PROFILE SUMMARY:

• A strategic program manager/director who has project - managed progressive SCM and financial business and I.T. systems implementations towards revenue recognition/improvement through business process improvement, BPM/management and I.T. transformation, leveraging over 11 years of federal, state and city transportation agencies’ program governance management and risk / compliance management experience.
• Over 20 years of asset management (MRO/EAM SCM) and the role of HRC (people, processes and technology working together); strong vendor/partner negotiator from deep SaaS operations and technology knowledgebase.
• Expert liaison between SCM business community and I.T. strategy & governance; develops asset management community-of-practice across all business units.
• Strong P&L ROI / business case for public-facing agencies, as well as publishing/digital media, pharma/OTC, HBA and other regulated industries.
• Excellent C-level communicator; extremely experienced in program CapEx/OpEx budgeting, defining the business case / charter for change, writing RFP’s and task orders, client reporting, updates, options generation.
• Works ‘hands-on’ with the business to frame strategic requirements/expectations and establish critical success & risk factors, mitigation strategies; RACI matrices to ensure methodology is followed.
• BA procurement liaison; prepares / QA’s vendor SOW’s to ensure that task orders’ deliverables will deliver the objectives. Full SDLC lifecycle with business intelligence (BI) tools / visualizations, critical-path tracking, milestones, business deliverables, issues, risks, manages delivery leads, UAT QA, on & offshore resources as needed to rollout. Develops and presents projects’ status to stakeholders / Steering Committee (Gantt, PowerPoint. SharePoint).
• Manages meetings with business strategic process, technical teams, Finance as needed; strong business liaison with senior management / client management, change control board (CCB). Manages consulting delivery teams, QA’s methodologies, ensures project / program delivery. 
• Excellent communicator, project manager and decision leader; develops consensus through deep SME SCM experience,
• Extensive experience on financial benefits realization/recognition; frames objectives, metrics and project plan to execute,
• Dual experience as business leader and I.T. project manager; unites the disciplines so technology is aligned with business,
• Deep knowledge of financial accounting / GAAP; CapEx and OpEx program budget balance; ROI and ROA expert,
• Applies all PMP, Prince2, ITIL, Six Sigma/Lean process and project management skills to ensure good team collaboration

PROFESSIONAL EXPERIENCE:

Confidential

Enterprise Asset Management Business Leader

Responsibilities:

• Business Analysis leader of all-agency Enterprise Asset Management (EAM/ERP) initiative for the Metropolitan Transit Authority; developing the BPM for the SCM business units for the executive program manager, managing multi-agency Supply-Chain (SCM) initiative through good relationships with MTA agencies’ senior SCM stakeholders.
• EAM project schedule, RFP documents, SCM requirements across all MTA agencies; develop risk registers, project management and training with Agile as needed to form, manage, and complete projects within the program while ensuring compliance with City, State and Federal agencies. Develops strong partnerships with MTA Procurement and all SCM departments, Finance, Engineering, develops 2 to 3-year “tranche” scope, management plan, risk management strategy, procurement strategy, skills acquisition, creating WBS structure for SCM transformation, EAM-to-ERP architecture, cost, budget and risk management.
• Defines financial ROI / ROA use cases, OpEx / CapEx budget blending, program ROI, cost avoidance and performance enhancement metrics, SCM modeling for CMMS workflow UI, manages change, business synergies across agencies. British Publicly Available Standard (PAS55) for EAM; related ISO 55001, first gate at ISO 14424, BIM 1192.
• Resource staffing / augmentation through strategic outsourcing; vendor demonstrations. Mentors new inductees as needed within the EAM PMO office.
• Ensures business architecture alignment with corporate objectives; ensures information & technical architecture alignment to deliver asset condition / predictive business information to agencies; HR progression planning, training, business architecture and target operating model, developing financial use cases, CapEx /and OpEx utilization, relative balance over asset lifecycles, convergence on target technology landscape, Infor EAM configuration for implementation, Quality gates, WBS, traceable EAM requirements sets, cost, budget and risk management. Defining goals, ROI and other performance management metrics, cost avoidance, standard Process BPR methodology (BPMN, CMMS workflow, UX/UI).
• Ensures predictive asset information architecture and knowledge delivery is supported by the information/technical architecture.

Confidential

SAP Contract Project Manager

• Managed a North American BPM-SCM proof-of-concept initiative for all dealer / retail-facing franchisers and Sales/Marketing admins in BPR workflow transition to BPM; developing internal COE with staff and informal leadership.
• Tools include IBM Websphere Lombardi 8.2 and SAP ECC suite / stack; XI - ESB datamart / replication; hosted in England. Solution included Vistex for SAP (tracks incentive programs, rebates, royalties) application for SAP / BPMN ECC retail implementation (North America initiative) acting as global pilot POC (proof-of-concept), to be replicated in Europe & Asia geographies.
• SOX-compliant environment and associated Business Assurance / Security procedures / protocols, Risk Assurance delivery methodologies tracked across market geographies, Sharepoint management of SDM / PMO requirements.

Confidential

DoITT Contract Project Manager, Caliber, HP

• Leads a 12 - 15-resource team within the PMO to design and implement IBM's COTS Tririga Environmental / Financial Asset EAM Mgmt. suite to improve SCM and reduce governance risk; ensure regulatory compliance at city agencies.
• Used CA Clarity to prioritize city technology programs flowing through DCAS NYC agency partnership with DoITT.
• Partnered with DCAS to lead business process management (BPM) effort for sustainable capital /retrofit investment and predictive risk analytics development for City properties with compliance to City local laws, state and Federal regulatory / EPA legislation.
• Managed Business Case, scope, risk management with Clarity, vendor SOW’s, RACI, CCB, Sharepoint site, WBS with MSProject and Agile sprints within Waterfall milestones, CMDB design, Infocube analysis, ETL, Informatica file management, build, QA test, delivery.
• Functional business liaison to DCAS; worked with Energy managers in NYPD, DSNY and the DOC to design inter-agency Asset management approach, lifecycle definitions, proactive PM programs and overall cost transparency.
• Designs vendor contract terms within P.O. language; software CCB participant, enriches with out-of-box (OTB) alternatives within IBM statement-of-work (SOW) agreements.
• Quality certification requirements as an OLA for each purchase contract of vendor services.

Confidential

Contract SME

• Works with Global Sourcing Helpdesk team and PMO group to design and manage COTS Ariba rollout BPM process and metrics in Ariba-SAP FI/CO PTP and Procurement linkage (Lawson legacy).
• Prepares Business Requirements Documents (BRD) and software CCB as required for continuing enhancements to Ariba 9r1 VMS deployment for Global Sourcing, Corporate Systems and STARS initiative.
• Considers UAT demands on users, continuity risk for the rollout in the Americas, to be followed by a global rollout >30,000 users.

Confidential

Sr. Contract SCM Program Manager

• Manages / coordinates multiple SCM projects and outsourced vendors’ daily contributions and responsibilities to standardize the NAFTA geography on SAP FI/CO with BPM, VIM, Infor / Hansen EAM, coordination with BASIS team, and Infor ERP LX for expert manufacturing, inventory management, WMS / WCS and integration with Sandvik’s global shipping & fulfillment network.
• Transitioning from legacy Cognos financials, Oracle BI Foundation suite, BPCS manufacturing with LMS/resource scheduling; SAP FI/CO already in place in European & Asian geographies; many custom-built estimating algorithms to remain in the SCM / order management workflow.
• Engages resources in Sandviken home office and support resources in all geographies; manages multiple project teams; senior client-facing business expert in the NAFTA PMO.
• Mentors / transitions program and project management responsibilities to internal client PM resources for go-live and global Helpdesk response / ongoing training programs.
• Designed & managed Sharepoint site for >100 users across the linked applications.

Confidential

Sr. Contract SAP Project Manager

• Manages migration from SAP instance 4.6c to ECC 6.0 EhP4 instance with Unicode UTF-8, managing engagement within the PMO at senior steering / executive committee level. 6.0 standard suites with ISMedia, PS; onshore & offshore SCM processes; remediation / testing teams, unit testing of custom tables (title management) and user exits, functional / integration testing, UAT.
• Changepoint and Sharepoint enterprise tools, Oracle BI Foundation suite, MSProject co-management with IBM BASIS team.
• Education reorganization with full MADI, relocation of facilities, training, cross-border multi-language modules within HCM cycle. Applied SAP ECC 6.0 self-teaching Web portal into HR with FI/CO.
• Fixed-scope, through Pearson Polaris PMO methodology with SaaS, ITIL / ITIM through current Remedy Helpdesk issue management tools (will include SAP Solution Manager, Planview Enterprise and BPM post-upgrade). Full FI/CO integration with BOA, AMEX, Datamatics and other financial partners using OCR/VIM.
• Schedules ASAP phases and sub-tasks with internal and contract technical resources; liaison with Pearson business community for steering committee bi-monthly reporting.
• Developed supplier KPI portals for their WMS / WCS based on new BI tools available in the ECC suite; developed centers of excellence (COE) and superusers within existing PMO at operational / supply chain level, giving expert inventory management guidelines for CMDB; default thresholds within MM, PP/DS.

Confidential

Contract PMO Program Manager

• Program Manager for Confidential and selection team member for Confidential ’s SAP Enterprise Asset Management integrated ECC 6.0 SAP initiative (HR/HCM with Planview, FI/CO with OCR/VIM, MM, EPM); co-management of BASIS team, developed financial ROI and network / infrastructure requirements for pre-ASAP BPR within Infor WMS / WCS at national facilities; followed Agile short-duration releases to shop floor maintenance cycles. Integrated supplier KPI / analysis tools with FI/CO suite, integration points from Infor / Hansen WMS / WCS fleet suite with SAP HR certifications & qualifications database maintenance, Fieldglass contingent workforce management, Maximo Linear 7.1 fixed asset management, Ariba Procurement suite, Business Objects/BI.
• Improved cost tracking at the work element / journal-entry level in rebuilt COA for WMS / WCS fleet maintenance operations and CRM service to Confidential Transportation Operations. KPI’s established for New York turnaround operation profitability; contributes / collaborates with business on enterprise I.T. architecture to support the SBU’s. Maintains best-of-breed application continuity (Spear/Infor WMS / WCS) during the ECC 6.0 project; liaisons with business units to ensure customer performance KPI’s.
• Manages teams in dev, test and pilot/ rollout of integrated WMS / WCS.
•  PMO Program Manager(Electronic Materials Requisitioning) pre-SAP workflow project between AAMPS and Mechanical’s Infor WMS / WCS product. Worked with Confidential I.T.’s program management office to ensure quality gates were met, network infrastructure requirements, CMDB structure, portals, pre-ORR and ORR (Operations Readiness Review) checklists, AD/domain security planning, were met on schedule and budget. Managed teams through functional design, RFQ’s and SLA specifics to development vendors (Dumas Software, Spear Technologies, Alstom), unit testing, end-to-end testing from WMS / WCS to AAMPS and SAP HR ECC 6.0 and deployment (realization phase) and Helpdesk call management to pilot locations Ivy City (Washington) PM and Wilmington backshop facilities with in-house LMS. Successive facility rollouts transitioned to internal PM teams as another initiative was started (Mechanical Div.)