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Project Manager Management

United States
March 28, 2011

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Lawrence Njogu, MBA, PMP



Executive Management, IT Strategic Planning, Program and Project Management, Vendors Management, Supply Chain Management, Logistics, E-Commerce, Contracts Negotiation, Customer Relationship Management, Budget Management, Business Process Outsourcing, Risk Management, Quality Management, Change Control Management, Good Analytical and Financial Skills.

Professional Experience

Sr. Program Manager, Global Professional Services GXS 3/2008 - Present

Summary: Manage project budgets, schedules, offshore resources management, business process outsourcing - to implement B2B e-commerce SaaS integration. Clients - Warner Home Video, Sempra Energy, Godiva, LSG Sky Chefs, Smithfield, Michael Foods, Under Armour, Kyocera, CareFusion.

• Coordinate a diverse team comprising of project managers, service delivery managers, trading partners community enablers, developers, analysts and system integrators.

• Working with the Program Management Office (PMO) to enhance the project methodology, business processes and best practices for B2B ecommerce integration.

• Implementing a flexible and scalable B2B platform for Kyocera, providing them the ability to on-board it’s trading partners and business transactions more rapidly.

• Implemented an order to cash and supply chain management B2B ecommerce solution for Michael Foods. This included implementation of an electronic-data interchange (EDI) platform for their customers, vendors and 3PL providers, that resulted in $900K annual savings.

• Facilitated a complex project that helped LSG Sky Chefs achieve automated process collaboration between their SAP system and their business partners. Also developed and implemented a B2B Web portal for their key customers and vendors.

• Spearheaded an e-commerce implementation strategy for Under Armour, helping them save $5M annually. Solution included implementation of a web-based products data catalog and nine other electronic data exchange of business transactions with their global trading community.

• Integrated Smithfield Foods B2B e-commerce platform which resulted in $9.5M annual savings, with improved business processing and enhanced speed to market.

• Managed the successful migration of Godiva Chocolatier B2B managed services after its divesture from parent company Campbell Soup, with an accelerated timeline for implementing its own e-commerce platform. Implementation comprised multiple buy-side and sell-side business transactions, and was completed on schedule and 8% under budget.

• Accomplished the integration of Sempra Energy’s e-commerce business transactions with minimal impact to its trading partner’s community. On-boarded more than 100 trading partners, which resulted in a 26% cost reduction for order management, invoicing, e-procurement and supply chain operations.

• Successfully managed the implementation of electronic B2B trading for Warner Home Video, which significantly enhanced its sourcing, procurement and supply-chain operations.

Sr. Project Manager, IT Business Transformation Washington Post 11/2005 – 2/2008

Summary: Provided strategic guidance and technology roadmap for the web, advertising, marketing, circulations and production operations, including SAP-based billing implementation for online advertising.

• Successfully launched an SAP-based advertiser bill and synchronized billing cycle for Washington Post News Interactive unit’s impressions-based ads for an anticipated $4.8M recovery in annual revenue previously lost in delayed/cryptic billing.

• Developed a business case that led to the implementation of an enterprise solution for managing the delivery of alternate publications (WSJ, USA Today, Korean Daily) using Washington Post’s highly efficient distribution network. The resulting service generated $4.5M in incremental revenue.

• Managed the development of a subscriber self-service portal using Agile Methodology. Site (URL: was implemented on a BEA Web-Logic platform and content management system (CMS).

• Collaborated with business units to review, develop and align their business strategies with the corporate technology vision. Also managed projects from project charter to closure.

Director of Information Technology IMRG Inc. 9/2002 – 10/2005

Summary: Successfully established an IT organization from the ground up, spearheading strategic planning, business development, service delivery, Project Management Office (PMO) and IT operations for clients worldwide.

• Outlined the company’s IT business vision and strategy and managed its IT budget and financial plan.

• Established a PMO that developed tools, methodologies, project reports and documented service delivery best practices.

• Directed and facilitated development of strategic and tactical planning and defined KPI’s based on business objectives.

• Provided the technology vision for e-business application development teams.

• Managed the implementation of service level agreements (SLA’s), as well as revenue generation initiatives and operations (i.e., business development, sales and marketing operations).

• Achieved and maintained an 11% year-after-year average revenue growth, as well as a 60% operations cost reduction in communications costs by initiating a state-of-the-art video conferencing solution and document management system.

• Spearheaded the evaluation and deployment of SalesLogix CRM with 2 years ROI.

• Launched a CMS-based intranet, which increased collaboration and communication within the organization.

• Managed global services delivery for a USAID-funded initiative aimed at reducing “Digital Divide.”

• Developed business relationship with technology vendors to enhance company’s competitive advantage in the marketplace.

Enterprise Project Manager 9/1999 – 8/2002 EDS (now Hewlett Packard)

Summary: Multitasked to successfully manage service delivery for projects valued between $1.5M and $15M on time and within budget for clients including ChevronTexaco, Phillips Semiconductor, Hitachi and 3Com.

• Managed and completed systems integration project for the $10M ChevronTexaco merger on schedule and 2% under budget.

• Supervised a $4M enterprise integration project, successfully which served both domestic and international operation sites.

• Directed and nurtured project staff to deliver under tight schedules and budgetary constraints, achieving 94% goal of scheduled project delivery dates.

• Communicated and reported project scorecards routinely with client’s senior IT leadership team, and regularly presented revenue and service-delivery performance reports to senior management.

• Coordinated with OEMs (i.e., Microsoft, Sun Systems) as well as 3Com engineering, marketing and QA teams to develop and test the new Gigabit Ethernet card product.

• Led teams of SME to gather customer requirements and architect solution for infrastructure-based projects based on Cisco technology.

• Spearheaded the system design and integration of e-procurement application.

Project Lead 1/1995 – 9/1999, Business Systems Analyst 3/1992 – 1/1995 The Coca-Cola Company

Summary: Provided subject matter expertise on the deployment of accounting, financial, manufacturing resource planning and messaging systems to enhance the company’s competitiveness in a global marketplace.

• Led an interdisciplinary team of subject-matter experts to implement business applications with a 95% success rate of delivering on time and within budget.

• Managed enterprise system operations with a 99.5% up-time.

• Performed cost-benefit analyses for business transformational projects.

• Designed and developed a human resource information system, electronic payment applications and automated management reports extracted from multiple SQL databases for marketing analysis and sales forecasting.

Education & Credentials

Management of Information Systems – Strathmore University

MBA - Keller Graduate School of Management

Continuing Studies Program - Stanford University


PMP, SalesLogix CRM

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