Bob Koseck Email & Phone Number

Rolling Meadows, Il, Us

Responsible for a team of Project Managers and Business Analysts that manage a Project Portfolio of $4MM Capital / Deferred Operational Expense; $500K Operational Expense. • Played a key role in defining and implementing Planview as the global project management software solution while spearheading the development of processes to align project prioritization within and across divisions.• Adapted global IT policy to match the new Project Management solution and established artifact standards within the division to comply with IT policy.• Responsible for hiring, training, mentoring and reviewing Project Management and Business Analyst teams within the division• Key contact for other divisions on Planview and Project Management processes and activities.• Project Management of highly visible initiatives.

Rolling Meadows, Il, Us

Direct project activities including requirement gathering, design, development, testing (QA and UAT) and installation with internal and external stakeholders. IT Project teams are typically between 5 and 20 resources. • Managed a variety of projects including website rewrites, addition of significant functionality to existing systems, and development of new functionality across a user base of 2,000. Project budgets ranged from $100K to $2MM with project teams of 3 to 15 resources.• Aligned divisional IT PMO process documentation with Corporate IT Policies including documentation checklist, Project Plan template and Project Initiation Request. Developed Project estimation worksheet to standardize costs in the Project Initiation phase of a project.• Managed annual SOC2 review for the division, in conjunction with the external audit team, gathering the appropriate evidence to support the division specific Controls.

Auburn Hills, Michigan, Us

Directed project activities including customer requirement gathering, WMS systems design and development, infrastructure design and installation, project reporting and execution with internal and customer stakeholders. IT Project teams consist of 5 and 20 resources (SysAdmins, Network, DBA, and development teams located in North America, South America, and the EU). • IT Project Manager, North America Technology division projects. Partner with Business PMO Project Managers on new customer implementations and existing customer enhancements. Projects included: o New customer implementation (Revenue: $4.5M/yr) into an existing facility over a 6-month period. Budget: Development: $1.3M, Infrastructure: $600K Technologies: Customer’s SAP system, syncreon’s proprietary WMS and web services. o New customer implementation (Revenue: $11M/yr, (B2B (major retailers) and B2C order fulfillment) in two facilities with a four-week separation between start-ups.Budget: Development: $475K, Infrastructure: $500K. Build was over a 6-month period. Technologies: Customer’s SAP implementation, syncreon’s proprietary WMS, EDI ANSI X12 over AS2. o Reverse Logistics facility start-up (Revenue: $11MM/yr). Served as the IT Project Manager, Solutions Analyst and Development Leader managing the off-shore development team, on-shore EDI resources and infrastructure implementation activities.• Managed the North America Datacenter Relocation project which has a direct impact on facilities in Germany, Brazil and North America. Coordinated relocation activities across multiple infrastructure teams including architecture, networking, DBA and UNIX / Intel system administration. Relocated the Primary and Disaster Recovery facilities, with no impact to facility operations, in a 12-month period. Reduced infrastructure expense cost by $200K annually while providing the ability to seamlessly fail-over between the primary and disaster recovery data centers

Chicago, Illinois, Us

Directed project activities and managed all aspects of design, development, reporting and execution of project deliverables with internal and customer stakeholders. • Responsible for implementing new and existing customers on the Business-to-Business website. Collaborated with sales, customer representatives and internal system stakeholders to form project teams. Depending on complexity, the project lifecycle was 10-12 weeks from initial customer requirements gathering through customer sign-off. Technologies: Website using JAVA and HTML. Customer revenue from $100K to $1M.• Tasked with migrating a top five revenue customer from a legacy web customer interface platform to the standard web interface platform in an 8-month period. Developed consolidated project task list while monitoring and reporting on risks, issues and project status to upper management and the customer.

Us

Directed project activities and managed all aspects of systems design and development, infrastructure, and execution of project deliverables with vendors, internal IT and warehouse resources. ERP system was a customized version of a purchased package solution on an IBM AS400 mid-range system using RPG IV. Directed cross functional project teams of 5-50 resources. • Challenged with revamping the Receiving and Cycle Counting processes and systems to incorporate RF technology, reducing costs and improving service levels. Collaborated with SMEs and vendors to develop process, system, and hardware requirements. Managed IT development, infrastructure deployment, vendor equipment purchases and implementation for pilot over a 10-month period. Successfully implemented 25 locations resulting in reduced operational costs and the elimination of annual physical inventories while improving service levels.• Customer shipping accuracy was inadequate which was negatively affecting customer service and satisfaction levels. Assessed situation, designed new processes, and directed the IT development for pilot in an 8-month period. Coordinated and supported rollout to 25 locations over 10 months resulting in reduced customer returns and improved customer satisfaction levels.• Integral team member in consolidating multiple warehouses to increase supply chain efficiencies and productivity while reducing cost. Identified requirements, supervised IT development, infrastructure deployment, developed, and implemented test plan for new systems / processes and trained warehouse associates. Successfully consolidated 4 warehouses within 6 months resulting in increasing efficiencies and productivity while reducing operational costs.• Implemented the proprietary Warehouse Control System (WCS) in new or existing facilities to facilitate zone base picking and/or shipping sortation to increase productivity in the warehouse. Warehouses processed 10K – 25K broken case order lines per day.

Directed project activities and managed all aspects of design, development, QA and implementation of project deliverables, reporting variances, along with planned corrective action. Directed cross functional project teams of 5-75 resources.• Recognized need to revamp the systems and technology used in the outbound order applications to drive productivity and reduce operational costs. Determined new business requirements, designed applications architecture, worked with vendors to define and implement laser and thermal transfer print technology over a 5-month period. Rolled out to 37 warehouses resulting in increased warehouse productivity and reduced IT support costs.

Responsible for outlining functional requirements with business and technical team members, technical resource assignments, task lists and project schedule, technical risk assessment, hardware requirements / assessment (RF equipment and UNIX server) and UNIX server vendor evaluations. Direct Reports: 5. Directed cross functional technical team of 5-20 resources.

Directed project activities and manage all aspects of design, development, and execution of project schedules supporting seven (7) warehouses on a custom WMS application. Acted as Systems Administrator and principal support contact while reducing system outages and streamlining development activities to support business initiatives. Direct Reports: 5.

Directed and managed all aspects of design, development, infrastructure, desktop applications/support, operations, and execution for IT department. Directed the efforts and activities of people, capital, and equipment resources to reduce costs, implement EDI transactions (850-Purchase Orders, 810-Invoices) with major customers, improve productivity, and enhance operating efficiencies. Lead the Business Re-Engineering Project team to redefine the company’s ERP software package and business procedures. Direct Reports: 2 Indirect Reports: 2.

Directed and managed all aspects of design, development, operations and execution for IT department. Direct the efforts and activities of people, capital, and equipment resources to reduce costs, improve productivity, and enhance operating efficiencies. Direct Reports: 4 Indirect Reports: 2.

Responsible for all internal development including reporting, user interfaces and back-ground processing. Converted all company RPG programs to COBOL company standard.

Bachelors, Computer Information Systems

Bachelor Of Science, Computer Information Systems

Education record