Candidates About

 

Oregon Laws

Global Multi Lingual (Brazilian Portuguese, Spanish, English & Shanghainese) Transformation Solution Delivery & Process Improvement Integration Professional.  Execution & Results oriented OCM & Operations leader with demonstrated track record delivering Transformation results and Deployment of new Global Systems and Processes.

Possess diverse global industry experience including Telecom, CPG, Manufacturing (both discreet and process), Financial Services, and global SCM operational efficiency programs. 

●      ERP: SAP, Oracle, NAV, Ariba ●      Readiness & User Adoption ●      Ariba Upstream & Downstream

●      Global Program Management ●      Brazilian Localization ●      SRM, P2P, SCM, CRM

●      Impact Analysis ●      Training & Communications ●      Deployment & Cutover Planning

·         Lean Six Sigma Business Process (BPI) Champion: Global SME for Lean Six Sigma problem solving, solution mapping, tool selection, and results execution; Champion of Black, Green, & Yellow Belt projects in China, Korea, Brazil, and US; Result - Up to five (5) + MM savings per project

·         Directed Turnaround of a Year Long Delayed Brazilian ERP Financial Transformation Program – Result Go Live within 3.5 months and Remediated 36 IT Deficiencies prior to Audit. Result - No Deficiencies 

·         Winner of GM CIO Award: Project Recovery (Asia) - Rescued troubled project and directed mixed-source teams to consolidate eight (8) disparate applications into four (4). Result - On time and on budget Solution Delivery; improving efficiency and reducing sustain costs by two (2) + MM

·         Executed Global Instructional Design & “Hands On” Multi Lingual Training: Brazil, Hong Kong, China, Thailand – SRM, P2P, SCM & CRM

·         Within 30 days: Developed and Executed Cutover and Communications plans leading to separation of Motorola into separate legal entities (LE’s) globally. Result: Two Hundred Twenty-Five (225) requirements placed into production with “TWO” (2) defects.

Principal Consultant – ERP & Transformation – International Organization Change Management Institute (IOCMI) July 2015 – Present

 

Current Project: Global Financial Services Corporation (2017)

·         Role: Principal OCM Consultant – Multinational ERP Cloud Implementation

·         Accomplishments to Date: (1) Conducted ETE Global OCM Assessment, (2) Designed & Developed Customized OCM Frame work including All Tools and Templates, (3) Development of OCM Strategy, Approach, & (4) Project Time Line for Execution

 

·         2. Former Internal Project:  New OCM Product (Dashboard Reporting) Pre-Launch Evaluation.(2017)

·         3. Mexican Project Accomplishments: Replacement PM in Mexico: SAP Integration (Plan, Build, Test, And Document).(2016)

·         Ariba On Demand, Navision, SAP, Oracle - End to End Program Management, Brazilian Tax & Localization Implementation.

·         Executed IOCMI OCM Tools – Strategy & Planning, Stakeholder Engagement, Readiness Evaluations, Impact Assessments, Cultural Assessments, Resistance Management, Communications & Training Strategies/Execution.

 

Elsevier Publishing Company                                                                                                                                        September 2015 – September 2016

Global ERP Brazilian Transformation Program Manager (Solution Delivery & OCM for MS Dynamics)

·         Accomplishment: ERP MS Dynamics Solution Delivery Go Live within 3.5 months after One Year Delay

·         Accomplishment: Remediated 36 IT Audit Deficiencies within 3 months

·         Reporting to CFO – Accountable for Program OCM/Change Management, & Solution Delivery including Post Go Live Support – MS Dynamics, GL, AP, AR, Inventory, VAT, Reporting)

·         Brazilian Localization:  Included Royalties, Discounts, Contabilidade, & All Brazilian Taxes incl: IPI, COFINS, & ISS

Based in Brazil, Led Team of 5, & Offsite Supplier to revamp execution processes resulting in enhanced Control, Governance, & Visibility.

·         OCM & Solution Delivery Tools Utilized: Stakeholder Engagement, Training Planning & Roll Out, Impact Analysis, Resistance Management, & Deployment/Cutover Planning,

 

 

Principal – ERP Solution Delivery & Transformation – International IT                                                                                            April 2008 – July 2015 (Projects Below)

 

Various Global SAP, Ariba, & Oracle Transformation Consulting Assignments    

·         “Hands On”: Training Assessments, Instructional Design, & Global Training:  P2P, SCM, SRM, CRM

·         Accomplishment: Governance, Deployment Support, Standardization, and Critical Path Dashboard Reporting.

·         Accomplishment: Global Process Documentation Review: PTP, ITR, OTO.

·         Global SAP Program/Project Manager: Europe, Nordic Region, Singapore, China, and Pacific.

·         SAP – OTO, OTC, ITR, SFDC, and Hana, with Share Point Repository.

·         Impact: Governance, Transparency, Delivery Support, Traceability, Standardization, and Critical Path Dashboard/Scorecard Reporting & Deployment Planning

 

Bristlecone

Global SAP OCM Program Manager (Interim)

●      OCM Tools Developed: Impact Assessment, Stakeholder Analysis, Three Phase Readiness Assessment (Director, Manager, Supervisor), OCM Change Champion Newsletter, & Change Champion Departmental Readiness Assessments

●      Global Manufacturing Corporation. Interim role needed after client replaced former Global Systems Integrator: SAP ECC - HANA, BI & BW, QM, SRM, FICO, PM, & PTF

●      Led End to End Global OCM Tasks & Activities - Developed SAP Training Material, Impact Assessment, Readiness Assessments, Developed & managed a Change Champion Program, Completed and Human Resources Capability Assessment, Developed Communications Newsletters, and Stakeholder Analysis

 

SAP                                                                                                                 

Global OCM Program Manager (Interim)

Fortune 25 Client: Accountable for development of Global OCM Strategy, & Risk Assessments based upon SAP ASAP OCM Methodology: Finance Transformation Program

●      Developed OCM Toolkit: Global Business Readiness & Risk Assessment

 

Bunge Global                                                                                           

Global OCM Program Manager

Program Level SAP Organizational Change Management (OCM) Implementation Activities: Template & Standards Guidance, Global OCM Project Planning in various languages, Direct & Manage Multi Lingual Consultant Resources.

“Hands On” Assessment of Impacts, Actions, & Readiness, Stakeholder Analysis & Engagement, Planning & Execution, Communications Planning, Training, Change Agent Development, & Milestone Stage Gate Reviews: Asia (China), South America (Brazil), & Europe (Germany& Spain); 100% Global Travel.

Accomplishments:

●              SAP China Implementation: Hands on completion of Risk Assessments, Impact Assessments & Analysis, Action Plan Execution, OCM Project Planning & Deployment/Cutover.

●              Reporting: Developed OCM Performance Metrics for PMO & C-Level Status Review.

●              SAP China & European Implementations: Hands on mentoring & monitoring Consultant resources (Multi Lingual): End to End OCM Lifecycle – Assessments, Impact Analysis thru Communications, Strategy & Training Programs Development.

●              Standards Guidance: OCM Methodology & template review, GAP determination & analysis of GAP’s.

●              SAP China Implementation: Designed, developed, finalized & executed Stake Holder Assessment Templates in Chinese & English.

●              SAP Impact Assessment Audits: Asia Region -- Developed & Executed OCM Impact Assessment Audit: Resulting in Remediation of Impacts -- PP, PM, QM, FICO, SRM.

●              SAP China Project: Outlined & Developed Training Material for SAP Key & End users in China: SAP – Introduction & Navigation, MM (Materials Management) and PP (Production Planning).

 

Walmart Brazil, Sao Paulo Brazil                                                                 

SAP Program Manager: Brazilian SAP OCM Assessment

Brazilian Portuguese OCM SAP Assessment:

●              Reviewed Process Methodology/Framework Adoption.

Final deliverable: Detailed Analysis of Findings, GAP Analysis, Transition Plan to Address GAPS, and Priorities with Remediation Approach to GAPS with Special Reference to Brazilian Localization (SPED, IPI, Nota Fiscal: NF-e, DANFE, Boleto, COFINS, CSLL).

 

Cummings Brazil - Global Manufacturing Corporation

(Automotive)                                                                                                                                                                                                                           

Interim SAP Brazil Program/Project Manager

Sr. SAP Program/ Project Manager for Blueprint Phase of Global Automotive Roll out – Brazil (Sao Paulo): SAP ECC 6 - P2M, P2P, R2R, OTC, EWM, & SAP SRM

Program Management / Brazilian Localization Accountabilities included:

●              Localization Workshops: Assessment, Needed Determination, validation, & documentation of Brazilian Localization requirements: Master Data (Nota Fiscal, PPD, Boleto, SPED, etc.); Workshop standardization, participation & execution of workshops for Master Data, and process work streams.

●              Extended Warehouse Management (EWM): Completed C Level analysis of EWM (Extended Warehouse Management vs. WM (Warehouse Management): Technical & Functional Analysis consisted of: RICEF Analysis, Implementation Time Line, Head Count Needed, Infrastructure/Hardware, Incremental Costs, Hypercare &, Post Go Live Support.

●              SAP SRM: Review of deployment scenarios (Classic, Extended classic, Stand Alone, Decoupled), Determination of SAP Integration Methods (RFC, ALE, PI, ALE, and use of CRM middle ware).

●              Blueprint Workshops: Coordinated, Managed, and Facilitated all work stream reviews: Reviewed and Modified As was vs. Future ”Process Documentation”, Reported requirements (BI vs. APAP) etc. & GAP Identification leading to Determination of RICEFW(s) needed: Planning, APO, Planning, WM, P2M, P2P, EWM.

 

Pfizer                                                                                                                    

Interim Program/Project Manager, Brazil

●              Global Pharma Manufacturing Corporation: Established new Legal Entity (LE) in Brazil.

●              Brazil Rollout Applications: SAP, Ariba, Sun, T&E, & legacy systems.

●              Retail Functional Accountabilities: Established Brazil Financial Project Plan, Finalized Requirements, Developed & Executed Test Scripts, Reviewed Process Flows, Risk Management, & Weekly Management & Stakeholder communications.

 

Pall Corporation                                                                                

IBM Assignment: SAP Training Management – PR/Mexico

Assignment for Pall Corporation, a global company manufacturing Filtration and Purification equipment. During final phase of SAP ECC 6.0 Implementation/ Hypercare; Change Management Activities:

●              Training - SAP Modules: Production Planning (PP), Warehouse Management (WM), & Material Management (MM) – Including T-Codes and Process Flows.

●              SAP Training Course Material Review, Instructional Course Delivery, & Daily Preparation for Training Classes at Manufacturing Plants in Puerto Rico & Mexico.

●              Reviewed and executed T-Code & Process Demonstrations: Production Planning (PP), Warehouse Management (WM), & Material Management (MM).

 

Huawei Telecommunications Corporation: Expat in China                                                                                                                                                    

Interim IT Program Manager – Oracle Program & Projects Delivery – Three Month Interim Assignment

Oracle - Contract to Cash: Contracts, Oracle Order Management (OM), Contracts, and Project Suite Costing & Billing Modules (CRM):

●              Development of detailed IT & Business flows, and completion of a FIT/GAP Analysis.

●              Internal Team Workshop simulation: Business Unit & SME Future Business Flow Workshops.

●              Chinese Localization: Golden Tax System (GTS), Sales Invoice Creation & Cancellation, Inbound & Outbound File formats, Needed Interfaces, & Overseas Invoices.

 

Yazaki North America                                                                              

SAP Executive Program Manager & Solution Architect (Nine Months)

YNA: Global Automotive Manufacturing co. (Latin America, Asia, US); Implemented/GO live of ECC 6.0: LE, Sequencing, EWM, WM, AP0, OTC, FICO, QM, SNC, & STP; Business Transformation Project with a budget of approximately 150 mm +; Manufacturing plants and Warehouses globally.

●              Organizational Change Management (OCM): Organizational Readiness Assessments, Multi Lingual SAP Training Program Development & Delivery: End User, Super User, Shoulder to Shoulder, and SAP Boot Camp Training Programs; Reviewed and critiqued ERP Change Management Project Plans for Training, Stake Holder Communications, Security Mapping, and, SNC - Supplier Network Collaboration.

●              ASAP Methodology (v7.1): Pre Planning, Planning, Blueprinting, Realization, Final Preparation, Detailed Deployment Planning, Go Live/Hypercare Support, and Run Phases; RICEF Reviews: All global implementations with mixed resources staff - onshore and offshore.

●              Deployment Mode/Plan l Review: Documented Issues , Risks, and Impacts to Business, Customers, Manufacturing Plants, Finance, and Suppliers using – (1) End to End SAP Solution, (2) Plant First in SAP & Distribution Center in Legacy, and (3) Distribution Center in SAP first with Plant remaining in legacy systems.

●              Pre/Post GO live Solution Quality Assessment: Executed reviews of Solution Adoption for US and global manufacturing facilities; including Process Analysis, Solution Quality, Technology, People/Environment, Solution Maturity & Adoption; Post Go Live review of Solution Constraints, Vital Signs, COGI Reports, and Production Order Confirmation and Master Data issues.

●              Deployment Model /Cutover Plan Development & Review: Master Data, Manufacturing Plant, Finance Processes, Finished Goods, Distribution Centers (In SAP & Legacy System Activities).

●              Defined and created standards, guidelines, and quality of service criteria for enabling and implementing architected hardware and software systems.

●              Global On Site Reviews: Production Plants and Warehouse facilities: Evaluated manual and automated Kanban processes, Automotive Sequencing (SAP Cross Application Module), Back Flush Process, Yard Management, Warehouse Logistics; demand identification, receipt of goods, storage, pick, pack, and shipment; Needs and Issue Remediation: TAILS, RICEF, & PAILS

●              Ensured recommended architecture supports rapid application development and deployment, taking into account the differing evolution cycles of the applications being deployed.

 

 

 

Motorola                                                                                                  

Oracle Global Program Manager

Strategically planned, operationally executed, and technically implemented, Motorola PMO Program Management for Mobile Devices Portfolio Globally: Asia, Latin America, EMEA, and China. Applications include Oracle Projects Suite, Order Management, and Order to Cash – Sales, Fulfillment, Distribution and Post Sales. Used HP Cloud Computing for Implementation in China, Managed 120 resources globally and 120 applications.

●              Within 30 days: Developed and Executed cutover and communications plans leading to separation of Motorola into separate legal entities (LE’s) globally. Impact: 225 requirements placed into production with “TWO” (2) defects.

●              Managed Project Portfolios consisting of 120 applications with 20 mil budget: PMO Initialization, Budget, Forecasting, Plan, Define, Design, Build, and Test; Deployment Planning; Sr. Leadership status reporting on key milestones, deliverables, Risk, Issue, & Dependency Management; Readiness Assessment; Agile Methodologies.

●              Infrastructure and Data Center Accountabilities: Determination of source data and changes needed for: IP Configuration, LDAP, Email, and Domain Name System (DNS); Data Center moves involved budget prep, planning, and use of third party vendors.

 

Capgemini                                                                                                

GM Asia Pacific and Latin America Program Manager (Expat in Shanghai China- Interim 18 month Assignment)

●              Executed the development and implementation of a Global PMO environment with Program Management, Project Management and Process Improvement: pre planning, requirements planning, process re-engineering; performance monitoring, metrics/analytics, project management and process control throughout the enterprise; extensive Stakeholder Collaboration to facilitate successful business initiatives/goals.

●              SAP R3 & ECC 6.0 - Successful in delivering/implementing process/productivity improvements to achieve best in class Centers of Excellence and Customer Satisfaction results utilizing proven methodologies (ASAP, PMI, Lean Six Sigma, Kaizen, Waterfall, Agile), establishing Standards, Policies, Processes, Operating Procedures, Tools, Templates, Process Controls, KRA’s, and dashboards; focused on delivering Quality & Process Improvement for successful Customer Satisfaction.

●              Managed Asia Pacific and Latin American regions of General Motors Asia (Brazil, Middle East, South Africa, China, Korea, Russia, Thailand, Malaysia, and India).

●              Global Manufacturing Applications/Domains included: Oracle Projects Costing & Billing, SAP R3, ECC 6.0 (MM), Ariba, and Legacy Logistics, Supply Operations, and Purchasing

●              GM CIO Award 2009 winner for completing the transformation of (GMDAT) Korean Application Consolidation and Retirement Program including readiness assessments, process methodology, process analysis, and tool implementation; Lean BPI used to generate 5 million in savings after application consolidation.

●              Designed and implemented Global Risk and Issue Management Systems: Documentation, Analysis, Measurement, Mitigation Planning, Tracking, and Reporting thru Hypercare: SAP, Oracle, Ariba, I2 (Asia, Middle East, Latin America and US) Winner of GM CIO Award 2009.

●              Executed Lean Value Stream Mapping and Developed a PMO GAP Analysis for Asian region resulted in the identification of five (5) significant Planning/Gap Opportunities needing remediation.

●              Increased Global Project Documentation (Korea) from CMM Level 1(Chaotic) to CMM Level 3 (Defined) in three months: via Lean Value Stream Mapping Project.

●              Completed a GAP Analysis remediation plan resulting in a Transformation execution plan for three market segments: Mature, Emerging, and Korean/Russian.

●              Implemented Thirty (30) day PMO “Turn Around” remediation plan for emerging market segment to change program/project status from “Red to Green” and to drive performance in alignment with IT and business strategies including Risk/Issues and operational management transformation.

●              SAP R3 Projects: ECC Upgrade, MM, and Parts Master Data Modifications (short shipment and supplier return), SNC (Supplier Network Collaboration) and evaluation of Procurement Integration with Ariba Buyer.

●              Review & Execution: Brazilian & Chinese Localization Requirements.

 

Dell Inc.                                                                                                                                 2006 – 2008

Sr. Global Project Manager PMO and Lean BPI Champion

●              Led multiple enterprise wide System Deployment PMO & Retail projects with global cross functional teams of 5-15 each: (Initialization, Envisioning, Design, Development, Testing, Go Live, Support, Close, and Stake Holder Business Teams).

●              Oracle & Ariba - Responsibilities for a 6 project Portfolio; Multi Lingual Configurations, Mixed Source/Off Shore Resources, Change Management, Training, Communications, Risk/Issue Management, SIT / UAT Testing Internationally; Deployment Planning; Post Implementation Go Live Support, and Stabilization/Close.

●              Nominated - Lean BPI Champion and Mentor: Participation in first Kaizen for Trouble Tickets lowering process steps from 2,200 to 700; mentored Green and Yellow Belt projects; over 500k savings result.

●              Evaluation and Process Mapping of SAP Retail for Implementation in US: Included Risks and Issues identification & remediation.

 

Master Project Manager (MPM)	AAPM	2017
Certified International Project Manager (CIPM)	AAPM	2017
Master Black Belt (MBB)	ER Rating	2011
Six Sigma Green Belt (SSGB)	IQF	2005
Six Sigma Champion	Dell Inc	2007
Organizational Change Management Certification (IOCMI)	IOCMI	2015
Fast Pass PMBOK training	Executrain	2007
Brazilian Localization	Hexacta Sao Paulo	2000

Organizational Change Management: ADKAR, ASAP, AIM, Kotter, Conner, Lewin, IOCMI

Systems: SAP S/4 HANA, R3 & ECC 6.0: SRM, LE, S&OP, APP, QM, STP, Kanban, WM, ASAP, Solution Manager: Oracle: EBS, LTC, CTC, OM, P2P, AP, FA, AR, Systems Administration:  Ariba: (Upstream & Downstream, On Demand Training – Buyer, Invoicing, Marketplace, Contracts, Sourcing), MS Office, MS Project,

 

Bachelor of Science – Temple University

MS HSM – Florida Tech

Team Culture – Present, University of Pennsylvania

Operations – Present, Wharton School of Business: University of Pennsylvania

Gamification – May 2014, Wharton School of Business: University of Pennsylvania