OBJECTIVE

An Information Technology leadership position collaborating and building long-term relationships with key customers and management in the analysis of strategic business requirements, recommending technical solutions, and architecting long-term solutions.

CAREER SUMMARY

• PMO & Program Mgt. PMI, SDP-21, CMM-I, SDLC, ITIL
• Six Sigma - Decision Analysis, KPIs, Lean
• Business Process Engineering and Modeling
• ROI, Strategic Management, Balanced Scorecard
• Vendor Management (Contract, SLA, RFP, RFI, SOW)
• Corporate Information Technology Management
• Department Budgeting, Management and Planning
• Executive Relationships / Consulting
• Object Oriented Analysis & Design with UML
• Sarbanes-Oxley Act, SOX, ISO 9001, QMS
• ERP (JDE, QAD, PeopleSoft, Oracle, SAP) CRM, PLM
• External Customer Relationships / Partnerships

Deadline-driven professional; 15+ years directing and managing with comprehensive success in full life-cycle execution, governance, and financial leadership of PMO: program, process, and portfolio management.

Team-orientated business focused mentor, results oriented, passionate about quality. Strong sense of urgency and personal commitment. Decisive and confident. Ability to energize others. Competence to build and sustain relationships with a variety of individuals with diverse backgrounds. Partner and highly involved with the business and IT solutions delivery teams - analysis, development, test, user support, production support, training, and deployment teams, to ensure a high level of readiness for solutions implementation.

Effectively with all levels of management and customers to identify and analyze opportunities to improve current business processes using proven problem solving techniques. A strong customer (end-user) advocate and trusted IT advisor to the business. Attainment of an environment that fosters a high performance culture that embraces change, constantly challenges itself, and one in which both teamwork and individuality are valued. Develop and deliver proactive communications to provide 360-degree visibility to project status, key issues, and diversion from the project plan.

Global mindset, business agility, and adept to anticipate opportunities and procure proactive measures to capitalize on opportunities. Cultural sensitivity, International Management of multi-cultural matrixed cross-functional team members, offshore and on-shore programming resources, analysts, project managers and architects within China, Europe, Far East, India, Mexico, and South America.

Management of enterprise initiatives using established PMI methodologies. Emphasis on standardizing-commonizing of project management practices, methods and tools. Apply cross-industry and cross-functional knowledge to insure that objectives, project scope and planned implementation objectives are achievable and delivered on time and on budget. Employ Project Management, ISO 9000, SDLC, and Change Management experience as appropriate.

Accomplished in defining project scope; Deliverables, schedules, budgets and WBS tasks list. Conducting project kickoff, brainstorming sessions, and meeting facilitation. Assignment and level-setting of technical, functional and business requirements, estimating duration, IT resource requirements, IT resource conflicts, developing detailed project plans and tracking-managing projects from initiation to successful completion. Strong leader in identifying and escalating issues, communicating project status, resolving project issues, problems, changes and leading projects to overall success.

Broad-based knowledge in deployment and full life-cycle implementation of SAN, LAN, WAN, EDI complex network management. ERP, CRM, PLM, SOA, SCRUM application-software development.

PROFESSIONAL EXPERIENCE

Confidential, Troy, MI 10.2008 - 03.2009
Information Technology firm specializing in Contract Programming, Consulting, & Direct Placement Services.
Business Process Consultant

• Oversee the collection and documentation of business requirements and functional/system requirements for initial system implementation of NuView - HRIS System for Booz & Co. (Booz Allen Hamilton).
• Led International JAD sessions for current Peoplesoft HRIS System identifying internal workflow, determining field level (data element) usage / their requirement within NuView Application, and documenting consensus definition of how/why utilized. Drill-down identifying Country specific statuary and unique state requirements.
• Validated business requirements and communicated to enlist customer buy-in and support.
• Held end-user NuView training, mapping and system prototyping sessions to determine gaps, to determine data elements and reporting needs, ensure that initial customer requirements are captured within the Business Requirements Document.
• Involved in the integration process for data migration from PeopleSoft DB into NuViewDB. Utilizing ETL (Extracting, Transforming, Loading) for the staging, cleansing, synchronization, and loading.

Confidential, Jacksonville, FL 09.2007 - 10.2008
Multi-national Corporation that provides relationship management solutions, outsourced customer and HR management.
Consultant - Third Party Vendor Lead

• Full life-cycle management of TPV's - Third Party Vendors services and contracts. Responsibilities include leading IT vendor negotiations, performing financial analysis, ensuring the adherence to master terms, development of project plans, implementation schedules, and risk mitigation.
• Ensure goals and objectives of a multi-million-dollar outsourcing SAP project are achieved for the client Johnson & Johnson. SME (Subject Matter Expert) and primary contact with Johnson & Johnson Corporate Procurement in regards to TPV's recently outsourced to Convergys.

Confidential, Rochester Hills, MI 01.2007 - 05.2007
Systems integration and networking services to multinational corporations. Subsidiary of Deutsche Telekom.
Program Manager - Global Systems Integration

• Collaborating with Chrysler and Daimler-Mercedes-Benz Management, as a member of a diverse international team, to determine the impact of implementing Daimler Business and IT Systems into Chrysler Assembly Plants and Corporate Functions.
• Managed all key aspects (technical pre-sales, project planning / milestones, delivery, resource alignment - coordination, financial-project delivery, and customer satisfaction - Organized and delivered to customer executives critical path status, milestone achievements, project risks, opportunities, and next steps.
• Spearheaded at corporate offices multiple JAD and Kaizen sessions leading cross-functional teams in order to determine application gaps, data element touch-points and required innate functionality.
• Delivered formal "As-Is" Business Models and Workflow Processes created in ARIS Business Process Management (BPM) software and applying inherent Daimler business rules.

Confidential, Troy, MI 10.2002 - 12.2006
International Manufacturer of engineered fastening systems, assembly technology, and applications engineering services. Subsidiary of Textron - Bell Helicopter, Cessna Aircraft, E-Z-Go, Jacobsen.
Six Sigma Black Belt (DMAIC, DFSS, & Lean)
Global IT Business Process Management (BPM)

• As Six Sigma Black Belt, produced highly credible process breakthroughs and identified opportunities to improve processes, design repeatable methods to drive workforce productivity.
• Launched Corporate Procurement and Web Based Customer Quoting System; streamlining and standardizing Quote disciplines across 30 operations. $2 Million savings and 15-person reduction.
• Facilitated and mentored five concurrent Six Sigma project teams and assigned Green Belts developing and deploying corporate wide NP & SI (New Product & Services Introduction) system for adherence of ISO 9001, ITAR, QS9001, PPAP, SOX regulatory standards and company-wide best practice. Devised documented repeatable methods to enable a transfer and systematic coordination of methods, techniques, and tools to functional process owners.
• As Global IT (BPM) Business Process Manager, spearheaded implementation of Web Based PLM - ENOVIA/ MatrixOne for (PLM) Product Lifecycle Management.
• Established a Secured Global Data Warehouse "Single Source of Truth." Electronic Document Management System for Current-Historical-Version-Location: Customer Documentation - Product Drawings, Supplier Documentation - Product Drawings, Internal Engineering Design and Mechanical Drawings, BOM, CAD/CAM, SKU-Part Level Product Attribute drill-down functionally, work flow - change management system. Approximately 750,000 SKU-Part Numbers maintained.
• Managed software development lifecycle in the design, analysis and deployment of Enterprise Matrix-One Product Data Management (PDM) technology for 6000 technical users. Developed and managed project team including internal technical and co-source vendor resources employing Waterfall development methodology.

Confidential, Sterling Heights, MI 10.2000 - 09.2002
International Manufacturer of injection-molded plastic components for automotive and consumer products. 2,500 employees: 25 plants and engineering centers within North America and Europe.
Director of Information Technology

• Reporting to the President/CEO, recruited to manage overall Global IT function (distributed and centralized) including data center management, vendor relationships, technical support, custom application development, financial monitoring, daily operations, voice & data networks, EDI, help desk, training, security, and disaster recovery. Managed direct activities of 25+ staff and 60 indirect.
• Resolved long-standing conflict between the data networking and voice managed services organizations regarding roles and service responsibilities. Renegotiated contracts and service agreements (SLA's) improving level of service while reducing annual expenses by $250,000.
• Re-renegotiating and restructuring of Desktop, Midrange, and Server technology leases, resulted in $420,000 savings during first three months. Cost avoidance savings of $1.2 Million projected annually. Reduced planned expenditures by 200%.
• Rejuvenated under-utilized ERP System through end-user and management training - disciplines. Immediate value-add increasing usage by 100% and curtailment of isolated islands and silo's.
• Restructured and designed corporate Help Desk Department standardizing on BMC-Remedy solution, proactive incident and problem resolution, closed loop - escalation incident management.

Confidential, Southfield, MI 09.1997 - 10.2000
International Manufacturer of very large integrated systems for the transportation industry, specifically production of vehicular body assembly lines, robotics and power-train, components automotive, heavy truck, agricultural/construction. 26 locations-15 countries.
Director of Information Technology

• Senior level IT Director with overall responsibility for enterprise-wide project/program management portfolio. Managed department with 100+ professionals to focus upon implementation and support of E-Business solutions, BaaN, SAP, Oracle, PDM-Metaphase Applications, and management of custom software development.
• Introduced and implemented formal project management, IT risk management, vendor technical reviews, change management, and configuration management. Using Balanced Scorecard and Capability Maturity Model as a guide, improved project chartering, tracking, reporting, quality inspections, testing, and software maintenance processes.
• Prepared and executed an IT strategy that reduced administration costs and direct labor costs while realizing 28% improvement in ROI within first calendar year.
• Upgraded technology personnel effectively eliminating external consultants, saving over $800,000 on a recurring basis. Executed a culture change and transitioned IT to pro-active business mind-set.

Confidential, Southfield, MI 02.1985 - 09.1997
Provider of complete automotive seat systems, electronic products and electrical distribution systems. With annual net sales of $13.6 billion in 2008, Lear ranked #131 in 2008 among the Fortune 500.

Director of Corporate Information Technology (1989 - 1997)
Manager of Corporate Materials - Manufacturing
Project Manager, Confidential
Systems Analyst, Confidential
Programmer - Analyst

• Promoted to highest Corporate Information Technology position with responsibility for $164 Million budget and 200+ global IT professionals and 150 International Locations.
• Managed explosive growth of Greenfield / Brownfield JIT Manufacturing Plants and integration of JV's, Mergers, and Acquisitions. Involved in all aspects of Lear IT from infancy when annual revenue was $130 Million (3 manufacturing plants) in 1985 to revenue in 1998 of $8 Billion (150+ plants in 30+ countries). Senior IT member of the corporate executive strategy and planning committee.
• Provided leadership and technical expertise throughout the initial software selection and implementation of the mission critical backbone of MRP / ERP, Mid-Range and Mainframe, infrastructure, LAN, WAN, desktop, and front-back office software applications.
• Far-reaching influence in the roadmap for global IT architecture and establishment of corporate, business units, and departmental technology. Pioneered design and management of global frame relay network. Analyst and programmed custom application development for Just-in-time - ILVS (In-Line-Vehicle-System), shop floor radio frequency for sequenced shipping and receiving, production kitting, supply chain and perpetual - physical inventory.
• Responsible for integrating mergers, joint ventures, and acquisitions from subsidiaries of Chrysler, Fiat, Ford, GM, Saab, and Volvo. Face-to-Face International external customer interaction for IT requirements - specifications. Global / International Road Warrior training management / end-users.
• Identified and acted upon key areas for operational and process improvement throughout the manufacturing, distribution, materials, and administrative functions, saving $1.0 Million annually.

EDUCATION

• Bachelor of Business Administration, Management Information Technology, BSBA
• Business Administration
• Six Sigma Green Belt and Black Belt Certification -

COMPANY SPONSORED EDUCATION

• ARIS Business Process Management /Modeling Certification
• Six Sigma Black Belt Certification - LEAN, DMAIC (Design, Measure, Analyze, Improve, Control)
• Six Sigma Green Belt Certification - DFSS (Design for Six Sigma)
• PMP / PMI (Project Management Institute) Training
• GMS (Global Manufacturing System Design and Architecture)
• Oracle Data Base Configuration Management

TECHNICAL ADDENDUM

• PROJECT MANAGEMENT: Agile Waterfall, ARIS, Balanced Scorecard, BPM, JAD, KPI, ITIL, OLAP, PMBOK, PMI, RAD, RUP, SDLC, SOA, WBS
• SIX SIGMA: Acceptable Quality Level - AQL, Activity Based Costing - ABC, APQP, Balanced Scorecard, Cause and Effect, Cost of non-conformance, DFMA, Failure Mode and Effect Analysis - FMEA, Fishbone Diagrams, Gantt Chart, Kaizen, KPI, Network Diagram, Process Capability, Process Map, QFD, Reengineering, Root Cause, Sigma level, SIPOC, Stakeholder Analysis, SPC, SWOT Analysis, Total Quality Management, Value Stream Mapping
• E-COMMERCE: ANSI / ASC X12, B2B, B2C, EDI X12, EDIFACT, ODETTE, RosettaNet, XML
• ERP: BaaN, BPCS, JBA, JDE, JD Edwards, MAPICS, Oracle, PeopleSoft, QAD, SAP, SSA
• FI - Financial Accounting, Asset Management
• MM - Material Management
• FICO - Financial Accounting & Controlling
• PLM - Product Lifecycle Management
• HR - Human Resources
• SCM - Supply Chain Management
• PY - Payroll
• SRM - Supplier Relationship Management
• CRM - Customer Relationship Management
• PP - Production Planning
• BI - Business Intelligence
• PO - Purchase Order
• SD - Sales & Distribution
• BW - Business Warehousing
• SO - Sales Order
• WM - Warehouse Management
• QM - Quality Management
• Discrete, Process, and Lean Manufacturing