Resume of SAP(ERP) Executive Manager or Advisor

Title
SAP(ERP) Executive Manager or Advisor

Primary Skills
A high-performance consultant on C2C basis as SAP, Peoplesoft, etc. advisor. Expert Turnarounds and M&A Intgrations.

Location
US-VA-McLean (will consider relocating)

Posted
Apr-07-08

Kirk Mathew Robinson
SAP Program Director or SAP Executive Advisor

Office Location: Mclean, Virginia USA
Phone Number: 011-703-749-7729
Email Address: kirk.robinson@SoftTele-intl.com
Website: www.SoftTele-Intl.com
Please Notice: Your ERP Thermostat - IF YOU DON'T WANT THE TRUTH
DON'T CALL ME!
Motto: "If everyone is thinking alike, someone isn't thinking."
- General George Patton Jr.

Profile
? Mr. Robinson gained a solid reputation by using his uncanny business instincts, unique leadership strategies to turnaround many companies, the most complex organization in the world, increasing its revenue, and merger & acquisition integrations.

? He remains a highly-regarded figure in business circles due to his innovative management strategies and leadership style.

? Robinson been a highly sought after consultant since 1988. His experience includes CIO, Executive Leadership, Senior Management, Turnaround Strategists, ERP Advisor and Subject Matter Expert, Strategical Planning and Merger & Acquisition Integration.

? Mr. Robinson has been a private hire subject matter expert for such companies as IBM Global Services, SAIC, Andersen Consulting, AMS, Bain Capital (LBO/Private Equity), Price Waterhouse Coopers, CBRE, Northrop Grumman, Regional Transit Authority, Department of Defense, Department of Transportation, SYBASE, Great Saint Stephan Full Gospel Church, City of New Orleans, and KMPG.

? Mr. Robinson has represented SAP America, Big 4 and Big 6 -- (Deloitte, PWC, and Andersen Consulting), SAIC, Northrop Grumman, IBM Global Services, AMS, Bain Capital, FAA, and IBM Federal Services for business critical engagements.

? Mr. Robinson has been responsible for Profit & Loss budgets from $927 million through-out his career.

? He has managed teams from 25 up to 293 resources consisted of FTEs, Consultants, and BPO staff members. Average size is 65 staff and direct reports 7.

? Mr. Robinson has 18 years of Senior Program Management experience.

? He has saved client is excess of $39 Billion over the years globally. He is a proven leader with experience managing large organization.

? He is a technology and business visionary with executive leadership and hands-on experience in automating multi-billion dollar enterprises. He has proven his ability to bring the benefits of IT by identifying new revenue streams, also to solve business concerns while managing costs and risks.

? He managed multiple vendors and multiple projects at the same time for most of the contract assignments, negotiated and awarded favorable contracts to vendors with values upward of $27 billion dollars, and have helped to start-up 6 companies in various industries.

? For merger, acquisitions and divestitures, he has assessed, implemented and managed 8 merger infrastructures, 7 divestitures of business units, 4 corporate bankruptcies, evaluation of 9 LBOs, and 32 acquisitions since 1988.

? He has evaluated clearly over 6800 products and services related to the information technology industry. He has proven his ability to make tough business decisions in a candid environment.

? Mr. Robinson has worked in industries such as financials, banking, construction, real estate, healthcare, medical, CPG, securities, insurance, retail, manufacturing, internet/ ecommerce, information technology , utilities/energies (oil & gas, mining, power, and electric), communications (wire line, wireless, VOIP, satellite, data providers, and cable), transportation, public sector -- universities, state and federal government agencies, DOD, Aerospace & Defense, agriculture, architecture and civil engineering, entertainment and media.

Speciality
? Experienced in assessments for SAP/ERP application purchases, implementations, impact, risk, cost/spend analysis, Total Cost of Ownership (TCO), executive reports, conversions, M&A pre and post integrations, divestitures, upgrades, roadmaps, and architecture.

? Experienced in business development, RFP, RFI, ERP Cost baselines, and executive briefings.

? As a SAP Program director specializing in turnaround failed or failing projects.

SAP Experience -- Summary

SAP (Total of 10 years )
SAP Senior Management -- VP, Director/OCM, Program Manager, or Executive Advisor
Functional Business Expertise 100% and 50% Technical/Infrastructure Expertise
Client Assessments, Change Management (OCM), Knowledge Management, Cutover SME, Go-live, Operations
Versions -- R/2, R/3 (3.1, 4.5, 4.6c, 4.7), ECC 5.0, ECC 6.0
2 years of Public Sector experience in SAP (9 years total Public Sector Experience)
3 Full-Cycle Global implementations through post go-live support
2 ECC 6.0 Upgrades / 1 ECC 6.0 Implementation
2 SAP Re-Implementation
2 Migration/Conversions/Upgrades -- through post go-live support
ASAP, PACE, and Prince2 implementation methodology expertise
5 SAP Assessment Projects (17 ERP Assessments Total)
Industry Solutions -- IS-A&D, IS-Telecom/NLM, IS-Retail, IS-Utilities (CCS), IS-Public Sector, IS-Oil & Gas

FI: AP, AR, New GL, GL, PS, Fixed Assets, Treasury Management, Funds Management, Grants
Management, Hyperion integration, BPS, BCS, and BW Integrations
CO: Product Costing, Cost Center, ECCS, Profitability Analysis;
TAX: VAT, Sales and Use, Withholding, Taxware, Vertex, Sabrix;
SD: Order-To-Cash, Billing, Pricing, Variant Configuration, Settlements, Deduction / Credit
Management;
SM: Service Sales and Marketing, Service Contract Management, CSS, Field Service Depot
Repair;
PI: Order-To-Procedure, IM, MPC, QM, Vendor Evaluations, RFQ, VMI, SRM, CCM, Fax
Applications, Maximo, Ariba Integration;
WM: RFID, RF Console, Red Prairie and I2 Integrations, Scanning, STO, Planning and
Architecture, AIT
LE/
GTS: NAFTA, Customs, Imports and Exports, Shipping, Transportation, Freight Costing,
Freight Payment, Warehouse Costing;
HR: HCM, Benefits, Time Management, ESS/MSS, ADP, Organization Management, Payroll,
eRecruitment, Personnel Administration, Compensation, LMS, BSI, Kronos Time Clocks,
Adobe Forms, Kaba Benzing Time Clocks;
APO
/SCM: Demand Planning, GATP, SNP, PPDS
MM: Purchase-to-Pay, VMI, Purchasing, Logistics Invoice Verification, EBP;
PS: WBS, Project Management, Project Tracking;
PP: MRP, MES, Production Orders, KANBAN, Raw and Composite Materials, Discrete Materials;
BW: SEM -- BPS, BCS;
CRM: Customer Interaction, Fulfillment integration, Sales, Marketing;
Tools: Solution Manager, RWD Infopak

Published and Presenter:
Wellesley Information Services (WIS) -- SAP Insider / www.sapinsideronline.com
Managing SAP Projects 2007 Conference in Miami, FL
Getting it right the first time: Avoiding the 5 fatal mistakes of SAP projects


Peoplesoft (Total of 18 years)
Peoplesoft Executive/Senior Management -- VP, Director/OCM, Program Manager, or SME
Functional Business Expertise 100% and 100% Technical/Infrastructure Expertise
Versions -- 3.0 thru 9.0 ( work on committee for Oracle Fusion Release with Oracle Top 10 Customers)
1 Peoplesoft 9.0 Upgrade
2 Peoplesoft Re-Implementations
4 years of Public Sector experience in Peoplesoft
8 full-cycle implementations through post go-live support
6 Migration/Conversions/Upgrades - through post go-live support
Integrated Ariba and Hyperion

Oracle (Total of 9 years)
Senior Management -- Director, Program Manager, or SME
Functional Business Expertise 100% and 40% Technical/Infrastructure Expertise
Versions -- 7i thru 11i (work on committee for Oracle Fusion Release with Oracle Top 10 Customers)
4 full-cycle implementations through post go-live support
Public Sector
2 Migration/Conversions/Upgrades - through post go-live support

AMS Advantage/Lawson/Great Plains/ Deltek Costpoint/ JD Edwards (Total 2 year)

Management Tools and Methodologies
MS Project 2003 & EPM - 7 years
ITIL, PMBOK, WBS, ASAP, Agile, Prince2, SDLC, COE, Executive Steering Committees, CCRB, TRB, Stages & Gates, and FRICE

PMI & PMP (trained -- not certified)

SAP Project Experience -- Detail

Customer: Brock Group (Lindsay, Goldberg, & Bessemer -- Parent)
Location: Houston, TX USA
Role: SAP Change Management Advisor
Duration: 2/2008 -- Present
Industry: Oil & Gas, Industrial Specialty Maintenance
Project Size: Global, $177M, BPO, IBM Global Services Integrator
Project Description:
Brock is a specialty contractor in the Oil & Gas industry and is a $3B global company with multiple locations. They are in an extremely active M&A growth pattern and are preparing to go public in the immediate future.

Brock has hired IBM Global services as the integrator to implement “IBM Express Solution” for SAP ECC 6.0. As the SAP OCM Advisor, my responsibilities are as follows; all organization communications throughout Brock enterprises and vendors, communications strategy, roles impact assessment, current vs. future state processes map, change management plan, roll-out/transformation approach, stakeholder assessment, training plan, chaos/risk management and executive/governance management. The SAP implementation covered financial consolidation of multiple acquisitions using BI/SEM/Outlooksoft and the NewGL, unicode configuration, time & entry using CATS/Adobe Forms, Order-to-Procure process, Procure-to-Pay process, fixed assets (revaluation), Solution Manager, RWD Infopak for training, and contract billing.


Customer: Cessna (A Textron Company)
Location: Wichita, KS USA
Role: SAP Executive Solutions Advisor
Duration: 9/2007 -- 10/2007
Industry: Aerospace & Defense
Project Size: Global, $127M, BPO, users based 25K
Project Description:
Cessna Aircraft Company is a manufacturer of general aviation aircrafts and one of the Aerospace & Defense (A&D) leaders. Cessna is part of Textron, which is an $11 Billion global multi-industry company.

Represented SAP America at Cessna to perform an independent Impact Assessment of the current SAP implementation, which was in the blue-printing stage. This was a partner agreement with Deloitte consulting services and SAP America. The assessment covered SAP ECC 6.0/ MySAP in the following areas: (FI, MM, PM, SD, Taxware, SCM, MRO, EH&S, PP, QM, MES, Shop Floor, MRP, Procurement, MDM, APO, IBM WMB, Product Costing, and IM). This was a high-level assessment for Cessna Executive and Senior IT management. A second key deliverable consisted of a serialization approach/design to solve vendor part numbers and material master numbers assignment in SAP and other third-party systems.

Customer: Clarke American (“Harland Clarke”- MacAndrews & Forbes)
Location: San Antonio, TX USA
Role: ERP Evaluation Selection /Integration Director
Duration: 2/2007 - 8/2007
Industry: CPG, Financial Services
Project Size: US Based, $12M, BPO, users based 5K
Project Description:
MacAndrews & Forbes Worldwide Corp (private equity & holding company), which currently owns Clarke American, one of the largest check manufacturing and financial services companies is being merged with John H. Harland Company at a transaction value of $1.7 billion.

A member of the Clarke American “Clean Team”, responsible for the ERP evaluation and integration. The selection of the target ERP system for the combined companies because Clarke American was using SAP R/3 version 4.6c (all models, BW, Portal, etc.) and John H. Harland was using Peoplesoft Financials, HRMS (with ESS), Inventory, and HCM version 8.9. Performed OCM responsibilities to ensure for a smooth transaction into the SAP defined BPP for day-to-day operations. The deliverables for the ERP selection evaluation process consisted of cost, product roadmap, fit/gap, integration process and footprint in each company, resources, conversion timeline, the architecture, etc and responsible for day-one financials integration. Assisted with Clarke American SAP upgrade assessment, New GL assessment, SLO Assessment, business cases to version MySAP 2005/Netweaver ECC 6.0 and managed the SAP ECC 6.0 upgrade. Reported to C-Level executives for directives and gave recommendations to them to meet aggressive merger timelines for cost, integrations, etc. The focus was the capture synergies savings of some $200 million plus for the combined companies.
http://www.clarkeamerican.com/www/content/PressRel/2006/ca_harland-1206.html

Customer: Lockheed Martin -- I&TS
Location: Cherry Hill, NJ, EMEA, and Greenville, SC USA
Role: Turnaround Strategists
Duration: 7/2006 -- 11/2006
Industry: Aerospace & Defense
Project Size: Global, $688M, users based 225K
Project Description:
Lockheed Martin is one the world's largest government contractors. The SWIFT Program was an initiative of the executive management and board of directors to integrate and re-implementation of the SAP 4.7 R/3 suite (APO, COA, WBS, FICO, SD, MP, PP, WM, MRO, SCEM, IM, Enterprise Asset Management, BW, ECC 5.0, ECC 6.0 (upgrading), PM, MES, LE, Maximo, Shop Floor) environment with the new implementation of Peoplesoft 8.9 Financials (GL, AP, AR, Billing, PO, AM, COA, Contracts, and Projects). This initiative enhanced the contracts and billing processes of the $74 Billion backlog in projects. At the same time, Lockheed Martin acquired Aspen System Corporation and converted their Deltek Costpoint Financials (ERP) to the Peoplesoft Financial (ERP) system. Deloitte was the primary integrator responsible for SAP and Peoplesoft. There were more than 147 interfaces that had to be integrated. The key driver was the business reengineering of the FQA (chartfield structure) to new chartfield structure to support Peoplesoft and SAP integration. Responsibilities were leadership, acquisition integration strategy, all Go-live management activities for SAP, Peoplesoft and the Aspen conversion to Peoplesoft. Performed OCM responsibilities to ensure for a smooth transaction into the SAP defined BPP for day-to-day operations. The client needed turnaround strategists because the critical Go-Live date was missed in June 2006 thus creating budget overruns for implementation. The internal cost of the 2 year program to date is in excess of $422 million.

Customer: General Electric
Location: London, England UK and EMEA
Role: SAP Subject Matter Expert/ Vice President
Duration: 11/2005 -- 5/2006
Industry: Healthcare, CPG, Financial Services
Project Size: Global, $1.2B, BPO, users based 174K
Project Description:
Returned to GE to turnaround the program and lead the team through some business integration problems. Managed the GE's internal staff, software integrators and their deliverables in a more aggressive manner to meet the timeline. Responsible for implementation of Radio Frequency Identification (RFID)/AIT technology to the current SCM, MES, and CIM environments for the back office systems architecture in GE. This is Six Sigma lean environment.

My staff's responsibilities included RFID implementation and validation of integration in the SAP R/3 4.7.2 environment (Financial-FI/CO, ABAP, ASAP, ECCS, MRO, SEM, BPS, BCS, SRM, Enterprise Asset Management, BW, SCM,CRM, SAP WM-RFID, SCEM, XI, Portal, Material Management-MM, IS- Retail, IS- Media, Quality Management -- QM, Sales & Distribution - SD, Supply Chain & Logistics (APO), IM, Plant Maintenance-PM and CRM applications), EPC (Electronic Product Code) and industry mandates. Evaluation and suggest of RFID related vendors and products for Proof-OF-Concept. SAP Architecture implementation with other back-office COTs systems to speed up end-to-end workflow and enhance to performance time of the environment.

This program will reduce the capital expenditures in COGS by 27%. GE have total re-engineered their supplier financing model for equipment that will save ups of $7 Billion in cost and financing over 5 years. This will be the business model for the future of supply chain management for companies.

Customer: WellPoint Inc.
Location: Thousand Oaks, CA USA
Role: Peoplesoft Subject Matter Expert/Sr. Director
Duration: 7/2005 -- 11/2005
Industry: Healthcare, Insurance
Project Size: Global, $588M, users based 44K
Project Description:
WellPoint is the nation's leading health benefits (insurance) company serving the needs of approximately 28 million medical members nationwide. The merger of WellPoint and Anthem created the largest health care benefits company in history. Responsibilities are program management as well as Subject Matter Expert (SME) for Peoplesoft Financials Integration (BI, GL, AP, AR, PO, AM, allocations, PC, COA, and CA), onsite vendor management of Peoplesoft, Ariba, Hyperion, IBM, and Planview.
This project will reduce the capital expenditures in IT budget by 3.8%. WellPoint has $47B annual revenue.

Customer: CBRE
Location: Newport Beach, CA, Los Angles, CA and NYC, NY USA
Role: Peoplesoft Subject Matter Expert/ Consultant to CIO
Duration: 5/2005 -- 7/2005
Industry: Commercial Real Estate, Investment Banking
Project Size: Global, $912M, BPO, users based 121K
Project Description:
CBRE specializes in office, retail, and industrial, multi-family and other commercial real estate assets. They have affiliate and partner offices in over 200 offices worldwide. Responsibilities were to reform current Peoplesoft 8.8 and 8.9 architecture for all modules (Financials, CRM, SCM, and HRMS). All directives came from the CIO on what was expected. Refined approach (BPR) to the current development, release and migration schedules. Established a governance process for the PMO to manage the Peoplesoft implementation. Accounted for the concerns of global rollout involving multiple locations, languages, and currencies. This project has reduced the capital expenditure budget by 13.8% and will add $47M to the budget over the next 2 years.

Customer: General Electric
Location: London, England UK and EMEA
Role: SAP Subject Matter Expert/ Sr. Director
Duration: 3/2005 -- 5/2005
Industry: Healthcare, Financial Services
Project Size: Global, $1.2B, BPO, users based 174K
Project Description:
Responsible for implementation of Radio Frequency Identification (RFID)/AIT technology to the current SCM, MES, and CIM environments for the back office systems architecture in GE. GE trained us on Six Sigma on all methodologies and belts. Our actions were as follows: strategical planning, critical path analysis, and BPR. Performed OCM responsibilities to ensure for a smooth transaction into the SAP defined BPP for day-to-day operations. Responsible for the delivery of written report that commandeered changes reducing COGS by 16% over the next 8 years.

My staff's responsibilities included RFID technical proof-of-concepts proposal, impact matrix of the current SAP R/3 4.7 environment (Financial-FI/CO, ABAP,BPS, BCS, Enterprise Asset Management, SEM, SRM, ASAP, BW, SAP WM-RFID, SCEM, MRO, XI, Portal, Material Management-MM, IS- Retail, IS- Media, Quality Management -- QM, Sales & Distribution - SD, Supply Chain & Logistics (APO), IM, Plant Maintenance-PM and CRM applications), EPC (Electronic Product Code), UNSPSC codes, and industry mandates. Evaluation and suggest of RFID related vendors and products for Proof-OF-Concept. Impact assessment was done for the GE's SAP R/3 5.0 upgrade in February-2006. Gap/Fit analysis from the existing GE's Ariba Buyer platform to match the functionality of SAP CCM 2.0 workflow and data mapping for evaluating of implementing into GE's Healthcare business unit. For the Healthcare business unit, we had to meet to all HIPPA compliance rules and best practices.


Customer: Department of Education (ED)
Location: Washington, DC USA
Role: Consultant to Chief Deputy Officer/ Subject Matter Expert
Duration: 3/2004 -- 2/2005
Industry: Public Sector -- Federal Government
Project Size: US Based, $811M, users based 374K
Project Description:
Responsible for creating end-to-end solutions for the ED network and systems environment. The environment has over 300 application/systems such as the EDCAPs (Oracle Financials 11i), eGrants (Oracle Grants Portal/CACI for their eGov solution), Ariba implementation, Legacy Mainframe, portals, and client service systems. This consisted of evaluation of new technical products and services, implemented a Microsoft .Net architecture, developed roadmaps for equipment and device refresh, business process re-engineering for new data centers, generated capital/ budget plans for the entire ED network and system spending for each fiscal year, subject matter expert for SECURITY compliance and technical assessment reports for executive senior staff. Used and implemented the Federal Enterprise Architecture Framework (FEAF), Technical Reference Model, views, guidelines and practices. Managed the governance process using the TRB, CCRB, and SCR procedures. Planned and managed a $21 million technical refresh budget for hardware and network equipment.


Customer: IBM Global Services Group - IBM Business Consulting Services Division
Location: Salt Lake, UT and New York City, New York USA
Role: ERP Subject Matter Expert
Duration: 4/2004 -- 6/2004
Industry: Public Sector -- Federal and State Governments
Project Size: Global
Project Description:
Responsible for an independent study of 3 ERP systems (SAP, Peoplesoft, and AMS Advantage) for the IBM Business Consulting Services Division. The matrix consisted of all of the models of each software vendor in a very detailed matrix structure for RFP and RFI purpose. This deliverable was used to assist Fortune 100 clients and public sector clients in the selection process.

Customer: American Management Systems
Location: Fairfax, Virginia USA
Role: Turnaround Strategist / Sr. Director
Duration: 8/2003 -- 2/2004
Industry: Public Sector -- State
Project Size: Global, $150M, BPO, users based 188K
Project Description:
Coordinated upgrades of HR and financial systems for Commonwealth of Massachusetts. Utilized PeopleSoft HRMS version 8.8 and AMS-Advantage Financials version 3.0 implementation while conforming to Sarbanes-Oxley Act (SOX) requirements.

Team comprised of domestic and offshore (India, China) development resources for a
$150 million implementation and upgrade project.

Customer: Department of Justice (DOJ) - Office of Justice Programs Location: Washington, DC USA
Role: Subject Matter Expert/Chief Strategic Architect
Duration: 4/2003 -- 7/2003
Industry: Public Sector -- Federal Government
Project Size: Global, $3.2B, users based 574K
Project Description:
Implemented Treasury Enterprise Architecture Framework (TEAF) and Federal Enterprise Architecture Framework (FEAF) under presidential mandate. Re-engineered current applications to allow for eGov initiative with joint agencies under Homeland Security. Grants Management System (GMS) was upgraded and integrate with other agencies.

Customer: Genuity Solutions (Verizon)
Location: Burlington, MA USA
Role: Subject Matter Expert
Duration: 6/2001 - 10/2002
Industry: Telecommunication, Internet/Data Communication Provider
Project Size: Global, $1.2B, BPO, users based 131K
Project Description:
Responsible for strategical assessment, merger and acquisition integration, business process re-engineering, roadmap and implementation plan for the enterprise integration of Genuity and its three acquisitions. The environment included Siebel 2000, Kenan Arbor/BP, MetaSolv TBS, Peoplesoft Financials and HRMS, SAP R/3 Financials FI/CO module(s), Ariba, Information View, and Vitria (EAI). Managed the team to conversion of PeopleSoft Financials to SAP financials. Performed OCM responsibilities to ensure for a smooth transaction into the SAP defined BPP for day-to-day operations.

Customer: United States Department of Agriculture (USDA)
Location: Reston, VA USA
Role: CIO / Consultant
Duration: 3/2001 -- 7/2001
Industry: Public Sector -- Federal Government
Project Size: US Based, $78M, BPO, users based 974K
Project Description:
Oversaw improvement and completion of an existing 3G-palm pilot application for the agriculture industry. The “Farm Wonder” application interfaced Peoplesoft, SAP logistics, Ariba, etc. Planned and managed a $78.5 million implementation.

Customer: SYBASE
Location: Emeryville, CA/ Concord, MA USA
Role: Subject Matter Expert / Consultant
Duration: 2/2001 - 4/2001
Industry: Telecommunications, High Tech Software Provider
Project Size: Global, $927M, BPO
Project Description:
Evaluated an internal telecom portal product for Sybase product launch. Deliverables consisted of reviewing current designs, documentation of product advantages and opportunity areas, and market study data for product placement. Market value of product was $927 million.

Customer: Winstar
Location: Herndon, VA USA
Role: Chief Technology Officer / Consultant
Duration: 4/1999 -- 2/2001
Industry: Telecommunication, Internet, CPG
Project Size: Global, $2B, BPO, users based 77K
Project Description:
Winstar is a conglomerate of Communications, eCommerce, New Media, Entertainment, and Retail companies. Served as Chief consultant on technology to Executive Team. Contributed to the definition of key strategic business objectives leveraging Winstar's IT capability. Selected large-scale purchases such as Genesys-CTI, Peoplesoft applications, Oracle, BEA, EBPP, and TIBCO. Established the strategic enterprise plan for the IT infrastructure. Adhered to methodologies including The Open Group Architecture FrameWork (TOGAF), Telecommunication Management and Network (TMN) and Unified Modeling Language (UML). Created concept for architecture of Winstar Internet Platform (WIP).

Responsible for integration projects resulting from Mergers & Acquisitions. Included in these projects was the Migration of 19 billing systems to one core system for Winstar Communications Division and consolidation of fixed-wireless networks. Managed and integrated a $355 million infrastructure for EAI projects, ERP, OSS, and billing systems implementation. Managed staff of 47 internal and external (vendors). Strategic input and assessment for 8 company acquisitions and 3 mergers in one year.

Customer: Call Technologies
Location: Reston, VA USA and Canada
Role: Director / Consultant
Duration: 1/1999 -- 4/1999
Industry: Telecommunications, CPG
Project Size: Global, $1.5B, users based 933K
Project Description:
Managed team responsible for implementing Call Technologies telecom products such as Call Provider. Clients included Ameritech, SBC, Bell Canada, Sprint, and Bell Atlantic. Assisted with business development for all of the above clients.

Customer: LHS Group
Location: Atlanta, GA USA, Brazil, Colombia, Canada and EMEA
Role: Director/ Consultant
Duration: 7/1998 -- 1/1999
Industry: Telecommunications, Utilities, High Tech Software Provider
Project Size: Global, $2.5B, BPO
Project Description:
Largest telecommunication billing software based in Germany with a customer based on all continents. Managed vendor relationships with clients such as Nextel, Telecorp, Sprint, Alltel, AT&T, 360, OminiPoint, Iridium, Global Star, PacTel, ComTel, Bell Canada and many more. These clients were located in North America, Central America, Europe, and South America. Managed a team of 129 senior implementation consultants that focused on the LHS BSCS billing system configuration and integrations to ERP systems such as SAP, Peoplesoft, Lawson, Oracle, Great Plains, Baan, etc. Responsible for business development of $238m in revenue, vendor management, contract related expenditures, negotiation of new contracts, and the end-to-end delivery of the BSCS system for clients. Negotiated strategic partner deals such as Vertex, Lucent, MetaSolv, Crammer, Andersen Consulting, IBM, Ernst & Young, Cap Gemini, HP, PWC, KPMG, ADC, AMS, Deloitte, Arthur Andersen, Logica, etc. implementation agreements for BSCS product.

Managed the implementation and upgrades of Peoplesoft Version 7.x Financials and HRMS modules which cover multi-currencies, multi-languages, and 24/7 global production operations.

Customer: Teligent
Location: Vienna, VA USA
Role: Program Manager/Consultant
Duration: 1/1998 -- 7/1998
Industry: Telecommunications
Project Size: Global, $1.1B, users based 34K
Project Description:
Teligent was a Fixed Wireless Telecommunication start-up company offering service globally. Managed a functional and technical team of 85 that provided requirements and implementations of Saville CBP billing systems and Lawson ERP systems with a budget of $98.3 million plus. This team was responsible for all facets, such as integration to back-office systems, regulatory and the taxation compliances, provisioning, customer care, billing, financials models (such as AP, AR, PO, AM, Vertex, and GL) and human resources modules (such as Compensation, Benefits, Payroll, and Time & Labor) activities. Delivered results in an extremely aggressive, deadline-oriented environment because of the business startup objectives.


Customer: Regional Transit Authority (RTA)
Location: New Orleans, LA USA
Role: Chief Information Officer / Consultant
Duration: 3/1998 -- 4/1998
Industry: Public Sector - Transportation
Project Size: US Based, $15M, BPO, users based 5K
Project Description:
Responsible for turning around critical business concerns such as the cash flow management process and funds allocation for RTA by realigning their current business strategic plan and procedures to adhere to the company's mission.

Coordinated the efforts with a team of thirty-five highly skilled internal and external resources. Developed enterprise systems architecture model, add additional standards and protocols for data exchange, software, operational policy, generate a new roadmap for all new implementation to the enterprise, business processes and interconnectivity of network information systems. Negotiated vendor selection such as Trapeze and JD Edwards ERP systems, restructure their maintenance agreements with IBM for equipment.

Customer: BTG
Location: Fairfax, VA USA
Role: Program Director / Consultant
Duration: 9/1997 -- 12/1997
Industry: Information Technology
Project Size: Global, $1.7B, BPO, users based 632K
Project Description:
Successfully implemented a 7x24 Global Business and Operation site tasked to provide operational, and technical support to BTG's business partners in 15 countries. Operational responsibilities included; Business Strategy Development and Execution, Financials, Processes, Procedures, Documentation, Infrastructure Design, Selection and Implementation of Supporting Systems and Tools, Recruiting, and Training Multi-lingual Business Analysts supporting 17 languages. Responsible for the implementation of PlanView time reporting system for Ernst & Young (one of the Big 6 accounting firms).

Customer: EDAW
Location: Alexandria, VA USA
Role: Program Manager / Consultant
Duration: 3/1997 -- 9/1997
Industry: Architecture, Construction, and Civil Engineering
Project Size: Global, $52M, users based 74K
Project Description:
Managed team of project mangers who were responsible for ddeveloping an Activity Planning and Management application for Naval Support Centers, which integrated facilities maintenance, financial management, engineering, environmental, space management, and reporting systems. The application was developed in Visual Basic 5.0, Microsoft Access, ArcView, and Oracle 7.3.2.

Customer: Freddie Mac
Location: McLean, VA USA
Role: Project Management / Consultant
Duration: 9/1996 -- 3/1997
Industry: Mortgage Banking
Project Size: Global, $2.2B, users based 223K
Project Description:
Managed team that developed a Multifamily Management Application for Freddie Mac Business Partners (Loan Prospector). The application was developed in Microsoft Visual Basic 4.0 and Sybase System/10 used for the database. Full Life-Cycle development in a Client/Server (Three-Tier) environment. Generated canned and statistical reports in Crystal Report 5.0.

Customer: Cordant
Location: Reston, VA USA
Role: Project Manager / Consultant
Duration: 1/1996 -- 8/1996
Industry: Information Technology, Public Sector -- Federal
Project Size: US Based, $763M, users based 245K
Project Description:
Managed team that designed and developed an application for the United States Postal Service using an interactive point of sales system. This project consisted of Full Life-Cycle development in a client/server environment.

Customer: Philip Morris
Location: Richmond, VA USA
Role: Project Manager / Consultant
Duration: 11/1994 -- 8/1995
Industry: CPG
Project Size: Global, $452M
Project Description:
Managed team that designed and developed a manufacturing application. This application saved Philip Morris over four million dollars per year in tow waste. Acted as Product Lead both for business and technical support. MES, shop floor, and PLC integration project to help reduce tobacco cost by adding the correct among of filter tow to tobacco ratio for cigarettes.

Customer: MCI
Location: Cedar Rapids, IA USA
Role: Consultant
Duration: 5/1994 -- 9/1994
Industry: Telecommunications
Project Size: Global, $317M, users based 3M
Project Description:
Revised a long distance calling card system was a part of the $76.3 million project that saved MCI $491 million in Mexican calling card fraud.


Customer: Crescent City Computers
Location: Jackson, MS USA
Role: CIO
Duration: 8/1993 -- 5/1994
Industry: Information Technology, Real Estate
Project Size: US Based, $3M, users based 36K
Project Description:
Visionary, leader and designer of an on-line multimedia real estate multi-listing system for the largest real estate brokerage start-up in the southeast. We were acquired by Latter & Blum Corporation.


Customer: International Business Machines Federal Sector Division
Location: Manassas, VA USA
Role: Consultant
Duration: 1/1993 -- 8/1993
Industry: Aerospace & Defense
Project Size: Global, $8.2B, 12 Year Program
Project Description:
B1/CMW secured AIX software operating system for DOD clients. Also gave demonstration for imaging process system for tactical tank simulations for a state of the art training program.

Customer: Entergy Services Corporation
Location: New Orleans, LA USA
Role: ERP Consultant
Duration: 6/1991 -- 12/1992
Industry: Utilities, Oil & Gas
Project Size: US Based, $510M, users based 74K
Project Description:
Entergy is the largest utilities company in the Southeast Region of the United States with market value of $17 Billion. They focus on the gas, electric, oil and power markets. Lead a team with the Peoplesoft ERP acquisitions integration of Arkansas Power & Light, Mississippi Power & Light, and Louisiana Power & Light.

Customer: International Business Machines Federal Sector Division
Location: Manassas, VA
Role: Consultant
Duration: 12/1989 -- 5/1991
Industry: Aerospace & Defense
Project Size: Global, $29B, 15 Year Program
Project Description:
Interactive multimedia classroom system and distance learning for IBM advanced training systems for DOD (Army, Navy, Air and Force) clients. A member of the DOD sales and marketing team for advance training systems. Also Supported IBM Semiconductor Division for seven months.

General Information - Detail

Education: Bachelors of Science in Computer Science
Jackson State University / Jackson, MS USA

Graduate Research
Northwestern University / Evanston, Il USA

Certification
/Training: SAP Enterprise Architecture, ASAP, SRM, WM, SOA, Tibco, EAI, Six Sigma Master Black Belt, Certified in BEA Products, PMP (trained -- not certified), Stages & Gates, ERWIN, Telcordia, Microsoft Project 2003 & Project Server (EPM), Peoplesoft, TOGAF, DODAF, FEA, FEAF, TEAF, Lucent, Telelogic System Architect, Kenan Arbor, LHS BSCS, and Saville Billing CBP

Quantum Leap Methodology:
Executive Management and Executive Broad of Directors
Executive Leadership Academy
Turnaround Specialist
Private Equity, Mergers & Acquisitions, and Divestitures
Raising Capital

US Security
Clearances: DOD Top Secret (expired)
Department of Justices (active)
Department of Education (active)
OPM (active)

Citizenship: United States Citizen
Mobility: Willing to Travel and/or Relocate
Where -- Anywhere in the U.S. and Abroad
Valid U.S. Passport

Languages: Excellent written and spoken English -- Native;
Conversations in Spanish, French, and Russian

Certifications
Six Sigma (trained)
PMI (trained)
SAP
Peoplesoft
BEA
Divestitures
Mergers & Acquisitions (QLM Methodology)
Turnaround Specialist
IEEE


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