SUMMARY:

• Confidential has over 20 years of experience in Management Consulting and Project Management focused in ERP / HCM deployment, consolidation, and business transformation.
• Specialties - Healthcare Delivery, ERP / HCM Program Manager, Project Manager, Consulting Director
• Business Case Developments/Need Assessment ERP and HCM Implementation Management ERP and HCM Vendor Evaluation & Selection E Level engagement Change Management / Organizational Alignment Team Building / Thought Leadership Business and Clinical Application Integration M&A, Affiliate Integration, and Shared Services
• Scott has built and managed large project technical and functional project teams. Experience working in and developing the Project Management Office (PMO) and imprinting PMBOK and Agile best practices. Extensive experience in managing implementations of PeopleSoft and Oracle Cloud ERP / HCM applications for private, institutional, and not-for-profit Healthcare Systems gives Scott the ability to quickly understand business needs and devise solutions.

PROFESSIONAL EXPERIENCE:

Oracle Cloud Organizational Change Lead

Confidential

Responsibilities:

• Managed Oracle Readiness VITAS and KPMG Teams in development Change Management for deployment of Oracle Cloud HCM.
• Conducted Needs and Impact Assessment, Developed and Communication Plans.
• Lead VITAS Team in building project awareness and engagement campaigns and development of project and intranet site.
• Managed KPMG team of content developers in creation of 27 targeted course offerings (Core HR, Payroll, Time & Labor, Absence, Benefits, Learning, Talent Acquisition, Performance Management, Compensation, Expenses).
• Facilitated Train the Trainer sessions.
• Supported delivery and communication roadshows. .

Oracle Cloud Consulting Project Manager

Confidential, Tennessee

Responsibilities:

• Managed Oracle Fusion HCM and RightNow Deployments. HCM modules; Core HR, Benefits, Payroll, T&L, ADP Integration, Absence, Compensation, Talent Management and LMS.
• Managed project team of 8 Functional Leads, 2 onshore techs, project plans, RAID log and deliverables.
• Member of PMO that coordinated HCM, FSCM and PBCS, Change Management and EUT tracks to go-live.
• Worked directly with client stakeholders from requirements to testing. Managed scope expansion via formal Change Request process.
• Managed POD strategy for environment builds, conversions and refreshes.
• Built SIT /UAT Plans with a FootPrints incident tracking tool kit and reporting dashboard.

Healthcare ERP Market Strategy and Research

Confidential, Wisconsin

Responsibilities:

• Produced Market Research Report for this leading EPIC electronic medical records company to determine the competitive landscape and revenue opportunity for expanding its business line into ERP.
• Met regularly with CEO and COO to establish parameters of study and to report progress.
• The resulting business case was used as a basis to gain investor support for their market expansion.

PeopleSoft Deployment Lead

Confidential

Responsibilities:

• Developed the preliminary project plan deliverable for a PeopleSoft FSCM and HCM v9.2 deployment.

Oracle Cloud Consulting Project Manager

Confidential, California

Responsibilities:

• Managed in-house platform migration to Oracle Cloud SaaS, PaaS and IaaS.
• Managed self-hosted PeopleSoft FSCM v8.8 redeployment to Oracle Cloud ERP and SCM (SaaS PeopleSoft v9.2 PT8.55.11).
• Managing self-hosted PeopleSoft HCM heavily customized v9.1 redeployment to vanilla Oracle Cloud HCM (SaaS PeopleSoft v9.2 PT8.55.11).
• Managed project plan, deliverables, and combined onsite/offsite consulting team of 7 Functional Leads, 5 Technical and 3 Change Management / resources.
• Collaborated with client PM and Director in setting project schedule, client and consultant assignments.
• Facilitated HR /Payroll policy and business process realignment, consolidating pay cycles.
• Managing the ERP adoption of new financial COA, business and department structure, aligning HR to Finance Budget Department structures.
• Managed deployment of new Project and Grant labor distribution functionality to Payroll Accounting Lines.
• Managed deployment of inventory and new deployment of Fluid mobile inventory(w/barcode scanning)
• Affiliate adoption of eProcurement, AP, AR and AM standard business processes.
• Guided Development and delivery.
• Utilized Agile accelerators to define and control scope (e.g. Scope Scorecards, Change and Decision Records, RICEW Tracking Dashboards).
• Prepared and presented audience appropriate Project Status Dashboards to executive leadership, project sponsor, and project core teams

Healthcare Affiliate Integration Consultant

Confidential

Responsibilities:

• Under PMO oversight, engaged IT and business leadership to codify business drivers as the first step of delivering a 16 point integration roadmap.
• Key roadmap component included: Stakeholder Leaders and Affiliate Profile Discovery Survey, Affiliate Integration Governance Charter, Shared Services Readiness Assessment, Organizational Change Management Assessment, Affiliate Business Case Review, Affiliate Service Line Alignment Strategic Model, Affiliate Organizational Alignment, Affiliate Staff Model Alignment, Affiliate Benefit Alignment Charters, Integration Project Product Backlog, Integration Roadmap Leadership Review Sessions, Integration Roadmap Amendments, and Integration Roadmap Leadership Approval Session.

Consulting Project Manager

Confidential

Responsibilities:

• As part of PMO, managed 3 concurrent projects leading and managing internal IT, business stakeholder, vendor and off-shore resources.
• Organized Executive Project Leadership Teams codifying project business drivers and mandates outcomes to drive decision process and control scope. Established monthly KPIs to track outcome performance.
• Leveraged Executive Vision Statements to drive organizational awareness and commitment to project.
• Introduced Agile Weighted Scorecards to client for release scope definition and backlog planning.
• Introduced new project budget tracking toolset and weekly budget and timeline Dashboards to PMO which were adopted as part of PMO portfolio management.
• Leveraged SharePoint 2013 IRAD tracking to accelerate decision processes and issue escalation.
• Managed PeopleSoft HCM and Payroll v9.0 to 9.2 upgrade project and integration to new Kronos Time and Attendance/ Nurse Scheduling system.
• Managed on/off shore teams through full life cycle using Agile Backlog planning approach to the Fit /Gap process.
• Manager StrataJazz Provider Cost Analytics project (cloud based deployment) from requirements to cutover. Source data included Confidential t encounter, Charge Master, GL and various Stat accounts.
• Managed a Caradigm employee badging single sign-on (tap-and-go) and context management deployment project allowing nurses and physicians to sign onto a work station once, and automatically be signed into their other clinical applications such as EPIC, Carestream Imaging and Net Learning.

PeopleSoft Build and Test Manager

Confidential, Grand Blanc, MI

Responsibilities:

• Regional hospital Project Manager for Ascension Health Symphony Project, shared services Release 5 rollout of PeopleSoft HCM, Payroll and FSCM to Midwest hospital affiliate ministries.
• Managing local business and technical teams. Reported weekly to health system Steering Committee that included CEO CFO, CHRO, CMO and CIO facilitating weekly meetings, presented project dashboards.
• Partnered with Symphony shared services R5 PM and her team in managing work, team members, and deliverables in deploying national business policies and processes.
• Managed data conversion and interface development and cutover.
• Scope included conversion from Lawson HCM, adopting national jobcode, position, pay cycle and pay practices for health system (union shop).
• Conversion from ProClick MMIS Financials and Supply Chain adopting new financial COA, national vendor master, contracts and item master.
• Integration to Kronos, Pyxis and SIS and adoption of national CDM.
• Managed creation of local work instructions for shared service mandated business processes. Consistently tracked ahead of schedule for R5 mock conversion runs and payroll simulations.

PeopleSoft Business Transformation Program Manager

Confidential, Boston

Responsibilities:

• As member of PMO, Represented client side, managed $18M PeopleSoft centric business transformation/ software redeployment program with Confidential Consulting as the prime.
• Responsible for delivering on client program commitments and insuring contractor was meeting its commitments, responsible to CFO, CHRO and Supply Chain VP steering committee.
• Program began with Visioning Roadmap driving to a shared services healthcare industry print of business processes (PeopleSoft 9.0 to 9.2 transformations).
• Scope included integrating new Northeast Health System affiliates converting from Meditech to the shared service PeopleSoft applications, implementing new Financials COA and department relationships, consolidation of spend/procure item and vendor masters.
• HCM scope included centralization of HR administration, roll out of Position Management and standardization of pay cycles/processes along with initial deployment of Oracle OBIA HR Analytics
• Managed project plans, budgets, RAID and organizational change management.
• Managed ERP side of EPIC integration for clinical and revenue cycle. This helped to position Lahey for attracting new HDN affiliates and physician practices.

ERP Business Transformation Program Manager

Confidential

Responsibilities:

• Under PMO, lead business case development and vendor evaluation for full HCM, Financials and Supply Chain transformation. Heavily focused on Supply Chain drivers of: Comprehensive procure-to-pay and point-of-care business integration (Epic one-to-one integration); Item Master standardization and consolidation (Master Data); Item Master visibility to Requisitioning; and Item recalls and obsolescence.
• Prepared value realization metrics, total cost of ownership, ROI and earn value analysis. Managed vendor relationships with in depth vendor analysis (PeopleSoft, Lawson, GHX and the System Integrators).

Project Manager

Confidential

Responsibilities:

• Managed system integration aspects of an HCM platform change from PeopleSoft (in-house) to WorkDay (SaaS).
• Responsible for requirements definition and managing team and schedule in adapting ancillary systems integration to WorkDay.

Project Manager

Confidential, Dallas

Responsibilities:

• Managed PeopleSoft Payroll remediation project. Came in after a failed Payroll go-live to stabilize the payroll environment.
• Organized support team of 12 to resolve data conversion and setup issues.
• Lead new rounds of Payroll Simulation Tests with support team.
• Worked with Payroll Manager to implement new payroll business process and checklist improvements for an under tested implementation.
• Collaborated with ADP for quarterly tax filing integration.

Consulting Program Manager

Confidential, WA

Responsibilities:

• 36-month enterprise wide Oracle Enterprise Business Suite Financials and Supply Chain, Billing, Procurement, Grants and Projects. Member of PMO providing project governance, risk and issue management Directed creation and completion of project deliverables, scope management, project schedule and consulting resource management. Actively involved in system integration design to PeopleSoft HCM and design decision resolution. Managed SOA development aspects of project between FSCM Oracle and PeopleSoft as well as external customer billing and vender procurement.
• PeopleSoft HCM upgrade (v9.0), Payroll Time & Labor and Oracle EBS (v11) implementation, $28M consulting engagement. Full SDLC, responsibility for developing and managing Project Plan (MS Project and SharePoint), Contract, Budget, Risk Management, Staffing Plan and leading team of 38 consultants. Complex business environment that includes 93 Collective Bargaining Agreements. Implemented Labor Distribution to projects, grants, with FLSA compliance. Led complex design Proofs of Concept and drove design consensus. Daily design and issue leadership.

Project Director (1 of 4)

Confidential, Nashville, TN

Responsibilities:

• 24-month engagement for enterprise-wide PeopleSoft implementation of HCM, FSCM, Portal, EPM and ELM (v9.0), as well as third-party bar-coding, logistics and asset management applications. A $75M initiative with a combined Client/Contractor team size varying from . Executive client facing position serving on a five person Project Management Office (PMO) team. Very hands-on with the software, the implementation methodology, BAFO requirement tracking, contract compliance and risk mitigation. Stepped into at-risk and understaffed areas such as third party software API, EPM data warehouse, Internal/External customer and vendor Portal Deployment, Cash Management/third party ARP, end user and QA Scorecard deliverables.
• Provided oversight to team fit/gap, configuration and system modification activities. Direct, review and approve all Change Management deliverables including Communication, Cultural Change Management and End User Plans. Full SDLC responsibilities included project plan, staffing, budget/schedule performance (EV analysis), contract compliance, change order management, QA, and IV&V relationship management. Responsible for managing contract deliverable design, review, and sign-off procedures.

Enterprise Readiness Project Manager

Confidential, Santa Fe, NM

Responsibilities:

• 10-month engagement enterprise wide PeopleSoft implementation of HCM, Financials and Procurement (v8.9). A $23 million dollar, 1 ½ year, initiative with a combined client/MAXIMUS 60 - 85 member project team. Member of PMO responsible for Change Management and End User Team. Worked closely with State Project Directors, Enterprise Readiness and Functional Teams in creation of Change Readiness Roadmaps, Surveys and Role Alignment. Managed Team of eight content developers and 23 trainers in development and delivery of computer based for HCM and FSCM course material, 38 courses.

Managing Director & Founder

Confidential

Responsibilities:

• Built TIP from the ground up. Drove year after year organic revenue increases from zero to $20M+ over eight years. Hired and developed management team, defining goals and objectives. Led the diversification of the company into multiple practice areas, beginning with PeopleSoft and expanding later to JD Edwards and Siebel. In addition to business development Scott was responsible for general operations including setting revenue and profit objectives, managing budget, cash management, 401(k) administration and HR and Payroll matters.
• Led weekly staffing meetings to manage staffing plan and consulting resource allocation. Led Management Team in developing the consultant qualification and hiring process. Created management and consultant compensation and incentive plans. Directed, and provided engagement management for larger PeopleSoft and JDE projects. Established engagement quality review and employee review processes. Initiated consultant career path and development opportunities. Established and maintained vendor partnerships.
• Developed RFP proposal templates, fixed bid proposal metrics, scope definition controls and change control process. Reviewed all BAFO’s, negotiated and approved all contracts, partner agreements and SOW’s. Developed best practices for services delivery including software deployment methodology and project budget, monitoring, and change control processes.