Information Technology Executive / Global Business Process Improvement
Senior IT Executive equipped to take a strategic leadership and governance role in an industry leading or prominent company, leveraging deep and broad experience in technology operations, development, and management to drive momentum for business growth. Demonstrated expertise in global business process improvement. Pioneer in change management and business process reengineering from supply chain and logistics to market development, client relationship management, and more. Adept at sourcing and implementing systems and solutions that provide a solid foundation for business success.
IT Governance Executive Leadership Business Development Operations Management Team Building
Project Management Client Consulting Practice & Program Management Strategic Planning & Vision
Business Turnaround Relationship Management Business Process Analysis & Reengineering Negotiation
Product Development & Launch New Market Penetration Emerging Technologies ERP Systems
Manufacturing Customer Loyalty Supply Chain Production Logistics High Technology Telecommunications
SAP Oracle People Soft JD Edwards Lawson
Master of Business Administration: Bowling Green State University
Master's Thesis: The implementation of a Kanban system, to replace SFC, in an ERP environment. This included the development of the algorithms to allow the Toyota formula to be integrated to ERP software.
Accredited Delivery Manager (ADM) – Cloud Services – Dell Technologies
Certified Production & Inventory Manager (CPIM), American Production & Inventory Control Society
Certified Manager (CM), Institute of Certified Professional Managers
Statistical Process Control (SPC), International Quality Institute
Dell Technologies - 2018 – Present
Dell Technologies Select: Global Transformation Delivery Principal (DP)
Within the program delivery team at Dell EMC, this role reports into the Dell EMC Consulting Director and has a tight partnership with customer-aligned sales and the technical delivery teams. The Transformation Program Manager strategically and tactically manages the scoping and the successful delivery of Transformation programs, while managing customer expectation against time, cost, quality, and customer vision.
The Transformation Program Manager develops and cultivates the relationship with the customer, acting in the customer’s best interests and provides a strategic level of consulting to the customer.
Oversee entire life cycle of projects from requirements gathering to value proposition to the customer, both qualitative and quantitative.
Added responsibilities include coordination between cross-functional groups and SABs, project management associates, subject matter experts, and management of a customer facing Program Management Office as well as mentoring other team members, both customer and Dell/EMC. Representation of all Dell products:
oVMware, EMC Storage, Boomi (AI), Secureworks, Cloud (On and off Premises), Hypervisor, DB support, Basis Support, IaaS, DaaS, RSA, Hardware (VxRail, PowerMax, etc.), Workforce Mobility, Business Continuity, and Disaster Recovery
These programs will typically include transformations specific to technology, Dev/Ops, application and/or data, operating model, and infrastructure. The Dell EMC Program Manager is the delivery interface to the customer, vendors, sales, and delivery partners for all Dell/EMC transformational activities and drives delivery standards and quality, while reducing risk throughout the engagement lifecycle.
Ensured continuity of operations from pre-sale stage through implementation, in collaboration with the DT Select, Global, and Transformation Focus Account Teams.
SAP Subject Matter Expert for Dell Technologies Select:
oAdvised the Sales and Architecture teams on all aspects of supporting SAP using Dell products
oGo to expert for pre-sales support for all SAP offerings (IBP, CRM, TPM, S4, HANA, BW, etc.) covering Order to Cash, Forecast to Plan, Plan to Produce, Design to Deploy, Purchase to Pay, Hire to Retire, and MRS.
Dell EMC Technologies - Virtustream - Senior SAP Technical Client Executive (TCE) - 2016-2018
The Technical Client Executive (TCE) coordinates day-to-day operations, service level management and reporting, capacity management, and other services associated with managing Cloud Cover Services. The TCE is the signal point of contact between the client and the company. Listed below is a description of some of the key tasks completed by the TCE:
Proactive Statistical Analysis of Performance Data with recommendations to optimize performance and utilization (Rightsizing)
Best Practices recommendations and Run Optimization
Status Reporting (Weekly Checkpoint Meeting)
Respond to Customer question / handle Customer escalation requests
Incident Management & Central Coordination
Point of contact for requests for Root Cause Analysis (RCA)
Facilitate Problem Management meetings with Customer to review RCA reports (as needed)
Track and report on Incident and Service Request ticket aging; facilitate prompt completion of any tickets aging beyond Service Level Objectives (SLOs)
Work with Customer to evolve end-user Customer’s technology standards and provide architectural adjustment recommendations based on Customer’s volume forecasts
Stanley Black and Decker (SBD)
Took Stanley Black and Decker from build through Steady State for SAP Business Warehouse - World Wide rollout and SAP S/4HANA Finance - Central Finance (S-4) including SAP Fiori Launchpad Trade Promotion Management (TPM), Customer Relation Management (CRM), BW, EWM, along with all other modules of the SAP offering (Took SBD from build through Steady State)
Managed IaaS operations Netherlands Datacenter for Blackbaud, Converted Remote Device Management (RDM) Microsoft Clustering to Virtual Machine Disk (VMDK) to allow VMware to work correctly. Rebuilt backup strategy using EMC Data Domain Backup appliance
SAP NS2 – State of Illinois
Established a working relationship with SAP/NS2 while managing the first live client in the NS2/Virtustream partnership. Took the State of Illinois effort from build, to Steady State, through operations. Result: Managed the cloud operations to bring the State live on SAP HANA (on budget and on time)
Managed the Cloud operations for K-Swiss for all of their SAP operations worldwide. This included ECC/HANA, CRM, TPM, BW, Business Process Integration (IBP), and all other modules of the SAP offering
Led the development of the Major Upgrade process for SUSI and Linux operating systems. This new process reduced 17 staff hours of effort, per machine, to perform a major upgrade. This new process reduced the total required staff time by 164,697 hours per year for the corporation.
EMC IT - Led the design efforts, and completed the first two areas, to move EMC IT and Dell IT operations over to Virtustream
Account Global Executive Director / Senior Director, The Coca-Cola company – Fujitsu America (2011-2012)
Coordinated global account management and P&L as primary relationship manager with Coca-Cola worldwide, establishing strategic business plans focused on goal-setting, development of quality teams, performance management, and sales / revenue growth targets. Pinpointed and pursued key business opportunities and new market expansion projects. Developed and monitored sales forecasts. Helmed special programs and change management initiatives, including product and practice restructuring to support achievement of goals.
Selected Projects & Achievements:
Drove hardware and software design for the Freestyle single board computer, including developing interfaces to SAP BI and other companies. Handled maintenance for 7,500 deployed and 400,000 planned units worldwide.
Designed and implemented a privet cloud for Freestyle effort
Ensured modification of the SAP CRM systems to effectively align the with partner ordering operations, including customizing SAP CRM and SD to integrate with Coca-Cola call center operations. Drove Customer Loyalty operations through the Coca-Cola Rewords program and Coca-Cola Refreshments B2B support.
Delivered a full-scale reengineering of the Trade Promotion Management (TPM) process via Blueprinting.
Twelve other projects in the US. In addition, directed operations of projects in Japan, Canada, Australia, and the EU.
Director, Business Development, Enterprise Solutions (Vice President) – Fujitsu Australia (2010-2011)
Spearheaded new business development for the SAP market, centralized on identifying and pursuing major opportunities to expand Fujitsu services penetration and build a $30 million business into a $130 million business. Liaised with departmental and enterprise-wide personnel to develop and guide market entry for large-scale service packages and programs. Oversaw and directed the development of the service pipeline. Leveraged market knowledge and customer requirements to facilitate service development and delivery, focused on building project, application, integration, hosting, and provision solutions that provided a competitive advantage. Acted as subject matter expert for internal and external personnel. Managed proposals, tender responses, estimates, and sales cycle development.
Selected Projects & Achievements:
Led a technical upgrade to improve SAP functionality for Ausgrid, one of Australia’s largest energy companies. Coordinated customization and implementation of a complex SAP system, including handling systems migration, data center relocation, consolidation, and implementation of a global delivery center. Managed 120 personnel.
Introduced a stronger foundation for future development and improvement that enabled Ausgrid to streamline functionality and drive later enhancements.
Results: SAP named this effort as the Upgrade of the year for 2011
TATA CONSULTANCY SERVICES (TCS) 2006-2008
Practice Director – Manufacturing (North America), High Tech Practices (North America), ERP Enabled Transformation (Worldwide), & Program Management (Worldwide)
Oversaw development and implementation of a global consulting services delivery framework targeting optimized customer satisfaction through effective processes for client relations, practice development, engagement management, opportunity development, internal staff recruitment, and strategic partnerships. Authority over a $530 million pipeline and a total $42 million in sales. All practices were built from scratch.
Selected Projects & Achievements:
Introduced a standardized methodology for project management, assuring consistent service delivery for a portfolio of $3.2 billion global TCS projects.
Facilitated adoption of new project management practices via project management training.
Improved quality through introduction of a project quality control audit process.
Enhanced customer relations by assigning program managers to strategic accounts.
This practice drove transformative ERP initiatives for SAP, Oracle, and PeopleSoft Consulting practices
ConAgra Foods, Inc. - Corporate Senior Director: Program Manager and Chief Solutions Architect 2004-2006
Senior strategic leader and solutions architect for a $264 million supply chain management transformation project, centralizing 84 disparate brands and 10 operating groups into a single unified corporate structure with common business processes, centralized operations and tools, and a stable infrastructure. Supervised 192 personnel on an SAP project affecting 20,000 end users and 1,364 super users. These included Trade Promotion Management (TPM), B2B Customer Loyalty programs, Sales and Operations Management (S&OM), and all other moguls of SAP
Established common business practices, operational redesign, tool sets, and infrastructure. Directed team of 192 employees, 1,364 super users and supported 20,000 end users. $264MM program budget and at completion ConAgra sunseted over 400 separate pieces of software. Areas of focus included:
oRadio Frequency Identification (RFID)
oCustomer Management (CPFR)
oWarehouse Management (EWM)
oEnvironmental, Health, & Safety (EH&S)
oAsset Lifecycle Management (ALM)
oMaterial Management (MM)
oOrganizational Change Management (OCM)
oIndustry Solution / Catch Weight (IS/CWT)
oStrategic Planning (S&OP+)
oProduct Lifecycle Mgmt. (PLM)
oAccounts Payable (AP)
oActivity Based Costing
oManufacturing Execution Systems
oSupply Network Planning
Results: Project was completed without one change to the blueprint.
KIKSAPA, INC. 2001-2006, 2008-2010
President / Consultant
Led engagements for high-profile clients, providing services in the areas of corporate and IT strategic planning, change management, program development, business process reengineering, software sourcing, call center design, and IT architecture design. Liaised with clients to understand their needs and provide right-sized solutions.
Municipality of Anchorage – Senior Project Manager - Organizational Change Management. Over a period of time, the Municipality of Anchorage (MOA) attempted, and failed, to go live two times on their SAP implementation (Synergy). Post the above; the position of the Senior Project Manager was created to take full responsibility for managing the overall OCM project plan, budget, structure, schedule and staffing requirements for the Synergy OCM effort. In addition, the responsibilities included the insurance that the project meets its deliverables in an agreed schedule, according to the scope, within stipulated budget, and to quality standards. The position scope included:
Constructed and implemented actionable and targeted strategies for the OCM elements: stakeholder analysis & engagement, communications strategy & planning, key message development, change agent network, impact assessment, organization design & alignment, change readiness, Super User and Change Champion educational training, and end user training
Develop a Social Networking approach, using SharePoint, and implement the tool for communication throughout the MOA
Outside of the normal OCM requirement, this position included:
Prepare MOA for full HANA deployment
Develop and manage the implementation of Key Performance Indications for all of the MOA
Participate as an active member of the Change Control Board (Technical)
Design and establishment of the Center of Excellence (CoE)
Hydro One - Senior Project Manager: Hydro One provides energy production, transmission, and distribution services to the provenance of Ontario, Canada. At the end of Hydro One's SAP IS-U upgrade effort, Hydro One created 232 exceptions. There were a large number of CIS Exceptions that negatively impact customers, revenue stream and overall system stability. Establishment of the Customer Relations operations.
Required understanding and documentation of all Exception Elements: Root cause, owner, customer impact level, inflow rates, backlog analysis/resolution, technical analysis, process documentation, Work Instructions, training materials, and reporting
Coordinate with outsourced Data Center, Networks, Systems, Contracts, Vendors, and Data.
Results: All exceptions were mitigated.
Royal DSM- Solutions Architect and Project Manager - Pharmaceutical: Project Bold was designed to establish Collaborative Planning, Forecasting, and Replenishment (CPFR). This effort improved visibility for both Royal DSM and Shire Pharmaceuticals of forecasted production, inventory levels, planning processes, and shipment processes across the End to End Global Supply Chain. In addition, this effort included the design and implementation of the business processes and technology required for Supplier Managed Inventory and Postponement supply chain strategies. This project included the project management, implementation services, testing, training, and cutover and deployment services. This project covered SAP modules and OMP Software
Results: Inventory turns were increased from 2.5 to 5 per year. Completion of the process improvement design will yield 12 turns per year.
Willbros - Purchasing Strategy: Evaluated Willbros Procurement policies across all dimensions and provided detailed recommendations for each policy
Clearly defined Procurement Policies will help drive Enterprise Performance Standards
Provides guidance on activities to be performed by Procurement personnel in the normal course of business
Provides direction to Business Units for defining complementary BU-level policies and procedures
Defines level of corporate commitment to, and involvement in, Business Unit activity and functions
Defines specific action, roles, responsibilities, deliverables, and sequences for unique processes
Develop corporate level performance metrics (KPI)
Results: Surpassed all Department of Justice (DoJ) requirements.
Solutions Architect, Coca-Cola Company: Developed a proof of concept and sustainable model for componentization of assets using Seimens LIVE Tools and RBE Plus, comparable to Coke One’s SAP standard.
Results: Coca-Cola Refreshments was prepared to roll out the SAP template to all bottlers.
Solutions Architect, Church & Dwight: Directed the upgrade of ERP systems, including conducting operational analyses, developing to-be models, and creating roadmaps for single incident of the ERP worldwide.
Business Advisor, Medigent: Guided the company in developing their strategic corporate vision, defining a business case, and preparing operations and staffing requirements plans.
Results: First round of funding secured.
Business Advisor, Spectrum K12 School Solutions: Conducted assessments and provided recommendations on strategies for release, sales, delivery, and customer relationship management for a product suite of Response to Intervention (RTI) and special education IEP software.
Business Process & Information Technology Design & Evaluation Consultant, Hallmark: Coordinated development of IT strategies and managed ERP package selection, as well as handling design of a service- oriented architecture (SOA) encompassing 3,000 end users, 78,000 products, 250,000 automated warehouse locations, manufacturing and supply chain processes, retail operations, warehousing, distribution, and more.
Results: Processes to reduce WIP Inventory by $2.5mm. SAP selected. Areas reengineered; Design to Deploy, Plan to Produce, Quote to Cash, Procure to Pay, and Managing the Enterprise.
Chief Business Process Architect, Ford Motor Company (Ford Motor Customer Service): Defined and implemented an outsourcing process for the remanufacturing business capable of serving 5,000 customers through a single system uniting 20 suppliers and 49 distribution processes with only 75 personnel.
Results: ROI 180% in one year. Reduced Ford’s liability by $2 billion. Ford was able to patten the Supply Chain process and sold the process to SAP (for $32 million). The process is now included in the SAP standard offering.
Business Process Architect, Kyros LLC: Built the foundation for a startup company designed to generate $18 million in sales within 18 months of launch.
Results: First round of funding secured.
Business Process Architect, Active Web Service LLC: Facilitated sale of a software company as part of an initiative to dispose of all assets.
Results: Due-diligence completed and merger process successful.
Business Process Architect, Check Care: Performed IT assessment. Built an effective IT strategy.
TECHNOLOGY SOLUTIONS COMPANY (TCS) 1996-2001
Senior Principal / Subject Matter Expert, Digital Supply Chain Practice
Governed the full sales cycle and project initiation spanning 3 newly created practice areas with $7.77 million in sales and a $9 million pipeline. Developed and nurtured vendor relationships. Built a strong team of quality professionals. Leveraged industry trends and analysis to adapt strategies and identify best practices. Managed service portfolio development and enhancement. Contributed to high-level marketing activities and events. Defined the scope of new projects and pursued opportunities to closure. Allocated project managers to client initiatives. Key member of the Supply Chain Council. Maintained relationships with independent research groups.
United Parcel Service - Service, Parts, & Logistics – Senior Account Director (7 projects) (Sponsor/Reported to: Division President) (Transportation, Warehousing & Logistics) - Established operating premises spanning warehouse outsourcing (3PL). Designed and led the project that combine warehouse outsourcing, electronics repair operations, field service, help desk, order entry call center, and transportation services into a single operation (deployed 200 warehouses and 700 forward stocking locations worldwide, internet capability, operational and software definition requirements, collaboration planning, B to C, B to B, network and system design, software integration, web page design, and 3PL outsourcing)
Designed the base operating premises to build a multi-billion-dollar service provider company combining:
electronics repair operations
Advanced Planning and Scheduling
help desk and order entry call center
transportation services into a single operation
Results: Directed the projects that combined warehouse outsourcing, electronics repair operations, field service, help desk, order entry call center, and transportation services into a single operation (deployed 200 warehouses and 700 forward stocking locations worldwide)
Sun Microsystems – Senior Account Director, Project Director (4 projects) (Sponsor/Reported to: Corporate CIO) (Consumer Package Group (CPG), High Tech Manufacturing) - Director of a process-reengineering project that produced an analysis that identified 300 staff years of modification to Oracle 10.5 to allow Oracle to fit into the client’s needs. Phase II of the project consisted of planning and coordinating 40 programmers to complete 150 staff years of this work while Oracle completed the remaining 150 staff years of modifications. (MRP, MPS, DRP, MM, AP, AR, GL, OE, OM, CRM, VM, SFC, e-Purchasing, APS, Collaborative Planning, EDI, and WMS)
Business Process Architect, TRW (ASD): Developed an eBusiness strategy encompassing digital supply chain and IT, with real-time supply chain management.
Results: Successful bid for the Joint Strike Fighter (F-35)
Business Process Architects, Hewlett-Packard: Provided analysis and recommendations on supply chain optimization to meet demand from direct and online marketing and Customer Loyalty efforts.
Results: This e-commerce analysis included the company's manufacturing process, outsource manufacturing partners, tier 1 and tire 2 distribution partners, and the company’s purchasing process.
Project Manager, UPS SonicAir & ISSC: Supervised implementation and integration of Progistics and JetForm software with Vantive Customer Service Package.
Results: Increased throughput capability by 30%
Business Process Architect / Project Manager, Qualcomm: Delivered $18 million in annual savings through an inbound logistics operations development and business case creation.
Project Manager / IT Strategy Architect, Solectron Corporation: Coordinated IT strategy development and implementation, leveraging analysis of strengths and weaknesses to build functional strategies.
Results: Developed a “TechPac” project plan to allow this client to bring up a new plant in three months. Integration of Oracle applications to BAAN applications.
Account Manager / Project Manager / IT Strategy Architect / Business Process Architect, Dexter Electronic Materials: Defined a strategic business IT plan. Identified and selected a viable ERP package.
Results: Design to Deploy, Plan to Produce, Quote to Cash, Procure to Pay, and Managing the Enterprise. This corporation presently has operations in the USA, Europe, Far East, and the former Soviet Union (Selected SAP Applications and applied Turbo ASAP).
Project Manager / IT Strategy Architect / Business Process Architect, Pleasant Company: Coordinated ERP package selection and IT strategy development.
Results: Project scope included selection of all software to support a 1200 person call center, book and magazine publishing, product manufacturing (toys and accessories), supply chain management, financial operations of five legal entities, Customer Relations Management, multiple warehouse operations, and distribution.
Senior Manager / Partner – Deloitte & Touch Consulting Group: Led client relationship management and engagement delivery, with authority over $5.3 million in sales and a $150 million pipeline. Guided practice development and new business opportunity identification. Managed strategic partnerships. Recruited and trained staff. Clients include American Paging International, Anheuser-Busch Companies, and English China Clay International for projects valued up to $500 million and consisting of up to 60 personnel.
Account Manager / Project Manager, National Manufacturing Practice – Computer Sciences Corporation: Oversaw large-scale client engagements, including a virtual technology implementation for Coca-Cola that resulted in $120 million profitability growth via PRISM and JD Edwards.
Citizen Ambassador, State Department of the United Stated of America - Named as a delegate in the Citizen Ambassador Program to meet with key policy makers for the Commonwealth of Nations (former Soviet Union). This entailed bilateral talks on expansion of the Commonwealth's economic structure and the development of logistics, manufacturing, production, and inventory control techniques.
Planning Committee, Supply Chain Council (SCC) - Sitting member of the Planning Committee for the Supply Chain Council (SCC). The SCC is organized to serve the interests of companies wishing to improve their competitiveness by implementing "best practice" supply-chain management techniques.
Full Resume Available Upon Request