Lead SAP Business Process Expert for the Order to Cash Functionality in North America.

Previously a member of the ERP COE Team responsible for SD, AR and MM / Purchasing. Previously was a member of the SAP Support Group responsible for the support and development within ECC 6.0 and BW prior to reorganization. At Aflac I have managed and implemented multiple projects in ECC 6.0. Other responsibilities include support for BW and ongoing development within SAP for multiple divisions within Aflac.Most recently completed a full lifecycle implementation of Aflac Japan in 2012 so the US and Japan would be on a global instance. Project responsibilities included the configuration and testing of the AR and MM functionality previously implemented in the US.The SD/AR Legal Collections project went live on 11/08. The scope of the project was to implement Accounts Receivable in SAP to replace a current Access database. The project was successful and involved 3 departments. The annual savings is projected around $200,000. In 2011 payment by credit card was implemented and the ROI is an additional $220,000 in collections to date. In MM Aflac implemented Purchasing in SAP for non-inventoried items. I was the Team Leader on this project and responsible for the configuration, managing the development, training and go live support. The Purchasing project went live in 8/2007 and resulted in over $250,000 a year in savings to the company. The second phase of this project was reporting in BW and building AP and Purchasing cubes and this went live in 2009. A third phase was implemented in 2010 to workflow purchase requisitions through an approval process and to ultimately notify the Purchasing Department that there is an approved request ready for PO submission. This development reduced the SLA in Purchasing from 5 days to .95 of a day for a PO that originated from the SAP Requisition process.

I was the SD and WM Team leader for Arch Chemicals in 2005. As Team Leader, previous responsibilities included Analysis, Development, Configuration Standards, Change Management, Business Process Control and functionality for 5 divisions. During the 5 years a lot of time was spent on implementing SAP for various acquisitions the company had made spanning a range of industries from Personal Care to Pool and Spa Chemicals. The responsibilities during an implementation involved business process mapping, master data conversion, all SAP configuration, reporting standards, report development, user training, production support and cost benefit analysis. Daily responsibilities include production support, new functionality analysis, configuration, development and project management. For the upgrade to 4.0 responsibilities included building the integration and module testing plans, analyzing all business processes in the upgraded version, testing all custom development and training the end users. Arch Chemicals has over 1,000 SAP users worldwide in 10 countries.

At Olin I held the position of SD, QM and AR team leader for Olin Chlor Alkali Products. Responsible for the functionality of the above mentioned SAP modules for the entire division which generates $300M in sales annually. The division has 4 production facilities and 11 distribution centers in the US and Canada. The corporation split with Arch provided some interesting challenges from the standpoint of splitting the server and database. Responsibilities during the split included data migration, data integrity, testing and support for over 150 users in 15 locations. Many custom enhancements were developed during that time which focused on the speed and ability to perform repetitive tasks such as the Multiple Order Entry. This increased productivity by 50% for the CSR's. Other enhancements include SAP IT freight rating and routing, sales reporting, data and the terminal operation interface.

As a consultant with IBM Global Services SAP Consulting Practice demonstrated extensive skills in business process re-engineering, system analysis, system design, process design, process implementation and system implementation. Provided expertise in 2 complete implementation cycles both as a team member and a team leader.

Project Scope: Implementation of 2.2 consisting of SD, MM, PP, FI and Co modules at Cott Beverages, Inc. Re-engineered the business processes in all areas to coincide with the implementation.Specific Role: Implemented and configured software on an HP-UX platform. Responsible for SD Module Scope, Business Process Re-engineering, Process Mapping, Testing, Training, and Reporting for Canada and the U.S. While with Cott Beverages USA, Inc. aided in designing and implementing operating systems that improved materials management and sales and distribution through emphasis on business process re-engineering. Provided leadership and expertise by developing procedures that encompassed the U.S. and Canada which coincided with the strategic planning goals outlined for the corporation’s implementation of SAP R/3. In the role of business analyst held overall responsibility between production planning and logistics. Also responsible for directing the design of the distribution system that was implemented in the US and Canada.Results: All distribution points and manufacturing facilities in Canada were brought on line with SAP R/3. The implementation resulted in more efficient information on stock levels and fluctuations to react to customer demand. By developing effective sales and operations plans using SAP R/3 the manufacturing facilities recognized reduced inventory cost through continuous replenishment methods, lower distribution costs and increased profit margins for various branded consumer goods.