Archive for the ‘Lead/Management role’ Category

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Apparel/Footwear Company

May 18, 2015

Led a $1m, 25-person team to implement advanced supply chain functionality to 60 end users in customer service, distribution center, and 3PL teams in China. Project consistently trended 100% on track with budget, schedule, scope and quality. Developed project operating standards in alignment with other major supply chain programs and projects for improved project health assessment, metrics reporting, and communication to senior leadership.

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Semiconductor Client

May 18, 2015

Led the development of an Information Governance model to manage requests for changes to processes, software, and data; focus on lowering risk and cost, while increasing quality, communication, and standardization for a $1B global semiconductor firm. Deliverables included documented governance processes, templates, tool requirements, communication plans, and resource structures. These models are being implemented as part of a large ERP implementation and feeds into a 2-year Enterprise Data Architecture program.

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Claims Administration client

February 1, 2014

3/2013-2/2014 – Operations Process Improvement Project Manager

For a legal services administration organization, led three concurrent project teams focused on: Operations/billing process improvement; Time management process and system improvements; Management reporting design and development. Achieved the following project objectives:
• Standardized operations processes and streamlined business rules regarding billable services, resulting in a 30% reduction in the amount of time needed by operations staff to perform reporting.
• Implemented billing interfaces, which removed manual intervention, improved accuracy and ensured completeness of customer invoicing.
• Designed and implemented improvements to time approval processes and system functionality in an intranet Portal, resulting in: elimination of blind mass approvals of hourly time; streamlined time entry and approval processes to align with payroll, billing and financial reporting cycles; audibility and integrity of time, payroll, invoicing, and financial statements.
• Managed design and development efforts of management reports geared toward identifying and quantifying process problems, training needs, integration holes and employee utilization.

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Apparel/Footwear company

June 1, 2009

6/09 -11/10 – Business Process Lead / SAP Project Manager

Partnered with the CIO of a $1.4 billion global enterprise in the evaluation and selection of software. Established the initial business process and project scope through internal interviews and SAP Consulting; this step was crucial to the negotiation strategy employed and the business case. Worked with SAP Value Engineering and the Supply Chain and Finance departments to build a business case supporting the multi-year project. In the end, very favorable terms were gained in the negotiation with SAP, and Columbia took its first step toward improved processes and profitability.

Developed a number of ERP rollout alternatives, with a focus on reducing risk and cost. Then, developed and received approval for a 60+ FTE program organizational structure, including senior project leadership, business analysts, and technical staff. Established processes and standards for project tool usage, including SAP Solution Manager. Negotiated and managed external consultants for various project planning activities. Managed the installation of an ECC 6.0 Sandbox with IS-AFS and Solution Manager 7.0 system, including selection of and negotiation with an installation consultancy. Helped with the significant organizational change aspects during the earliest phases of the project by developing project communication for senior executives, the Columbia business community, and the Information Technology group.

(employment position)

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Public Sector / Government client

January 2, 2007

01/07-1/09 – SAP ECC Billing/Accounts Receivable Team Lead

For a public sector/local government organization, designed and implemented SAP Sales and Distribution (SD) and Accounts Receivable (FI-AR) modules to support the billing and A/R processes of 18 City bureaus. Streamlined over 50 billing business processes to 7 core process and system designs. Performed requirements analysis, business process and software design, development, testing, and implementation of an ERP software package. Responsible for design and implementation of functionality for contracts, customer invoicing, cash sales, resource-related billing (RRB), accounts receivable, and collections. Worked extensively with organizational change management and training teams to identify employee roles, organizational impacts, and training curricula. Scope of project included general ledger, purchasing, accounts payable, customer billing, accounts receivable, project accounting, asset management, funds management, fixed assets, cost controlling, grants management, SAP Portals and human capital management.


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Not-for-Profit organization

July 2, 2004

7/04-3/08 – President/Member Board of Directors, de-facto Executive Director

Led a 7-9 member board of directors, 4 employees, and 5-10 volunteers of a 501c(3) organization which provides educational and recreational opportunities for people of all ages and nationalities through low-cost, high-quality accommodations and activities. Led the team in an update of a 3 year strategic plan; created an award-winning volunteer management organization and volunteer base; managed development and delivery of educational programs; created marketing plans; launched a comprehensive website aimed at travelers, volunteers, financial donors, and members; developed budgets; managed employees and affiliate relations.

(volunteer)

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Chemical client

October 2, 2002

10/02-12/06 – Senior SAP OTC/SD Configuration Consultant/Lead

For a world leader in chemical manufacturing, performed SD configuration for a global implementation of release 4.6C, modules SD, MM, LE, WM, PP-PI, PM, QM, FI, CO, PA, TR, AM, CRM and BW. Scope included 9 company codes, 10 countries, 6 languages, 5 currencies, and 11 plants. Responsible for the design and configuration of Order-to-Cash functionality including consignment (SOI-Supplier Owned Inventory and SOMI-Supplier Owned and Managed Inventory), toll manufacturing, ATP, rebates, 3rd party purchasing, inter-company and intra-company sales, stock transport orders (STOs). Designed and implemented functionality specific to the Precious Metals industry, such as customer pool accounts and daily pricing per the LME (London Metal Exchange). Supported production system as part of cutover activities and post go-live. Developed and delivered high-level design presentations, training materials, program specifications, master data maps, and authorization requirements.

Additional 6-month rollout to implement release 4.6C for chemical sales offices, plants, and warehouses across Latin and South America. Lead SD consultant for localization configuration to conform to the legal and fiscal requirements of Brazil and Argentina. Scope of countries included Brazil, Argentina, Chile, Colombia, and Mexico. Role also included ATP lead for 63 sites across North and Latin/South America, and cutover site co-lead.

Designed solutions for new software functionality: led migration to new legal invoicing requirements for a Mexican subsidiary, designed and implemented intercompany financial posting functionality, performed troubleshooting of complex pricing design.

Continued development of new business-requested functionality and senior-level production support as needed.