Jay Bhaskar

*** ***** ***, *** *, Jackson, MI (P) 561-***-****

***** *** **** ****, ***********, FL 33470 (E) ha9dda@r.postjobfree.com

PROFESSIONAL SUMMARY

● An experienced SAP program (PMO) manager and project manager with over 20 years of combined Big 4 experience in the areas of application development, consulting and delivery, including 12 years of SAP experience in varied roles within global projects.

● Proficient in PMO tools and techniques for delivery, governance and change management as well as strategic alignment, development and implementation of PMO methodology.

● Directed, managed and executed 9 ERP implementations with positions in both industry and consulting including leadership roles in SAP functional and technical areas.

● More than 10 years of SAP experience in ASAP methodology to include Project Initiation/Prep, Blueprint (business process re-engineering), Realization (solution build/development), Final Prep (cutover planning & execution), Go-live and Run SAP deployment, execution of service/support levels and re-engineering of operational processes, CCoE support monitoring and portfolio optimization.

● Process oriented manager with budgeting skills and team development background and excellent interpersonal, written/verbal communication skills.

● Big 4 employment history includes: KPMG, Ernst & Young, BearingPoint, Capgemini

● Profession experience covering

Extensive exposure to SAP FICO and its integration with SD/MM both R/3 as well as ECC 6.0.

Familiarity with FICO processes including AP (P2P), AR (C2C) and GL (R2R).

Basic understanding of CRM including CRM 7 (Web IC) functional processes including Sales, Service and Marketing.

Exposure to project and process improvement methodologies including PMI, CMM, ITIL, ESoA.

Deployment of CCoE including integrating organization-wide Quality Management processes, phase gates and development standards.

Knowledgeable relative to restructuring of operational teams into Custom Development, Business Process Operations and SAP Technical groups to optimize TCO.

Served as QM lead reporting to Steering Committee and PMO for phase gate reviews which assured single source of truth for root cause analysis, change management and operational process monitoring.

Familiarity relative to solution optimization including the Requirements, Design, Build/Test, Deploy, Operate, Optimize cycle to accelerate innovation.

Led transition into new company during a divestiture project including Fiscal Year conversion, New GL, asset transfer as well as establishment of cost and profit centers and profitability analysis reporting.

Rollout of SAP global templates both domestic and internationally utilizing cross functional teams, matrix reporting structure and onsite offshore model.

Planning and architecting an ECC 6 upgrade from SAP R/3.

Monitoring CCoE support and delivery management including SLA revisions & FTE optimization.

Production support background includes familiarity with planned (scheduled release), emergency (ad hoc ‘showstoppers’) and vendor driven upgrades (new functionality)

Program management background including establishing requisite PMO structures to align technology imperatives with strategic organizational objectives

Industry vertical experience includes Energy, Oil/Gas, Hospitality, Retail, Manufacturing, Retail/Distribution, Media, HealthCare, and Pharmaceutical/Medical Devices.

PROJECT HIGHLIGHTS (2005-2011)

Consumers Energy (USD 18MM)

Jackson, MI

Principal / 2010 – 2011

● Assessment of existing program (PMO) portfolio to assure consistency with strategic objectives relative to establishing an enterprise Quality Management program

● Implementation of stage/phase gate process to align ongoing CRM Web IC upgrade (CRM 7 EhP1) and EhP5for ERP 6 release management strategies

● Coordination of activities across all stakeholders: PMO, SAP integration partner, CCoE onsite/offshore support and infrastructure partner

● Leadership roles in restructuring the CCoE to meet ESoA goals by establishing a Quality Management oriented team with transformation and continuity managers for optimized operability

● Review of SAP service offerings in terms of E2E roadmap Resource alignment to establish Run SAP framework

● Facilitation of regularly scheduled project checkpoint meetings to address progress against plan, ETC/EAC measurements, risk register and issue log

● Reporting to Leadership Council on program metrics, prioritization, key risks/issues and KPI reporting by each Quality Manager

● Managing internal and external audit compliance imperatives with auditors relative to reporting of controls and deliverables review

● Reporting of cost and milestone trend analysis at leadership meetings with regard to ongoing CRM and DLM (PLM) projects

Thermo Fisher Scientific (USD 1MM)

Waltham, MA

Principal / 2010

● Manage eight-week pre-assessment phase to improve the efficiency of the SAP ECC 6 corporate finance close process

● Identify and socialize with the leadership team, bottlenecks in current environment in view of existing regulatory compliance (IFRS, XBRL) requirements

● Assess current state process and establish interim and future state closing process utilizing best practices and implementation approach

● Generate comparative analysis outlining vendor centric as compared to in-house deployment outlining level of effort and related scope, budget and roadmap

● Define four stage action plan consisting of benchmark review, quick wins, big wins and post implementation review

● Final deliverable included a statement of work along with implementation roadmap and detailed work plan with embedded checkpoint milestones

Apria HealthCare (USD 13MM)

Los Angeles, CA

Senior Manager / 2008 – 2009

● Managed the Assessment through Blueprint phases for FICO processes: Procure to Pay (P2P), Customer to Cash (C2C) and Record to Report (R2R)

● During Assessment phase, the 4 member team evaluated Process Narrative, Process Flows, Future State Requirements, Fit-Gap Analysis Functional Specifications and Configuration Rationale with a view to assuring accuracy and completeness

● During Project Prep, led 5 member evaluated prior integration partner’s FICO deliverables to ascertain content consistency with deliverables model and recommended corrective action as appropriate

● During Blueprint phase, led Finance Blueprint workshop activity and coordinated integration planning with related modules (SCM, HCM, Travel) as conducted WRICEF estimating heuristics for proposed two-phase (Stabilize/Optimize) implementation program

● Facilitated the Accelerated Systems Environment (ASE) to align leadership and enterprise goals and program objectives

● Facilitated and coordinated the review of Technical Specifications with the Rightshore Team consisting of 8 onshore and 12 offshore members to ensure consistency with baseline build requirements

● Proposed Global Service Desk for business continuity to support 3000 incidents per month via SLA’s overseen by collaborative client and integration partner steering committee

Hospira (USD 5MM)

Chicago, IL

Manager / 2007 – 2008

● Managed ECC 6 full-cycle implementation as FICO team captain of 12 members for EMEA region

● During Project Prep phase, refined project charter, finalized team resources, developed deployment work plan, conducted team orientation and refined EAC, ETC metrics

● During Blueprint phase, defined workshop schedule, led business process (R2R, P2P and O2C) workshops, conducted gap analysis and generated heuristics for RICEFW objects and managed completion of phase deliverables

● During Realization phase, completed configuration, development test and build activities and deliverables related to localized Organizational Structures, GL/SL, Inter-Company transactions, Fixed Assets, AP/AR, CCA, Internal Order, COPA, Material Ledger, SAP Security, Treasury, VAT and RICEFW objects

● During Final Prep phase, assisted with training activities, refined and executed go-live checklist, production support plan, cutover plan, quality review and secured go-live approval

● During Go-Live/PGL Support phase, conducted PGL review, managed 24x7 Help Desk Level 2 support activities and transition to CCoE after 60 day stabilization period

● During PGL Stabilization phase, assisted client with improving the efficiency of the SAP ECC corporate finance close process including alignment with the New GL processes, regulatory landscape compliance (IFRS, XBRL) and determining the cost and benefits associated with shortening the close process. Worked closely with the client closing team to establish the future state process, outlining best practices and implementation approach

Interpublic Group (USD 9MM)

New York, NY

Manager / 2006 – 2007

● Managed R/3 4.7 full-cycle Share Services template consisting of financial (FICO) and operational (SDMM) elements as team lead of 9 members for North America region

● Onsite management of the deployment project staff and coordination of engagement activities against project plan

● During Blueprint phase, facilitated business process workshops for GL, AP,AR, FA and Sales Order, Billing, Purchasing and Revenue Recognition modules and identified localization gaps for development purposes

● During Realization phase, led the build effort in conjunction with the CCoE personnel and facilitated TUT, FUT and Integration test activities

● During Final Prep phase, completed UAT and cutover activities as well as conversion of legacy data and transition to production environment. Assisted with training activities

● During Go-Live/PGL phase, established an adjunct onsite Level 2 Support Center for 12 weeks of support using existing team and serves as liaison to Level 3 personnel at the CCoE

● Closed onsite support center and transitioned existing staff to offsite CCoE for long-term support upon conclusion of post go-live period

● Assisted with the restructuring of the CCoE into 3 groups: Acceptance (Change Management), Optimization (SAP Stabilization) and Infusion (Business Alignment)

● Management and facilitation of regularly scheduled core team meetings between sponsor(s), SME’s, CCoE and deployment team personnel to discuss progress against plan, risks/issues and corrective action

● Management of PMO reporting functions with regard to risks/issues escalation, resource alignment, budgeting, change management and steering committee dashboard

KBR (USD 2MM)

Houston, TX

Consultant / 2005 – 2006

● Level 2 Call Center post go live assistance to the KBR field organization worldwide in support of multiple SAP R/3 4.7 implementations

● Assisted end users through troubleshooting deployment issues using the Remedy tracking system

● Served as liaison between Level 1 support and the end user to assure proper identification and recording of incidents

● Ensured that SLA parameters were satisfied relative to problem resolution and/or escalation

● Coordinated and escalated problem tickets to Level 3 support as necessary and appropriate and served as the primary contact with the end user

● Aligned with Level 3 support on testing activities whenever possible pursuant to the planned release schedule

● Collaborated in researching the feasibility of establishing an additional Call Center in SE Asia

● Assisted with inbound call analysis metrics and summary reporting for management review and follow-up

EDUCATION

Awarded a graduate degree in Business Administration (MBA) from Eastern Illinois University, Charleston, Illinois. Thereafter, while enrolled in the Master of Computer Science program (MCS) at the University of Illinois at Urbana-Champaign, and as a Research Associate, supported research efforts affiliated with the Information Systems Development Office, the Illinois State Water Survey and the College of Engineering.

SKILLS INVENTORY

SAP Project Management, Program Management Office (PMO), Engagement Management, Database Management, Software Development, Systems Integration, LAN/WAN Management, Contractor/Vendor Management, Engagement Management, Issue Management, Help Desk Management, Strategic Planning, Business Process Reengineering, Web Infrastructure/Collaboration, Document Management, Electronic Imaging, eBusiness.

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