Director IT, Project Director, Director of Business Applications

OBJECTIVE

Results driven and highly motivated IT executive with exceptional leadership, organizational, capital planning, and project management skills to take a leadership role in managing relationships with the lines of business, and owning the requirements and prioritization of IT application development efforts. Interface with senior management across the company and within IT in a fast paced, team oriented environment.

SUMMARY

15+ years in all phases of the project life cycle, from initial feasibility analysis and conceptual design through implementation and enhancement. Effective at building culturally diverse, team-centered operating units, with excellent business process and strategy development skills. Excel at strategic and tactical planning, project management, and implementing best practice methodologies, policies and procedures. Contribute to project management efforts to ensure that efficient and effective development projects are delivered on time, within budget and quality standards. Working and living experience in North America and Latin America.

Key core competencies include:

•Strategic & Tactical Planning •Contract Development & Negotiation

•Capital Planning & Investment Control •Program & Project Management

•IT Skills Gap Analysis & Performance Optimization •Performance Metrics Definition

PROFESSIONAL EXPERIENCE

SAFEWAY INC., PLEASANTON, CA

PROGRAM DIRECTOR IT (2006 – 2008)

Directed all resources planning, budgeting and annual planning for the Human Capital Management (HCM) and

Workforce Management (WFM) portfolio, $31+ M capital budget, 200,000+ employees, North America’s third

largest supermarket chain, with over 1750 stores located throughout Western and Central United States and Western

Canada. Collaborated with Talent Management, Compensation, HR Development, Employee Service Center, Benefits

Admin, Retail and Labor Relations and external parties to define system requirements and develop appropriate solutions.

Managed 8-15 direct/indirect team members, and up to 6 matrix teams. Reported to the Group Director.

•Implemented a recovery plan within the first 60 days on projects that were either facing major performance challenges or were not in alignment with the business strategic direction.

•Built a standard foundation across all divisions with a $31M capital budget that included a three-phase approach allowing U.S. and Canada to migrate to 9.0 HRMS PeopleSoft and 5.0 Workbrain Time and Attendance and Labor Scheduling for Retail, Distribution Centers, and Backstage.

•Streamlined the implementation process, reducing delivery timelines by 2+ years and allowing the organization to adopt to new technology incrementally.

•Defined the ongoing support model and structure (staffing, SLA requirements and escalation process)

•Streamlined the operational process for supporting releases, enhancement requests and ongoing maintenance.

Recognized for exceptional organizational, financial, customer relationship and program management skills.

PACER STACKTRAIN, CONCORD, CA

DIRECTOR IT (2001 – 2006)

Directed all resources planning, budgeting, and managing the service level agreements obtained from the outsourced

providers for the portfolio of IT systems that supported the $1B business, 500+ employees, provider of Rail

Transportation Services. Charged with the strategic direction to replace the Mainframe legacy based operational, financial

and analytical Data Warehousing. Collaborated with Rail, Equipment , Logistics, Customer Service, Finance & Accounting. Managed 8 direct/20+ indirect team members. Reported to the CIO of the parent company, Pacer

International with dotted line to the President & CEO of Pacer Stacktrain.

•Spearheaded a comprehensive IT strategic plan that went beyond a technology cost savings and gained independence from the IT service providers. Created a three-five year road map that showed strategic investments ($40M+) needed for systems renewal.

•Created a formal IT Steering Committee a group of senior management executives who represent the overall strategic vision of the organization and act as the champions for all IT projects initiatives. Gained high visibility to unjustified and unreported projects.

•Evaluated and matched all IT services to internal staff skills in order to make in-house versus outsourcing decisions, reducing IT expenses by 75% within the first year.

•Developed and successfully implemented standards, policies and procedures. Successful met all SOX compliance requirements.

•Led an Equipment Reservations project that will allow the company to remain competitive in the marketplace, savings of $729K annually by standardizing and automating its equipment reservation process and offering 24x7 access.

•Spearheaded a Proof-of-Concept initiative to enable the new product offering to enter the marketplace within a reasonable period of time and to help solidify the new door product.

Awarded for exceptional performance. Promoted to Assistant Vice President in early 2006.

CHIRON CORPORATION, EMERYVILLE, CA

SENIOR PROJECT MANAGER (CONSULTING 2000-2001)

Conducted a Risk Assessment on the Procedures and Records Information Management Online and R&D Service Offering project.

WELLS FARGO BANK, SAN FRANCISCO, CA

SENIOR PROJECT MANAGER (CONSULTING 2000)

Concurrently managed 15+ Data Security Access related projects. Worked closely with various business units - (i.e. Business Internet Services and On-line Financial Services) to ensure connectivity needs are within Wells Fargo security guidelines and policies.

WHITTMAN – HART, SAN FRANCISCO, CA

SENIOR CONSULTANT (1999-2000)

Managed the day- to-day activities of the Data Warehouse/Business Intelligence practice, accountable for building relationship with partners by driving processes together with customers and partners that included platform changes, and deployment of new technology.

•Initiated and championed a Quality Program that would allow consistent use of WH’s defined processes, assurance of uniformity as to how to engagements are reviewed.

•Location-Net (Start-up): Conducted a feasibility study that would support the future growth of the business and on-line retail leasing and market opportunity solutions for their customers.

•Providian Financial: Lead a team of internal and external resources in the on-going development of marketing data warehouse/data marts to support and improve marketing processes and business initiatives.

•Department of Revenue of Oregon State Government: Lead a team to perform data warehouse assessment for the client.

THE CLOROX COMPANY, OAKLAND, CA

IT FINANCE & ACCOUNTING MANAGER (1996 – 1999)

Managed the Consolidated Forecast and Accounting Hyperion/Essbase application, a leading manufacturer and marketer of consumer products. Collaborated with Finance & Accounting (Latin America Division)

•Provided leading-edge analysis via EIS to support operating strategies within a 60 – 90 day delivery timeframe.

Recognized as a top performer, innovator and contributor by sharing across divisions. Promoted in less than 6 months.

NESTLÉ USA - BEVERAGE DIVISION, SAN FRANCISCO, CA

BUSINESS ANALYSIS/PROJECT MANAGER ( 1993 – 1996 )

Managed and administered the Sales and Marketing Reporting System, supporting 300+ sales force users. Designed and developed the Promotion Payment Process Visual Basic model, ensured accurate payment coding and processing of all promotional programs.

•Designed and managed on-line self paced training, skills assessment tests to evaluate levels of competence on particular software applications, custom tools that interface with Nielsen databases, and MS Office applications.

Awarded for exceptional performance and customer satisfaction. Promoted two times in less than two years.

EDUCATION

B.S. degree in Business Administration with a concentration in Marketing Management and Finance, CSU- Hayward

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