Chief Information Officer/ CIO or VP / Director of IT Resume

Title
Chief Information Officer/ CIO or VP / Director of IT

Primary Skills
VP of IT / Director of IT / Global Program Office / Technology Strategy Leade...

Location
US-PA-Chalfont

Posted
Nov-05-08

VP of IT / Director of IT / Global Program Office / Technology Strategy Leader / Business Information Systems

Global Technology Executive with proven leadership success and broad-based experience in North America, Europe and Asia.

Led rollout of real-time transaction infrastructure to launch startup banking operations in US/Europe.
Turned around international project and selected new vendor, averting system inefficiencies.
Selected to serve as Interim CIO for Europe. 2x finalist of Chairman's Club (nominated by President).

Created unified strategy for PeopleSoft deployment in 13 countries supporting 350 business units and 4,000 users.
Salvaged relationship with ASP, facilitating seamless consolidation of 12 acquired companies into existing ERP.
Drove $3 million annual savings. $13+ million via effective contract negotiations. Awarded for outstanding contributions.

C-level Business Partner with entrepreneurial spirit who positions IT as strategic/tactical player in attaining corporate goals.
* Spearheaded post-merger certification of suppliers, applications, facilities and operational infrastructure.
* Led team to design new business processes and technology solutions to support changing business model.
* Achieved global 2-day monthly close, significantly outperforming organizational and industry averages.


Respected Leader who leverages in-depth expertise to harness the power of technology and ensure optimal performance.
* Provided strategic direction for enhanced technical stability of PeopleSoft upgrade, eliminating costly downtime.
* Instituted SOX certification processes; maintained zero-deficiency record through 3 consecutive SOX audits.
* Served as speaker/panelist for Oracle Open World, PeopleSoft Connect and Gartner Outsourcing Conferences.


Effective Relationship Builder with collaborative approach. Highly skilled at forging consensus across an organization. Consistently tapped for key initiatives due to consistent execution, communication skills and understanding of multinational business cultures.


KEY AREAS OF EXPERTISE

IT Operations/P&L
Project Management Life Cycle
Global ERP Optimization
Process Improvements
Offshore Sourcing
Software/Product Development
Organizational Design
Business Transformation
SOX Compliance
Systems/Application Integration
IT Process/Procedures
Startups/Turnarounds
IT Governance
Acquisitions/Divestitures
Disaster Recovery
Technology Transfers


EDUCATION


Pennsylvania State University, MBA, 3.7 GPA, Smeal College of Business
Pennsylvania State University, BS, Life Science, 3.8 GPA
Babson College, Business Process Engineering Certificate
Conversational French and German


PROFESSIONAL EXPERIENCE


OFF THE WALL COMPANY, INC., Telford, PA Aug 2008 - Present
Technology Strategy Consultant
Challenges: Custom manufacturing company implementing new ERP system (Visual Enterprise) with limited standardized process, significant IT budget constrictions and an interest in outsourcing IT with no in-house IT strategy capability.
*Wrote Business Continuity Plan and basic IT Policies & Procedures for company.
*Inventoried desktops, servers, applications, networking and telephony equipment. Wrote RFP for outsourcing all IT support, reviewed proposals and made recommendations to senior management.
*Created 2 year technology roadmap with high level budgets for executive management consideration.


AMERICAN FINANCIAL REALTY TRUST, Jenkintown, PA Apr 2007 - Apr 2008
Vice President / Chief Information Officer
Challenges: IT limited to "lights on" with low strategic value to the firm. Low user adoption of ERP technology (JDEdwards Enterprise One), change management and expectation management issues, lack of standardized process, immature/undefined IT engagement model and prioritization mechanisms, no quantitative business case analysis.
*Reconfigured IT department to create business facing team, created first IT strategy document with business input. Coached extensively on project management and delivery skills, improving on-time/on-budget projects from 10% to 55% in 6 months.
*Created new IT governance model with active Steering Committee and quantitative business case requirements. Transitioned ERP support to Power User model, re-engaged business users, created ERP Steering Committee for prioritization decisions.
*Reviewed IT process for operational improvement opportunities, successfully completed internal/external SOX audit.
*Reported to company President, served on Senior Management Committee.

MERCK & CO., Blue Bell & West Point, PA Nov 2006 - Apr 2007
Consultant/Program Manager
Challenges: Defining business analytics strategy within a new organization (Client Services) in the technology function, immature/undefined engagement model and processes and cultural resistance to quantitative business case analysis.
*Created and maintained program plans across 8 programs and 15 projects, worked with business to prioritize efforts and issues

Consultant/Project Manager
Challenges: High visibility, business-critical project to integrate all clinical technology applications into new SOA model using TIBCO. New IT shared services engagement model with immature/undefined processes, high levels of churn, focus on tactical/firefighting activites with need to focus on strategic planning, limited internal expertise and aggressive deadlines.
*Created and maintained construction project plan, managed development partner (offshore vendor) workstreams, evaluated deliverables, managed timelines, reported status.
*Identified and documented process improvement opportunities.

GMAC COMMERCIAL MORTGAGE, Horsham, PA Jan 2005 - Jun 2006
Vice President / Process Information Officer
Challenges: New business model with sweeping implications, ambiguity in the face of acquisition by private equity firm, strong emphasis on efficiency and cost cutting, waning interest in technology initiatives and strategic planning.
*Promoted to identify/garner support for key process improvement initiatives. Built strong relationships with senior executives.
*Reengineered global accounting processes, saving 31 work days monthly. Chaired ERP Financials Advisory Committee.
*Designed new technology investment governance process and Balanced Scorecard objectives with senior IT team.
*Managed key vendors and contracts, saving $7 million. Mentored team of 100+ professionals in matrix organization.
*Directed enterprise projects: global PeopleSoft Financials 8.9 upgrade and conversion to Oracle database; ALM/VaR solution evaluation; global PeopleSoft HCM 8.9 upgrade; corporate rebranding of 189 internally developed applications.

GMAC COMMERCIAL MORTGAGE, Horsham, PA Jan 2002 - Dec 2004
Assistant Vice President / Global ERP Solutions
Challenges: Low user adoption of ERP technology, change management and expectation management issues, strong resistance to standardization by independent business units, unstable application environment, lack of global process.
*Created/recruited into new position, providing strategic business alignment between 350 business units and ERP systems.
*Directed $12 million budget and 25-member team. Consolidated 8 regional accounting packages into corporate GL.
*Transitioned hosting/applications support to ASP and repaired damaged relationship. Led RFP and contract negotiations.
*Redesigned risk rating process to save 400 hours monthly, directed custom application development to support new process.
*Directed loan life cycle business intelligence program: compiled enterprise data dictionary, evaluated data management tool
*Led enterprise projects: global PeopleSoft Financials &HR upgrades, integration of Asian/European operations.

GMAC COMMERCIAL MORTGAGE, Horsham, PA/Mulligar, Ireland 1999 - 2001
Technology Relationship Manager
Challenges: Period of ultra-high growth through acquisition and start ups, quickly changing priorities and strategies, environment devoid of established policy and procedure, lack of alignment between business goals and technology solutions.
*Promoted to serve as technology liaison between IT operations and assigned business units. Interim CIO for Europe.
*Managed project timelines, resources & deliverables for banking operations startups in US/Ireland. Wrote policy/procedure.
*Developed strategy by aligning technology with business objectives for subsidiary banks and 8 global shared services centers at corporate headquarters: (Finance, Treasury, HR, Credit, Compliance, Legal, Insurance, Mergers & Acquisitions).
*Successfully completed "Paperless in 2000" initiative, including full analysis of paper-intensive business processes, digitizing over 10,000 paper documents monthly, creating e-forms and automated workflows/worklists to support electronic routing.

CONTEMPORARY STAFFING SOLUTIONS 1999
Consultant
*Developed and maintained database to certify suppliers, application, facilities and operational infrastructures for subsidiary of GMAC Commercial Mortgage. Significantly improved systems visibility and audit/remediation capabilities.

Previous: Project Manager, Harith Productions, Ft. Washington, PA 1997 - 1999. Environmental Scientist, Waste Concepts, Inc., Norristown, PA, 1996 - 1997. Various positions of increasing responsibility including restaurant manager, Taylor's Restaurants, Inc., 1989 - 1996. Avionics Draftsman, 1988 - 1989.

PROJECT MANAGEMENT

PeopleSoft HR / Financials / EPM * Fiserv ITI * Fiserv ICBS * .NET Microsoft SQL Server * FedLine * Bottomline * JDEdwards Enterprise One * Data Warehousing * Commercial Real Estate * Financial Services * Financial Reporting * Cash Management * Transfer Pricing * Value at Risk * Asset/Liability Management * Public Relations * Human Resources * Corporate Rebranding * Employee/Manager Self Service * Accounting * Asset Management * Travel and Expense Management * Purchasing and Procurement * Document Custody * Foreign Currency * Mortgage Banking * Trust Accounting * Consolidations * Eliminations * Allocations * Divestitures * Acquisitions * Commercial Paper * Lending * Portfolio Accounting * Credit/Market/Operations Risk Management * Capital Markets * Operations Risk Management * Budgeting/Forecasting

AWARDS & RECOGNITION

* Realcomm "35 to Watch", 2008
* Featured: CIO Magazine, February 2008
* Speaker: PeopleSoft Connect 2000, 2001, 2002, 2004
* Speaker: Oracle Open World 2005
* Panelist: Gartner Outsourcing Conference 2005
* President: Philadelphia PSFT/JDE Regional Users Group
* GMACCM Chairman's Club Nominee 2000, 2001, 2002, 2004

KEY PROJECT EXPERIENCE


Program director and change manager for enterprise wide data management project for global financial services company. Project duration of one year, with 75+ team members (business process owners, subject matter experts, technical consultants, business analysts, project managers) and $2M budget. Reported directly to Vice Chairman, CEO, COO, CIO and President on a monthly basis for the duration of the project.
*Deliverables: corporate data storage strategy, technical architecture strategy, data model strategy, business process maps for all meta-functions, data level field analysis, corporate data dictionary, master data management tool evaluation, recommendation and contract negotiation. An asset tracking application was specified and recommended; a credit risk rating application was specified, developed, tested, deployed and trained.
*Results: All deliverables accepted, master data management tool purchased and deployed, redesigned credit risk rating process saved 220 hours monthly, internal department hired to execute on recommended data strategies.

Program manager and change manager for concurrent PeopleSoft Financials 8.4 to 8.9 and PeopleSoft HCM 8.1 to 8.9 global application upgrade for financial services firm. Project duration of 10 months, with team of 80+ members and budget of $3.5M.
*Deliverables: change management and project management plan and execution, substantial change management and business process redesign
*Results: extensive business process redesign saving 1300 hours per month; resolved 76 issues reported on legacy environment with conversion through substantial business process redesign and system configuration changes; implemented/configured several modules already in use in US to global locations.

Construction manager for service oriented architecture development and deployment at a major pharmaceutical firm. Project duration of 6 months with a team of 45+ members.
*Deliverables: project management plan and execution, management of development team, delivery of TIBCO services and code bases for six services and over 100 integration points

Lead strategist for annual technology strategy development with business units at financial services firm. Business units included: Finance, Accounting, Treasury, Human Resources, Lead Counsel, Public Relations, Compliance, Operations Risk, Credit Risk, Capital Markets/Market Risk Management and Corporate Philanthropy.
*Deliverables: strategic technology plan for each department aligned with business unit and corporate goals, including project budgets and high level capital budgeting justification.
*Results: strategic plans accepted, budgets completed, individual project plans executed, strategy revised due to changing business requirements throughout the year.

Team member for organizational change management for 300+ employee IT department of financial services firm. Redesigned traditional organization into matrix organization, realigned IT services to mirror business services, drafted 40+ job descriptions, posted new positions and assisted with interviews.
*Deliverables: new organizational chart, employee communications, change management plan, job descriptions
*Results: matrix organization launched, new management team put in place, change management plan executed


Program manager and lead change manager for ERP consolidations and integrations across North America and Europe. Program duration of 3 years with 80+ team members and 500K budget.
*Deliverables: project plan, change management plan, communication plan, project execution and post-production support
*Results: integration of 13 acquisitions from legacy systems to the corporate GL/AP/PO/AM/EX package, strong user acceptance of the corporate system, retired 13 legacy applications for savings upwards of $5M.

Program manager and change manager for PeopleSoft Financials 8.1 to 8.4 global application upgrade (GL, AP, PO, AM, EX) and ERP integration (GL, AP) for Asian Subsidiary of financial services firm. Project duration of 7 months, with team of 60+ members and budget of $2M.
*Deliverables: change management and project management plan and execution, substantial change management and business process redesign
*Results: upgrade project completed on time and on budget, with business process redesign saving 800 hours per month; roll back of 28 customizations to reduce ongoing maintenance expenses by approximately 30K annually; successful integration of heavily customized stand-alone 7.5 Asia environment onto corporate PeopleSoft FMS 8.4 environment with significant change management work, resolved 125 issues reported on 7.5 environment with conversion through substantial business process redesign and system configuration.

Program manager for ERP Support program for PeopleSoft Financials and Human Resources. Hired and managed team of 10 support analysts and developers; managed support and enhancement activities over 5 year period.
*Deliverables: Tier Two and Three production support, business analysis, enhancement development and deployment.
*Results: maintained TCO to corporate expectations and below industry averages, completed 125+ system enhancements annually, completed system maintenance including application/OS patches and PeopleTools upgrades.

Program manager for Sarbanes-Oxley compliance program for financial reporting systems within financial services firm. Program duration of 3 years with internal team of 35+.
*Deliverables: creation of initial internal controls framework for PeopleSoft Financials and other financial reporting systems, completion of all control validations, annual framework review.
*Results: maintained zero deficiency record through 3 SOX audits

Program manager for PeopleSoft Financials implementation in Europe for financial services firm. Project duration of 9 months with 50+ team members and a $1.7M budget.
*Deliverables: project plan, change management plan, communication plan, project execution and post-production support
*Results: successful implementation of PeopleSoft Financials (GL, AP, AM, EX) for Irish and French start ups/acquisitions. Retired two legacy financial systems.

Project manager and lead strategist for banking operations start up in Europe. Project duration of 7 months, with 75+ team members and $5.8M budget. Selected to turnaround failing project.
*Deliverables: project triage and development of new project plan, significant change management and communication planning and execution, application business analysis and fit/gap, product development, business process design, policy/procedure design and implementation, software implementation plan, master test planning, test script writing and execution, final recommendation to crash project and select new software vendor.
*Results: recommendation accepted, project crashed, new software vendor selected and system inefficiencies averted.

Project manager for PeopleSoft HR and Financials integration. Project duration of 3 months completed with all internal resources.
*Deliverables: business process redesign, technology strategy, project plan and plan execution to support business requirements.
*Results: Data feed successfully automated to update PeopleSoft Financials with employee data (new hires, cost center changes and terminations) from PeopleSoft HR, and automate the appropriate security role changes affiliated with each change. Estimated time savings of 300 hours per month, satisfied Sarbanes-Oxley controls requirements and successfully passed operational risk audit.

Program manager and lead change manager for financial reporting consolidation project in PeopleSoft Financials 8.4. Project duration of 5 months with 40+ team members and 300K budget, affecting over 250 business units globally.
*Deliverables: business analysis, technical and functional architecture, project management, change management and training plans, business process redesign
*Results: new strategy implemented, 40+ team members trained in new process, accounting policy/procedure updated, 200 hours of manual consolidations saved monthly

Change manager for folder security application implementation affecting over 4,000+ global users. New application administered network folder security at business owner level.
*Deliverables: change management, communication and training plans
*Results: application launched successfully, training completed using a variety of methods (classroom, WebEx, recorded WebEx)


Project manager and change manager for balance sheet reporting project for 106 US based business units of global financial services company. Project duration of 4 months with 45+ team members and 190K budget.
*Deliverables: documented business analysis of requirements, business process redesign, configuration recommendation to provide users with ability to store and report balance sheet data at a cost center level in PeopleSoft Financials, project plan and change management plan.
*Results: recommendation accepted by business users, change management plan and project plan executed successfully.


Program manager for PeopleSoft HR Employee Self Service & Manager Self Service, Training Administration and Position Management implementations. Project duration of 8 months with 35+ team members and $800K budget.
*Deliverables: business analysis, change management and project management plan and execution, business process redesign
*Results: successfully implemented Training Administration and Position Management modules to over 3,000 employees. Completed Employee Self Service and Manager Self Service implementation for all transactions including all eModules, resulting in 25K fewer paper requests monthly into the HR department.

Project manager for PeopleSoft Financials customization audit project. Project duration of 5 months completed with internal resources.
*Deliverables: customization inventory, business analysis to determine if business requirement was still valid for customization; if new functionality in PeopleSoft 8.4 negates need for customization; and if the value from the customization versus the cost of ownership was still favorable.
*Results: final recommendation to roll back 28 customizations as part of the PeopleSoft 8.4 upgrade project.

Lead strategist for disaster recovery planning project for PeopleSoft Financials for global financial services company with 4,000+ users. Project duration of 2 months with 30+ internal resources.
*Deliverables: Disaster Recovery Plan, Disaster Recovery Procedures, Disaster Recovery Communication Plan
*Results: all deliverables accepted, disaster recovery program executed successfully, bi-annual plan testing.

Project manager for PeopleSoft HR web based open enrollment implementation using eBenefits. Project duration of two months, with 20+ team members.
*Deliverables: project plan, business analysis, technical configuration recommendation, training plan
*Results: web based open enrollment implemented on time and on budget to 3,000+ users including medical, dental, vision, TRSA, life insurance, legal plan and long term care benefit options.

Project manager for PeopleSoft LDAP implementation for 4,000+ global users. Project duration of 3 weeks with 8K budget and 12 team members.
*Deliverables: change management and project management plan and execution, business process redesign
*Results: implemented LDAP authentication for PeopleSoft applications, allowing global network users to enter their network ID and password for authentication instead of a unique PeopleSoft ID and password, successfully implemented change management plan including employee training, help desk training and security policy/procedure document updates.

Program manager for budgeting application upgrade from PeopleSoft EPM Budgeting 8.3 to 8.8. Project duration of 8 months, with 50+ team members and a $1.4M budget.
*Deliverables: change management and project management plan and execution, business process redesign
*Results: upgrade project completed on time and on budget, with substantial business process redesign saving users 3,000 hours in the annual budgeting process.

Project Manager for application portfolio rationalization project for global financial services company. Project duration of 6 months, with 30+ team members and $15K budget.
*Deliverables: application level inventory and application consolidation recommendations.
*Results: reduced application portfolio by 10%.

Team member for organizational change management in IT department of financial services firm. Change affected 400+ employees.
*Deliverables: new organizational chart aligned to new business model, new job descriptions, change management and communication plan
*Results: organizational change completed successfully

Lead business analyst for PeopleSoft Balanced Scorecard and CFO Portal software evaluation. Project duration of 2 months, with 30+ team internal team members.
*Deliverables: Multiple discovery sessions completed with business resources and software firm; fit/gap analysis documented and recommendation presented to business process owner.
*Results: decision to purchase product, led contract negotiations, saving 300K.


Program manager for loan packaging business process redesign for financial services company. Project duration of 4 months, with 30+ team members and a budget of $110K.
*Deliverables: business process analysis, business process redesign, application design, project plan, change management plan, training plan.
*Results: new application designed and implemented, saving approximately 250 hours per month.

Project Manager for CRM Readiness Assessment for financial services company. Project duration of two weeks with team of 45+ subject matter experts/business process owners and budget of $10K.
*Deliverables: CRM readiness assessment and recommendations delivered to corporate steering committee
*Results: Recommendation to not move forward with a CRM deployment was accepted.

Project Manager for PeopleSoft Budgeting 8.3 software implementation for financial services firm. Project duration of 4 months, with 45+ team members and a budget of 600K.
*Deliverables: change management and project management plan and execution, business process redesign
*Results: implementation project completed on time and on budget, with substantial business process redesign allowing for consolidated budgets across the enterprise.

Certifications
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