SUMMARY:

Senior Manager / Senior Consultant with a career history of successes in many functional organizations (IT and non - IT) and roles resulting in: process improvements, cost savings, operational efficiencies, and strategic organizational goal achievement. Strong expertise in solving problems and resolving conflicts.

AREAS OF EXPERTISE:

Process Improvement / Continuous Improvement: Demonstrated successes in Portfolio Management Offices (PMO’s), contract management, vendor management, service management, invoice payments, supply chain processes, and metrics reporting. Significant results in cost reduction and avoidance, resource efficiency, communications, training, compliance, and process automation.

Governance: Create and manage Project Portfolio Management Offices (PPMs), Project Management Offices (PMO’s), and Vendor Management Offices (VMO’s). Design governance structure, metrics, road maps, and tools / templates. Drive project selection and prioritization, own financial tracking and executive reporting. Create and deliver global communications and training.

Program/Project Management: Expertise in leading projects that require “big picture” business knowledge as well as a laser focus on key organizational goals, quality results, and resource capacity.

Business Customer and Vendor Relationship Management : Build strong partnerships across vendors and internal organizations. Ensure effective communications, resolve conflicts, and solve problems. Design robust metrics that enable accurate financial tracking, business strategy and planning.

Leadership / Supervisory Experience: Achieve operational and transformation goals. Create high performing teams and organizations. Manage direct reports, peers, and consulting resources.

PROFESSIONAL EXPERIENCE:

Confidential

Senior Manager / Senior Management Consultant

Responsibilities:

• Reporting to the Vice President of Legal, created and led the “Vendor Contracting Process Improvement (Six Sigma) Project to achieve organizational transformations, resource optimization and process excellence:
• Identified the short term and long term process improvement strategy, and presented a “Process
• Improvements Recommendations Report” to members of the Senior Leadership Team (CIO, CFO, and
• Supply Chain VP).
• Conducted value stream mapping (MS Visio) and performed root cause analysis. Vetted the current state and proposed future state processes with key sub teams (supply chain, IT Security, Legal, and business owners). Created and delivered final detailed process flow diagrams for both vendor and real estate contracting to executive management. Developed a Strategic Contract Management Process Excellence Road Map for presentation to Senior
• Leadership, including recommendations for roles, governance structure and resourcing of a Contract
• Management Organization (CMO) to own prioritization and management of procurement projects.
• Created a Business Transformation Team comprised of 30+ business owners/process owners and
• Senior Leadership) across IT, Security, Finance, Supply Chain, Purchasing, and Legal, as well as representatives from the hospital’s operational departments.
• Conducted process gap identification through qualitative interviews: identified 331 unique gaps.

Confidential

Senior Consultant

Responsibilities:

• Project management and business customer / vendor relationship management. Business process improvement of end-to-end contracting processes (IT services and software) and the IT spend request and approval process.
• Managed Confidential stakeholder relationships and expectations (across ~3,000 people), including providing operational support and guidance.
• Enabled fast-tracking of amendments by developing and garnering approval from Legal and Procurement for a professional services amendment template in Icertis ( Confidential ’s contract management system) which reduced amendment processing time and effort for both Procurement and Legal.
• Identified issue with vendor payment process and exemplified with one vendor in which $237K in overpayments were recovered.
• Partnered with senior management, procurement, legal, developers, supplier governance, finance, and administrative staff to perform gap analysis and refine data requirements.
• Developed process solutions and enhancements and worked with developers to implement.
• Developed communications, VOC (Voice of the Customer) survey, and training documentation.
• Conducted training sessions with procurement, finance, legal, IT, vendors, IT business relationship managers, IT plant managers, and admins.

Project Manager

Confidential

Responsibilities:

• Owned the IT portfolio of projects for multi-million dollar/multi-year vendor engagements with Confidential and SAP. Project managed completion of IT contracts for software development services outsourcing (on and off-shore), managed services, software licenses, and cloud hosting.
• Led monthly meetings with the IT Finance CIO and the SAP Vice President to ensure targets were met for strategic, financial, and performance requirements.
• Led and set the direction for cross-functional teams comprised of business owners (IT Finance CIO, Vice Presidents, and Project Managers), vendors, procurement, legal, and IT security.
• Resolved vendor performance issues expeditiously.
• Ensured project artifacts were in compliance with IT security and internal audit requirements and were uploaded in the team collaboration site.

Senior Manager

Confidential

Responsibilities:

• Owned the assessment, strategy and implementation of a new IT resource capacity and demand process and system for Finance IT.
• Created and delivered proposal and achieved buy-in from the CIO, Vice President, and senior management for Confidential ’s Project and Portfolio Management application ( Confidential ).
• Managed the project to populate the Confidential database and develop reporting.
• Created and delivered training.
• Confidential was implemented within six months. Managed two consultants and one matrixed employee.
• Maintained the project managers and IT resources roles and capabilities spreadsheet.

Confidential

Senior Process Engineer

Responsibilities:

• Provided strategic direction and guidance to client for their Six Sigma project to improve the incident reporting process across the global Manufacturing Division in alignment with ITIL standards.
• Developed the VOC questionnaire, metrics reporting, and training presentation.
• Created the Six Sigma artifacts and presentation for the client’s Black Belt certification (client was certified as a result).

Confidential

Manager P2P Systems & Processes

Responsibilities:

• Designed and delivered a new Finance Portfolio Management Office in alignment with Confidential PUMA IT PMO.
• Created the Finance governance process, executive level dashboard, and status reports.

Confidential

Senior IT Manager

Responsibilities:

• Managed three IT organizations. Built two new organizations: Supplier Relationship Management and IT Compliance.
• Awarded expanded responsibility for IT financials, software license asset management, and the PMO.
• Responsible for business relationship management across IT customers, Finance, Procurement, Security, and vendors.
• Developed long-term strategic business plans (road maps) and budget forecasts, to achieve transformation targets.
• Direct report to Director or Vice President, and matrix reported to CIO.
• Supervised, coached, mentored, and trained employees and consultants.
• Participant in CIO Executive Forums 2009-2010.
• Owned and drove governance over the IT portfolio for SAP and non-ERP projects globally.
• Ensured schedules and financials were in alignment with approved capital / expense budget.
• Developed and managed strategic road map. Ran project status meetings and lessons learned reviews, and reported metrics.
• Created and delivered training courses (European Labor Union compliance, data privacy, and PMO methodology).
• Drove compliance with standardized PMO methodology.
• Managed the IT operational governance and compliance aspects of sourcing engagements - outsourcing budget of >$25M annually.
• Exceeded targets for cost, quality, and on/off shore goals for applications and/or infrastructure support and professional services.
• Built and maintained strong partnerships across IT, business owners, and suppliers by resolving issues, effectively managing conflict, and quickly achieving resolution of issues.
• Automated the supplier invoice payment process. Results achieved: an
• 80% reduction in internal resource effort, 100% on-time payment of invoices, 100% elimination of vendor over-payments due to duplicate or over-stated invoices, and drove accurate quarterly accruals.
• Achieved savings over $1M: re-negotiated SOW rates, drove an optimal off-shore/on-shore model by maintaining an average ratio of 80/20, and by leveraging lowest cost suppliers.
• Provided metrics design leadership and established foundational supplier metrics and cost reporting. Presented monthly reporting/dashboards to the Senior Leadership Team (CIO and senior directors).
• Negotiated a reimbursement of $40K from a supplier due to poor quality deliverables and service.
• Identified and achieved $58K in cost savings for Travel & Expense via lower cost voice/data services.
• Developed and implemented a VOC satisfaction survey for infrastructure suppliers (via SharePoint).
• 100% of complaints and issues were either resolved or mitigated.
• Created and implemented a sustainable SOX compliant framework which drove stakeholder accountability through performance goals, strong governance, and reporting.
• Created the baseline MS Project Timeline to implement the new IT Compliance Governance Model.
• Developed resource plan and resourced the program with employees and third-party contractors.
• Trained direct-report auditor in PMI methodology / MS Project and business relationship management.
• Resolved issues and conflicts within IT and with Finance.

Confidential

Program Manager / Senior Project Manager / PMO Manager

Responsibilities:

• Led nine quality management systems projects to address gap assessment against the Confidential Work Plan for clinical procedures associated with GMP/GLP manufacture, testing, equipment and device calibration, processing, packaging, holding or distribution of clinical supplies.
• Matrix reported to VP of Manufacturing Compliance.
• Achieved all consent decree requirements. Facilitated internal audits and closure across 15 Level II
• Standards, including preparing project audit binders, implementing and tracking SOP (Standard
• Operating Procedures) training for 300 people, and project closeout.
• Partnered with R&D business partners to resolve issues and team conflicts.
• Achieved buy-in from senior management and stakeholders.
• Coached project team members. Defined project scope, deliverables, milestones, task dependencies, and critical path using
• PMI/PMBOK methodology. Managed project timelines via MS Project, and MS Project Server.

Confidential

IT PMO Manager

Responsibilities:

• Designed and implemented a new shared services PMO, and transitioned the business units into the new model.
• Led a cross-functional team of senior directors, and managers to create the mission, scope, resourcing, processes and tools, governance, and communications.
• Presented new process at IT town hall.
• Hired employees and managed consultants.
• Provided project oversight, resourcing (capacity and demand management), the project intake and prioritization process, and budgeting.
• Hand-selected by senior management to lead the global IT SOX program in the first year of regulatory compliance.
• The project scope covered 200+ financial applications and infrastructure at 40 international sites and all corporate U.S. sites, which processed .
• Achieved 100% on-time compliance for 1,000 key control process gaps worldwide resulting in Confidential ’s 2004 SOX certification.
• Matrix reported to the CIO and was a member of the Chief Financial Officer’s SOX Steering Committee.
• Developed the Demand Management Framework and resourced and directed a program team of 55 people including vendor resources to perform audits.
• Liaison between corporate finance, six IT divisions, external audit, and corporate auditing.
• Performed risk management (issue identification, resolution, and mitigation).
• Reported project status and issues to executive management, legal, and internal and external auditing