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
SKILL SET SUMMARY
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.
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