System Owner of NAM, LATAM and Puerto Rico SAP Systems, covering all operations and business processes

System Owner, responsible for managing a highly skilled team of professions responsible for the monitoring of day to day operaitons of the system and overseeing the project portfolio around system enhancments; working with Business Leaders to ensure that system compliance is maintained and business operations are not disrupted.

Manage Integration of ERP system for an acquisition of a pharmaceutical manufacturing site in Evansville, Indiana, into current AstraZeneca SAP and Arabian systems; including integration of a Maximo System into SAP. In parallel, facilitated the development of a global AstraZeneca SAP Strategy for all products leveraged by AstraZeneca, working across Customer Facing IT and Software Shared Services to develop a consolidated roadmap for consolidation and Simplification of business and IT Business Processes.

Assigned to the Integration of ERP system for an acquisition of a pharmaceutical manufacturing site in West Chester, Ohio (January 2014), into current AstraZeneca SAP and Arabian system; including integration of an automated warehouse system into SAP. Project successfully went live January 1st 2015.Assigned to AZTEC NAM Upgrade (Infor Travel and Expense System) to upgrade to new mobile solution for iPad, iPhone, Android, etc for expense reporting, including photo receipts. We successfully deployed the solution in advance of the AZ Global Program, helping to solve performance issues experienced by the wider program. Program successfully went live October 2013.Assigned to Phase II,of the MedImmune Integration Project (September 2011) consolidating remaining European Sites onto the AstraZeneca's North American ERP Systems. My responsibility is AZ Project Manager / AZ USIS PMO Member assisting the overal managment of the program and overseaing the IS related deliverables. Go Live October 1, 2012. All project deliverables have been met on schedule and we are close to managing the budget to a 15% reduction reduction target from the original approved budget. More detail will be added after the Go Live.Assigned to MedImmune Integration NATP Project to consolidate MedImmune's existing SAP Instance onto AstraZeneca's North American Instance. My responsibility as Integration Lead was to lead the Technical Team in the Design, Build, Test and Deployment of the technical solution. I also particapted on the PMO and assisted with the overall development of the Business Readiness and Communicaitons planning activities. Project went live July 4, 2011 without any major disruption with over 3,500 employees utilizing new systems and business processes.

Deployed to NATP (North American Transaction Platform) Project. The project scope was to integrate the Astra Zeneca Canada SAP ERP System onto the Astra Zeneca US SAP ERP System. I managed the initial design and build of SAP BW with a four member team and managed the development of Computer Validation Deliverables and SOP Training of the project team members with a two member team, for the first 9 months of the project. The last 8 months of the project I was a member of the Program Management Office (PMO) and had oversight of the Technical Activity Streams/Teams covering Testing, Data Conversion, Reporting, Security and Technical Environment Preparation. I managed project plans, risks, coordinated resources and ensure tasks were delivered. I worked with all levels of the project team conducting training, design workshops, issue resolution, status meetings and detail planning sessions. I participated in PMO meetings ensuring the overall program stayed on track and took specific actions to help mitigate issues, clarify specific schedules, conducted planning workshops for Validation Test Scheduling and Cutover Activities. The project went live in July 2009 with virtually no disruption to business activities. I have been assigned the Integration Lead role on the MI NATP Project in September and have responsibility for managing cross work stream interactions, ensuring IS PDM is followed during the project and lead the Technical Team activities for system build and technical preparations of the systems and networks.

Responsible for the Business Intelligence (BI) System and Reporting. Managed a six member team of AZ and contract personnel to monitor and maintain BI system operations, and develop and implement reporting solutions per business requirements. I was also responsible for interfacing with the Finance Department on all BI and some non-BI Reporting Requests. Documented and justified their requests and represented them in weekly Resource Allocation Forum Meetings, where cross-functional prioritization of project requests are discussed and prioritized for Skill Center assignment, to ensure that resources are being managed to maximize their benefit to AstraZeneca. I recently managed the upgrade of SAP BW to SAP BI 2004s, which brought the system to the most current release of the software from where we were 3 releases behind. This project also included the implementation of SAP Enterprise Portal, which is the backbone for some of the software’s new capabilities. After the upgrade I presented the new capabilities of the software to several business areas and have successfully demonstrated its value. I also worked on a few large initiatives outside of the BI Technology: ECC 6.0 Upgrade (Upgrade of the SAP R/3 System), North American Transaction Platform Gap / Fit Gap (project to move Canadian SAP System onto the US System), and Lean Base Testing Approach (project to reduce testing documentation and execution time).

Team member of the Supply Chain, Manufacturingand Quality Team (SCMQ). During the Design Phase I was primarily responsible for assisting in the development of the “To Be” Designs of Inventory and Planning Processes and secondarily aided in the “To Be” Designs of the Manufacturing, Quality, and Product Costing processes. Cross-functionally, I also assisted with the Purchasing and Distribution Processes and the development of the “Two Company Code” Process (a process to handle our unique tax structure around the purchase and manufacture of products between the two US legal entities). During the Test Phase I was the AZ Lead for documenting requirements and developing test scripts and test plans for the validation testing effort. The SCMQ Testing effort had over 100 scripts and required the coordination of testing between the two plants and US Business Center (USBC). When testing was completed I authored and performed training in several SCMQ areas: Inventory Management, Warehouse Management, Tolling and Foreign Trade Zone Processing, Sub-Contract Manufacturing and Radio Frequency Device Training. During Go-Live Support I spent three weeks at the Westborough Facility assisting with cutover activities, impromptu training and problem solving, and continued to support this effort for another six weeks from USBC.

Responsible for completing Monthly Financial Closings, StandardsRolls, Inventory Accounting, and Corporate and Management Reporting. I co-lead the implementation of a Factory Data Collection (FDC) System were we eliminated a legacy data collection system for capturing payroll and reduced payroll workload by over 50% by using the new system and processes. Played a major role in successfully implementing phase 1 of several Global Initiatives (AZURE, SCORE, and VISION). These three projects work together to form a global network to provide visibility into Sales, Profitability, Forecast, Budgeting, and Product Costs. I was given US Lead for this effort to learn and master the backbone of these initiatives. I provided overall insight into the benefits of these initiatives and trained other US personnel in the loading and functionality of these systems. Managed a cross functional team to reduce inventories and increase inventory turns, by reducing safety stocks, fixed order quantities and challenging supplier lead times. We achieved our 50% reduction goal in 14 months and increased turns by nearly 90% in the same time period. Participated on two other teams, Labor, Scrap and Efficiency Reduction Team and a Planning Re-engineering Team, that achieved their cost savings goals and/or system design goals during the same time period. Aided several teams, during two merges that the site experienced, to integrate supply chain, order to cash, and monthly financial systems.

Responsible for Business Unit Closings, Standard Rolls, Physical Inventory, Budgeting, Inventory Accounting, Capital Justification, and other management reporting. Implemented a Scrap and Debit Memo Process that complimented the established Quality Program. Helped Production Supervisors understand Full-Absorption Costing and the basics of budgeting. Aided in the testing and implementation of Demand Flow Technology, as a manufacturing technique for one production line. The test product line was a success; reducing standard cost by about 5% and reducing lead time to customer from 3-4 weeks to 3-4 days. Finished Goods Inventory was reduced over 75%, with only a slight increase in manufacturing inventory.

I worked for the Airport Lighting Division in Windsor, CTI actually held three postions over the seven years at this company:1992-1996 Financial Analyst1990-1992 Financial Analyst (Trainee)1989-1990 Cost Accountant

processed Accounts Receivable Invoices and Accounts Payable Invoices. Created and designed Lotus 123 Worksheets for Account Analyses, Costing, and Forecasting. Developed customer quotations for the Custom Mixing Division. Assisted Customer Service with clerical functions. Aided MIS in the implementation and instruction of new software packages.