SILVIA C. MIKUTIS

SUMMARY

Certified, PMP and PMI-ACP, Program and Project Manager with over 20 years of general management experience including progressive application development experience and accelerated development techniques, methodology, and tools.

Successfully delivered large, complex ERP and integration projects; broad/deep business process experience.

HRMS harmonization and transformation project – from multi-systems to Oracle Fusion and migration to cloud. Transformed and centralized execution of processes, reduced number of vendors involved, minimized pay cycles.

Transformed order to cash, including ticketing and invoicing, inventory, and warehousing.

Implemented an F&A shared services model on a $1B company with 40 FTE savings by harmonizing processes and enabling automation.

Harmonized procurement and contracts saving over $50M in fleet management contracts.

CERTIFICATIONS

Operations Management, Cornell University

Project Management Institute, PMP

Project Management Institute, PMI-ACP (Agile Certified Professional)

Certified Information Systems Auditor, CISA

Certified in Risk and Information Systems Control, CRISC

AREAS OF EXPERTISE

Finance and Accounting

oGeneral Ledger and Sub-Ledgers

oAccounts Payable

oAccounts Receivable

oAsset Management

oInventory and Warehouse Management

oOrder to Cash

oBilling / Invoicing

oReceipts and Collections

oProcure to Pay

oBudgeting, Forecasting, and Planning

HRMS and Payroll

oApplicant Tracking

oEmployee Self Service / Portals

oTime and Attendance

oCloud-based and clocks

oScheduling

oBenefits Administration

oPayroll

oFlexible Spending Accounts

oCompensation

oTalent Management

ERP and Key Systems

oKronos, SAP, Oracle, ADP, Ceridian, Fusion, Concur

TECHNICAL SKILLS

Tools/Software/Methodologies: Project, Jira, Visio, Saba, SharePoint, Workfront, Kronos, SAP, Oracle, PeopleSoft, JDE, Agile and Waterfall Methodologies, Six Sigma, ISO 9000, AWS, Azure, DevOPs, Snowflake

PROFESSIONAL EXPERIENCE

USA MANAGETECH, LLC - HOUSTON, TX 12/2001 – PRESENT

Williams, PMO Consultant, 6/2022 – 5/2023

Managed the trading system upgrade, Endur, with multiple integrations points i.e., Cobblestone, Paragon, and internally developed trading tools – DevOps for testing and issue tracking, converted 600 plus scripts from AVS to JVS, conversion of pages from RTP and APM.

Academy Sports, PMO Consultant, 1/23 – 4/23

Assessed, reporting to the Audit Committee Head, the ERP Cloud Oracle implementation progress-to-date and forecasted go-live, including gaps and recommendation and overall adherence to the Company’s controls.

Select Energy, Transformation Program Manager, 05/2021 – 05/2022

Managed the ERP implementation of MS 365 F&A and Operations implementation.

Re-engineered Warehousing / Inventory Management and Plan to Produce functions.

Integration to field ticketing systems, salesforce, and Ceridian Dayforce

Migrated from 3-ERPs to one

Managed the Azure / Cloud Technical Team responsible for supporting the ERP environments

Utilized DevOps to manage project, issues, tickets

Waste Management, Project Manager, 10/2020 – 05/2021

Supported and acted as Kronos Support Manager, reporting into the HR organization, during a large and complex transition to Oracle cloud HCM and supporting 60,000 Kronos users and operational demands. Participate in HCM dailies, manage and track support team activities, monitor and triage incidents, coordinate enhancements and/or patches as needed to support the environment.

Siemens, Project / Program Manager, 04/2014 – 09/2020

PMO Lead for digitalization within the Service organization. Managed a 75-project world-wide portfolio / program.

Project Manager responsible for the planning the Oracle to SAP transition / migration world-wide – all pillars: people, process, and technology – affecting approximately 6,000 users. Comprehensive organization transition, change management, training, communication, process mapping and gap analysis, data strategy and management, blueprinting, configurations, interfaces, and change request. Cost savings $30M.

Project Manager for several HR/Payroll (Oracle to Ceridian / SAP to Oracle Fusion) and Kronos upgrades, including quarterly, end and beginning of year patches.

Project Manager for deployment of Concur in the US and Canada – scope development, planning, dailies, weekly reviews, retrospectives (using Jira). Reviewed and managed backlog, worked with product owner in prioritizing and assessing value, iteration planning, and detailing user stories.

Project Manager for the HR Payroll integration of Siemens Government, requiring new and updated interfaces with Fidelity, ADP-Tax, ADP Garnishments, ADP Check processing and branding, Master Tax; and extensive full-cycle testing; and Mobile Kronos time keeping to Oracle Payroll and Projects.

Project Manager for the planning phase for the Oracle to SAP transition planning world-wide – all pillars: people, process, and technology – affecting approximately 6,000 users. Comprehensive organization transition, change management, training, communication, process mapping and gap analysis, data strategy and management, blueprinting, configurations, interfaces, and change request. Cost savings to be approximately $30M.

Project Manager for the data center move to AWS Cloud, included 91 interfaces, 4-firewalls, 3-networks, dedicated servers, 2-availability zones, 356 oracle DB / Application licenses, complex landscape with many instances for Oracle, Kronos and interfaces (production, support, UAT, DEV, TEST, and Patch), and approximately 6,000 users world-wide.

Project Manager for an end-user computing desktop migration for approximately 6,000 users; 18-month effort. Included imaging of “new” desktops / laptops; converting to a centralized AD; migrating to a new network. Deployment approach included three phases; testing with SMEs; and, it was staggered across countries and by regions.

Dresser-Rand, Program Manager

oResponsibilities included ensuring the Global Information Services (GIS) organization is aligned with regional and global business goals and objectives by implementing processes; and re-enforcing tools and techniques integral to the Project Management Office (PMO) for Business Applications and Integrations Services. The PMO encompasses the global projects of an Operations / Infrastructure team. The PMO is also responsible for the oversight of the global portfolio that includes geographical dispersed resources in EMEA, LTAM, and India.

oWork closely with globally dispersed stakeholders (Brazil, France, and India); and vendors (Cap Gemini and Oracle).

oAssign and monitor projects and tasks to completion. And track project schedules and budgets.

oMaintain and manage portfolio for Business Applications and Integration Services team.

OTHER PROJECTS, 09/2011 – 03/2014

Scientific Drilling International, Project Manager

Directed the migration and redesign of the company’s intranet site – migrating from SharePoint 2010 to a third party hosted solution. The effort encompasses analysis of current site applications and relocation of applications and work sites that are not appropriate or cannot be hosted by the third-party provider; branding; single sign-on; governance; and training. Working closely with executives to ensure branding and governance requirements are met. Team includes representation from marketing, information technology, department super users, training, and third-party personnel.

Baker-Hudges, Program Manager

Collaborated and directed the design and implementation of a portfolio management structure for Finance projects, defining project selection and prioritization process to optimize use of resources and drive financial performance. Responsible for program managing the Tax Portfolio; the portfolio includes a variety of projects from small to complex across an array of applications including SAP.

Scientific Drilling International, Program Manager

Completed a two-month assessment of Scientific Drilling’s ERP / MRP environment; evaluated the current utilization of four ERP / MRP systems: Infor – Visual, Epicor, Great Plains, and Oasis. The scope of the effort is specific to the utilization of existing system / core functionality: Finance and Accounting, HR and Payroll, and Manufacturing / Inventory and Distribution. The objective is to assist executives in their visioning initiative and better position the organization in their understanding for an enterprise-wide evaluation for an ERP solution.

BP North America, Program / Project Manager

Directed a document management and reporting program that supported the Legal Department’s discovery requirements for a multi-billion-dollar suit that expanded across internal and external personnel and firms. The application supports terabytes of data across a three-tiered architecture. The site is a SP 2010 custom central repository for plaintiff related documentation, and it allows for coding and reporting information.

Landry’s Restaurants, Project Manager

Worked with executive, regional, and local management across most of Landry’s concepts including Chart House, CA Muer, Vic & Anthony’s to document the sales order process – from order to cash. The OTC process was documented from order of service, fulfillment, cash management and daily reconciliations, inventory management and control, and month-end reconciliations. Developed extensive business workflows and documented gaps in the process as well as “to be” scenarios for process improvement opportunities.

CITY OF HOUSTON, HOUSTON AIRPORT SYSTEM 05/2001 – 08/2011

Program Manager (PMO)

Ten-year sub-contract responsible for implementation and support of PMO practices for the Information Technology Division. Directed and actively managed day-to-day PMO operations including spearheading key initiatives:

Directed and managed a two-year SAP Finance, Procurement, and Inventory implementation, beginning with blue printing and continuing with configuration, change management and training, testing, and deployment.

Restructured chart of accounts and organizational hierarchies

Ensured proper distribution and handling of data

Instructed and trained employees to adapt the changes in business processes

Assisted in incorporating SAP modules / functions into business models

Handled designing of applications, management of development group, pilot testing and deployment

Facilitated the ERP/BPI information gathering effort, focusing on determining the ERP requirements and process re-engineering Planning, Design and Construction and Capital Improvement Planning (CIP) processes.

Cincinnati / Northern Kentucky International Airport, Business Lead Time and Attendance and Payroll

Assessment

Responsible for evaluating options available in the market place for time and attendance and payroll functionalities including requirements gathering, vendor screening, and defining total cost of ownership options and scenarios; worked with several vendors including Oracle, ADP, Pay Chex, Kronos, and Time Clock Plus to name a few under consideration.

DYNEGY - HOUSTON, TX 05/2000 – 04/2001

Project / Program Management

Provided executive IT Infrastructure leadership for a multi-billion-dollar large merchant power provider and administrated a $45 million multi-national budget. Responsible for implementation and support of worldwide components integral to the foundation of the business plan and specific to network, servers, and technical field support, including the technical integration of PeopleSoft Financials and HR / Payroll world-wide.

WASTE MANAGEMENT, PROGRAM MANAGEMENT 08/1994 – 04/2000

Provided senior executive leadership to the global IT organization of a $22 billion waste and recycling management company with a decentralized operational model, while serving municipal, commercial, industrial and residential customers.

Spearheaded the ERP Implementation PMO and portfolio management activities enterprise-wide.

Developed five-year forecast for projects and initiatives, as well as associated capital needs.

Directed project managers in the development of work plans, budgets, and forecasts.

Directed a national and international cross-functional team in the assessment of software alternative solutions and in evaluating J.D. Edwards (One World), SAP, Oracle, and PeopleSoft. Assessment included a comprehensive product evaluation and examined such factors as architecture, scripted functional performance, market performance and projections, and total cost of ownership models.

Directed the Program Office for a 24-month, $50 million series of conversion initiatives, scheduling and monitoring over 150 resources deployed across the country. The conversions impacted eight million customers at a run-rate of one million customers per month across over 350 field-operating units. Scope included order entry, dispatching, AR, GL, AP, and HR/Payroll.

Managed JDE and Kronos installations and support.

Supported the CFO during new acquisitions or divestitures of facilities by performing M&A due diligence activities, transitions, and closures.

EDUCATION

BOSTON UNIVERSITY

Master of Science in Project Management

NORTHWESTERN UNIVERSITY, KELLOGG SCHOOL OF MANAGEMENT

NORTHEASTERN ILLINOIS UNIVERSITY

Bachelor’s in Computer Science

AFFILIATIONS

ISACA, PMI, AICPA, IIA Member

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