment and project tracking.

Weekly project status reporting to executive business sponsor, business owners and stakeholders.

Significantly improved project deliverable quality, timeliness and overall client satisfaction by mentoring development team on project methodology.

Blue Cross Blue Shield of Rhode Island (BCBSRI) January 2009 to October 2009

Senior Program Director – Contract Position

Responsible for the management of strategic corporate projects (Blue TransIT, Integrated Health Management, Business Objectives, Planview, IBM Mainframe Upgrade, and Disaster Recovery) and all facets of the Project Management Life Cycle.

BCBSRI Program Manager on Blue TransIT/FACETs claims and membership project.

Member of the Integrated Health Management (IHM) BCBSRI project management team responsible for managing the implementation of IHM.

Responsible for integration of new technology for the BCBSRI new building move that included the implementation of new print, fax, copy and scan functionality, Active Directory 2008, new HID I Class card security system, freedom pay and other new technologies

Responsible for contractual performance of KPMG, IBM, Pinnacle, Perot and other contracts and ensuring Service Levels are met and working to resolve any project issues

Successfully managed the following projects for BCBSRI an BOXI Enterprise Wide Rollout, Managed a team of 50+ professionals with the responsibility to deploy SAP for 1000 users at 15 locations in the RI area

Leads the analysis of legacy systems and current processes, provides results to senior management and the business to review and provides recommendations for resolution based on new systems/processes to improve performance for employees, customers or to meet government standards/regulations

Conduct business analysis and process re-engineering for Procurement-to-Pay, Order-to-Cash, Inventory Management, and Customer Service

Managed the selection and implementation of HRIS and completed on time and within budget. Project was awarded with BCBSRI Gold Award for quality

Successfully managed the following projects for BCBSRI an BOXI Enterprise Wide Rollout, Implementation of new Incident Management System, implementation of new tape backup, Mainframe upgrade, various RFPs for both HR and Corp Real Estate, and various other projects

Manages all vendor relationships for the IT Ops department with responsibility for ensuring quality and timely delivery and responsible any vendor issues

Responsible for reporting project status, interfacing with Stakeholders (senior management to the user community), providing status on budget based on EV, SV and PV, and conducting coordination of project resources in a highly matrix environment

InnoVida, LLC January 2008 to December 2008

Global ERP Program Manager – Contract Position

Responsible for managing a Microsoft Dynamics - AX ERP team consisting of 37 IT professionals and Accenture with the responsibility of deploying at the Florida Headquarters and 35 locations/factories around the world for a $500M, 1000 person Construction Company.

Developed the “InnoVida in a Box” solution that focused on developing a standard ERP template with standardize global business processes for Financials, Purchasing and Requisitioning, Manufacturing, Tectura Projects, Workflow, Shop Floor, Warehouse Management and Shipping/Receiving.

Responsible for managing both local and global virtual ERP teams around the world consisting of more than 75 team members with a total budget of $3M

Developed and provided ERP report updates to InnoVida shareholders, C-level executives and stakeholders

Developed and managed the development of the InnoVida Rapid Implementation process consisting of a repeatable project management process, standardized implementation processes, identified regional resource requirements filled on a “Just in Time” approach, and standardized templates.

Responsible for aspects of Project Management for the InnoVida Project Management include but are not limited to developing work plans, project schedule, company communication, issue and risk management, change management, vendor management, hiring of personnel, development of project and departmental budgets, and working in a cross-functional organization

Developed the InnoVida Project Plan and implementation approach, budget and managed the integration of intercompany wide ERP and business intelligence application called SharePoint

Cubed Technologies, LLC June 2006 to December 2007

Owner, Global ERP Solutions and BI Integrator

Built Cubed Technologies into a Microsoft Value Added Reseller specializing in the providing Microsoft Dynamics – AX, SharePoint and MS Project Server to customers in the South East

Successfully Implemented Microsoft Dynamics - AX to 9 customers on time maintaining a customer satisfaction rating of 8.5 on a scale of 10

Responsible for the management of more than 20+ Microsoft Dynamics - AX ERP professionals

Personally managed the implementation of 3-Microsoft Axapta, 2-Microsoft Navision and 2-Microsoft CRM, 3 – SharePoint and 2 – MS Project Server projects. All projects were finished on time and within budget. The largest involved deploying to a US Headquarters and several plants throughout the world with more than 350 concurrent users

Successfully implemented the following modules at multiple customers; Financials, Trade and Logistics, Manufacturing, Projects, Shop Floor, Warehouse Management, MorphX, and various third party AX applications

Cubed Technologies was awarded Microsoft Excellence for customer satisfaction for two ERP deployments, multiple SharePoint and Enterprise Project Server implementations

Responsible for development of the Cubed Technologies project management and the highly successful Global Rapid Implementation Methodology called “Cubed Technologies (CT) ERP in a Box.” This involved developing a standard ERP template with standard best practice processes, data migration preparation and integration tool, and a proven Project Management Process

ePartners, Inc., November 2004 – June 2006

Senior Program Manager

Sucessfully managed eight ERP (Axapta) projects (three multi-national) with budgets in excess of $1M supported by more than 15 Axapta subject matter experts and 30 client staff that finished on time and within budget

Responsible for planning, developing and monitoring the change management plan and meeting with corporate change management executives and stakeholders to review and montior change process

Responsible for identifying and staffing all phases and areas of client engagements, establishing budgets and forecasts, communicating to project and engagement status to corporate and clients, and all elements of P&L management including customer invoicing and account receiveables

Exceed all revenue targets for sales by $1M and grew business in current accounts by $1M

Developed project engagement methodology that was successful for for all projects finishing on time and within budget

Responsible for establish and relationship building with client C-Level and key executives resulting in an overall increase of more than $1M in sales in strategic accounts

Member for ERP pre-sales team responsible for developing costing proposals, deployment implemenation methodology and time deployment estimates during the sales process

Responsible for all aspects of project management: Statement of Work development, developing project workplans, project plans, TCO/ROI analysis, project profitability, vendor management, pricing and proposal development, resource management, risk/issue process and tracking and management, scope identification and control, and all aspects of reporting.

General Dynamics

Senior Member of the Technical Staff November 2003 – November 2004

General Dynamics C4S project lead for management and implementation/preparation for CMM level 5

SAP Project Manager for the C4IS division with responsibilityfor managing the implementation and integration for manufacturing, shop floor, logistics, materials management and sales and marketing

Managed the implementation of PeopleSoft for 400 Users at 19 locations throughout the US and Canada

Responsible for working with the implementation vendor with developing the plan, establishing work priorities, conducting the WBS planning, developing the risk, training, data migration, and all other parts of the project management plan.

Managed a team or more than 100+ to support the global implementation of SAP around the world that exceeded expectations and finished under budget and ahead of schedule

US Army Reserves Novemember 2002 to October 2003

Deployed in support of Operation IRAQI Freedom as a Senior Advisor to the Commander of Central Command. Responsible for assisting in the development and coordination of combat support packages and managing the installation of communications for a Division Command Post. Managed 35 experts with responsibilities ranging from combat support to combat service support.

Getronics (Wang Global Services)

Program Manager August 2000 – November 2002

Managed an IT outsourcing engagement with a delivery team of 60+ IT professionals and an annual budget of $12 Million supporting 10,000 users at 300+ offices throughout Illinois

Managed a delivery team of 60 responsible for supporting 10,000 users in a client-server and networking environment consisting of a Help Desk Center, Network Operations Center, PMO and Desk Support department

Developed and implemented a corporate wide I45 Project Management Methodology utilized for Information Technology Infrastructure and application development projects in excess of $1.5 million

Managed all aspects of service delivery, client-engagement management, development of new business to include writing/submitting RFPs, SOWs and meeting with new resulting in $6.5 Million of new business

Successfully managed a team of 45 responsible for the upgrade of a 12,000 user computing domain from Windows NT 4.0/Exchange 5.5 to Windows/Exchange 2000 with a budget of $4.5 Million and completed 3 months ahead of schedule

Senior Project Manager June 1997 - August 2000

General Motors Truck/Car Group

Responsible for strategic planning and direction for the General Motors Truck Group client-server environment consisting of 12,000 clients in 20 sites around the world

Managed the deployment of 12,000 clients from Windows 3.1 to Windows 95 with an operating budget of $8 million dollars and a staff of 40

Managed the migration of 9,000 clients from Lotus Notes 4.0 to 4.6 with an operating budget of $2 million and a staff of 25

Integrated SAP for plant floor operations at 24 plants around the world consisting of 60 team members. Total project duration was 24 months with a budget of $6M.

Developed new automated inventorying process using current technology, TIVOLI AND WRQ, saving the division over $1 million in leases, buy-out charges and excess hardware

Automated the GM TRUCK UNIX deployment process utilizing the WEB and Lotus Notes reducing request time by 50% and saving GM TRUCK $500K

Developed the GM TRUCK deployment methodology used for deployment of all client-server projects

Developed the desktop migration methodology for General Motors North America Operations division

Successfully managed the deployment of PeopleSoft, ProductVision, AutoCad and other new client applications with zero loss hours of productivity

Program Manager for the planning and deployment of Windows 2000 and Lotus Notes 5.0 for the GM TRUCK Group

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