Candidates About

Debbie John

SUMMARY OF QUALIFICATIONS

·         Twenty years of project planning and execution experience

·         Experience working with global teams in Europe, Asia and Australia

·         Proven track record of successfully implementing multi-million dollar enterprise-wide projects for global corporations

·         Experience in technology, real estate development, retail, hospitality, entertainment, health care, casino/gaming, manufacturing, fitness and public sector industries

·         Strong leadership, organizational, communication and relationship building skills

EXPERIENCE

WESTFIELD CORP

IT Project Manager                                                                                              August 2017 – present

Serving as project manager for a global Salesforce CRM implementation. The goal is to gain greater visibility of B2B customers by implementing Salesforce for permanent leasing, Brand Ventures, Specialty Leasing, Airports and Events business units. 

                                                                                                                February 2016 – January 2017

Served as project manager on several IT projects to enable efficiencies between Westfield’s Design, Construction, Leasing, Finance, Accounting and IT groups.  Specific projects include:

·         Automating the invoicing and payment process between Westfield’s sub-contractors, Construction and A/P teams.

·         Automating Accounting’s ability to calculate and forecast tenants’ rent across 35 shopping centers.

·         Managing the migration of over 2,500 email accounts from an on-premise Exchange platform to an online Exchange platform in the cloud.

24 HOUR FITNESS

IT Project Manager                                                                                    February 2017 – August 2017

Implemented RevStream’s revenue recognition management solution so that revenue can be deferred and recognized according to ASC 606 accounting requirements.

·         Scope of project included configuring RevStream for 24 use cases, building interfaces between RevStream and Oracle, MotionSoft and PeopleSoft, converting historical data to RevStream, and enabling single sign-on using OKTA.

·         Managed a 25 person project team comprised of accounting, IT (business analysts, architects, developers, QA) and vendor team members.

·         Developed a detailed project plan that captured activities related to environment setup, requirements gathering, configuration, integration development, testing, data conversion, training and cutover.  

RGP                                                                                                                    April 2011 – February 2016

Philips Healthcare – Project Manager                                                       January 2015 – February 2016

Worked with global teams to streamline the clinical trials process across Philips Healthcare. Responsibilities include standardizing how clinical trials are conducted, selecting and implementing software applications to support clinical trials, managing the adoption of changes across Philips and reporting on Key Performance Indicators.

Worked with global teams to streamline how quality system documents are managed and controlled across Philips. Responsibilities include defining the scope of the project, understanding regulatory requirements, gathering business and technical requirements, selecting and implementing a document management system, defining new processes, managing the adoption of changes across Philips and reporting on Key Performance Indicators.

Caesars Entertainment – Big Data Program Manager                         September 2013 – December 2014

Managed strategic and operational activities for Caesars Entertainment’s Big Data program.  Key activities included:

·         Building out the Hadoop technology stack which comprised of 115 nodes running on Cloudera’s Enterprise Data Hub.

·         Developing a process for prioritizing use cases and selecting high value projects for the 2014 Big Data program team to pursue. 2014 use cases involved bringing various structured and unstructured data from source systems into Hadoop including location data, Point-of Sale transactions, surveillance activity, credit card spend, social media content and online browsing behavior.

·         Facilitated discussion with Caesars Analytics and Marketing teams to monetize opportunities identified through data analysis.

·         Developed and tracked project plans and budgets.  Developed status reports and executive presentations, facilitated meetings, resolved issues, and ensured forward progress was made by all cross-functional team members.

Kaiser Permanente – Program Manager                                                January 2013 – September 2013

Health Innovation & Process Transformation: Served as program manager to spread innovation practices across KP’s southern California medical centers.  Key responsibilities included partnering with physicians, nurses and pharmacy team members to prototype new ideas, identify operational changes, identify pilot locations to be early adopters of change, and develop implementation plans across the Southern California region.

Information Management Practice Recruiter                                               August 2012 – January 2013

Recruited Information Technology talent to match the needs of RGP’s clients.  Assessed candidates based on their experience, interests, communication ability, critical thinking, social awareness and leadership capabilities.

Caesars Entertainment – Project Manager                                                           April 2011 – April 2012

Managed the build-out of several shared services functions within Caesars Entertainment.  Corporate leadership had commissioned the establishment of an Enterprise Shared Services group for their Analytics and VIP sales functions, minimizing the need for regional departments to exist throughout the country. My role was to serve as project manager for the appointed leaders of the Analytics group (from Apr – Oct) and the VIP Sales group (from Nov – Apr).  Responsibilities included:

·         Determining the scope and organizational structure of the Analytics and VIP Sales Center of Excellence (COE)

·         Identifying, recruiting and onboarding talent for the COE

·         Streamlining key processes within the COE (i.e., process for booking hotel reservations for VIP customers, process for requesting and delivery data analytics services to functional areas across the company)

·         Working with the construction team to build out new facilities in Las Vegas for the COE

·         Providing weekly updates to the CFO and Steering Committee members

GUITAR CENTER

Multi-Channel Program Manager                                                                         April 2010 – April 2011

Oversaw the implementation of 15 key multi-channel projects to increase sales across online, retail and call center channels.  Specific responsibilities included:

·         Developing an overall implementation schedule that includes milestones from the e-commerce, POS, ERP, data warehouse and web services teams.

·         Ensuring that requirements were clearly defined, development schedules were met, QA was adequately conducted, and training of sales and operations associates were thorough and timely.

·         Providing project management input and oversight to specific teams.

·         Developing status reports, issues and action items logs, and holding team accountable to their responsibilities.

·         Managing the multi-channel program budget.

·         Key projects include: (1) enabling customers to place items from the distribution center as well as retail stores in their shopping cart; (2) enabling customers to buy items online and pick up their items at a store; (3) enabling customers to return items purchased online to a store; (4) developing micro sites for all 216 retail locations with customized inventory, sales team and store specific information.

LIVE NATION

Sr. Project Manager                                                                                        March 2008 – March 2010

Managed the transition from a legacy ticketing system to a new ticketing platform. Specific responsibilities included:

·         Overseeing the development of Live Nation’s new ticketing system, testing of the system, deployment of hardware and software to over 70 venues, development of operational processes to support the new ticketing system, training of staff members on the new system and migrating data from the current system to the new system.

·         Developing detailed project plans to identify key technical, operational, financial milestones, activities, timelines and dependencies.

·         Defining roles, communicating responsibilities and holding teams accountable to their deliverables.

·         Managing stakeholder expectations within the following groups: Corporate executives, software development team, box office managers, online team, fulfillment team, retail partner and creative team.

·         Managed the development and delivery of Business Objects reports to finance and operational users.  These reports were critical to financial settlement and operational support of events across the country.

Developed a detailed data center migration plan to move data center assets from the west coast to the east coast.  Specific responsibilities include developing a master project plan that included tasks, dependencies, timelines and resources for all applications, databases and network equipment.

THE WALT DISNEY COMPANY                                                                                                                   

Manager, Corporate IT, Customer Relationship Management                                               2004 – 2008

Successfully planned and implemented multi-million dollar enterprise-wide technology projects.  Key projects included the implementation of a Disney-wide gift card and the Disney Rewards Card.  Also initiated a program to integrate customer data across all lines of business within Disney. Specific responsibilities were as follows:

·         Oversaw project activities across 20 business units to ensure the gift card program was successfully implemented within the following divisions: Hotel, Travel, Recreation, Dining, Merchandise, Games, Publishing, Online Retail, Store Retail, Home Entertainment, ABC, ESPN, IT, Operations, Finance, Marketing, Legal and Creative teams.

·         Negotiated contract with vendor and served as primary contact for vendor throughout the project.

·         Directed the development of key project deliverables such as the program guidelines, technical specifications, test plans, Request for Proposal, funding requests, status reports, project plans, budgets and forecasts.

·         Developed time and cost estimates and held regular status updates with Corporate executives.

·         Ensured the following activities were performed with high quality standards: point-of-sale modifications, integration with SAP, training, financial reconciliation, general ledger postings and inventory management.

·         Managed the $6.2 M project budget and ensured each business unit stayed within their budget.

·         Actively participated in resolving issues related to funding, competing business unit priorities and general implementation activities.

Sr. Project Manager, Disney Consumer Products – PMO                                                     2000 – 2004

Developed project management competencies within Disney Consumer Product’s project management office. 

·         Managed staff and projects within Disney Consumer Product’s IT project office.

·         Established high-performing teams that consistently met project deadlines.

·         Obtained project funding ranging from $100,000 to $5 million. 

·         Developed project plans and effectively managed project scope, schedule, budget, quality and stakeholder expectations.

·         Identified project risks and took appropriate action to effectively mitigate risks.

·         Selected vendors, negotiated competitive rates and contract terms, and managed vendor performance throughout the duration of projects.

·         Established staff development plans, mentored staff, and coached project team members to develop effective project management skills.

·         Developed project and departmental budgets and effectively maintained budgets throughout the term.

·         Reviewed critical projects on a monthly basis with the CIO and provided guidance where needed.

·         Served as the CIO’s single-point-of-contact for status and issue resolution on DCP’s SAP implementation. 

GARTNER CONSULTING

Management Consultant                                                                                                      1997 – 2000

Assisted clients with organizational assessments, strategic decision-making and technology implementations. 

·         Organizational Assessment: Evaluated the effectiveness of ViewSonic Corporation based on the following dimensions: organizational structure, governance, leadership skills, and coordination between organizational units.  Provided recommendations to senior management on key areas of improvement.

·         Strategic Planning: Established a strategic plan for San Diego County’s IT and telecommunications departments.  The plan was based on an evaluation of the County’s current organizational and technology state as well as their long-term business objectives.  The strategy articulated the County’s vision, goals and outlined a 5-year action plan and criteria for measuring progress.

·         Outsourcing Analysis, Selection and Implementation: Analyzed the feasibility of outsourcing the County of San Diego’s IT and Telecommunications services.  Developed a Request for Proposal to outsource all IT and telecommunications services (data centers, help desk, local and wide area networks, applications and telecommunications).  Evaluated proposals from IBM, CSC and EDS and assisted in the negotiation of the $650 million contract between the County and CSC.  Developed a transition plan to migrate the County’s technology staff, services and assets to CSC.

·         System Selection: Assisted San Diego County and the City of Santa Cruz with selecting a Finance and Human Resources system.  Responsibilities included identifying clients’ business needs, defining functional and technical requirements, developing Requests for Proposals and evaluating vendor proposals.

UNITED STATES OFFICE OF PERSONNEL MANAGEMENT

Organizational Effectiveness Analyst                                                                                   1995 – 1996

Assessed the organizational climate of the IRS and the U.S. Customs Services using an organization climate survey and by conducting focus groups.  Analyzed survey data and qualitative feedback, and presented recommendations to senior management.

EMBASSY OF AUSTRALIA

Compensation Analyst                                                                                                                    1994

Conducted an analysis of 20 Embassy employees’ compensation level.  Analyses were based on industry metrics and comparisons of similar positions in other Embassies.  Recommended compensation adjustments for 5 Embassy staff members, all of which were implemented.

EDUCATION

MA, Industrial/Organizational Psychology, George Washington University, 1996.

BA, Psychology, University of Southern California, 1992.

CERTIFICATIONS

Project Management Professional (PMP) certification, 2000.

PERSONAL HIGHLIGHTS

Strong communications and analytical skills, ability to develop strong relationships, demonstrated leadership skills, strong negotiations skills, ability to build effective teams, easily adaptable to changing priorities, ability to make effective decisions in a timely manner, enjoys fast paced environments, project management expertise, proficient in Word, Excel, Power Point, Project and Visio.