We help forward-thinking companies push cash to their bottom line so that they can keep and attract good people, and mitigate the damage of supply-chain madness and generational inflation.ERA provides value through insight. That simply means that for 30 years our expert analysts have used a proven methodology to help businesses and nonprofits rein in costs and provide supply chain optimization. Often., this will save thousands of dollars in over 40 different expense categories. While most companies have the capability to control a few of these categories on their own, they trust us in areas where they might not have the time or expertise to do it themselves. Because we are paid exclusively from the savings that we bring to our customers, there is no risk in starting a conversation.

• Brought in to initialize and spearhead the 5-year RoyalOne Program, leading the implementation of external Order Management and Loan Management SaaS solutions across the US. • Worked with C-suite to align all long-term digital strategy goals with the sales, customer satisfaction, and scaling objectives of a segment-specific direct sales company offering customer financing.• Streamlined and guided 50+ employees and additional auxiliary personnel dispersed across Finance, Sales, Support, internal development and QA teams, two external Agile groups, and multiple middleware vendors.• Modernized in-house legacy systems in place for over 30 years, delivering transformations for all internal and external users while owning Business Intelligence, Technical Support, and Customer Support team goals.• Navigated change requirements to digitize paper-based ordering and accelerate order entry into ERP systems.• Improved customer financing approval timelines from over 4 days to under 15 hours on average.• Strategized timelines and processes for subsequent program expansion into Central and South America.• Championed business and technical process improvements to prevent distributor fraud and mitigate company impacts. o Evaluated distributor data to determine root cause and strategize remediations for fraudulent activity of <$20M. o Instituted a comprehensive customer identity verification process during the initial sales lifecycle stages. o Launched a recurring payments module to resolve nonpayment issues.

• Managed up to 10 concurrent high-velocity business transformation and improvement projects within the Charter Steel and Charter Dura-bar subsidiaries, achieving on-time delivery for all projects. Reported to the company CIO.• Coached teams in Agile methodology to better execute Oracle CPQ, customer portals, and website migrations. o Standardized long-term decision-making and prioritization based on functional capabilities, increasing business ability to influence technical strategy. o Coached teams and product owners through discovery phases of business analysis to define requirements, review solutions, and align operations management with larger organizational goals.• Integrated and enhanced enterprise self-service functionality for HRSM and ITSM processes. o Eliminated manual calls to open HR availability and lower headcounts by opening basic self-service functionality for 401k, W2, and paystub viewing and modifications. o Streamlined IT-business communication by installing a new ticketing process.

• Conducted cross-functional interviews to bridge gaps between business and technical teams. Removed siloed operations and issues through technology-agnostic communication, improved collaboration, and increased project visibility.• Conducted requirements gathering and analysis, resource allocation, budgeting, and continuous process improvements in collaboration with senior leaders.• Orchestrated timeline-based IT Infrastructure project executions under budget, including major network and domain migrations following 5 site acquisitions. Migrated over 800 users and ~4,000 devices via a separate onsite LAN.• Implemented a large-scale technical transfer with over 50 applications and databases to a new Azure-based environment.

• Supported the multi-year Program Granite (~500 employees) global process standardization and simplification initiative, facilitating SAP S/4 HANA ERP ground-up installation.• Owned strategic planning, execution, performance, resourcing, and budgets to migrate legacy ERP applications.• Headed 10 concurrent projects as a cross-functional leader to support multiple business units.• Improved LMS user experience and adoption by integrating a SaaS system for 5,000 global employees. Automated manual program tracking to raise managerial visibility and facilitate continuous professional development.• Modernized legacy Kronos payroll and attendance systems to cloud-based SAP and Workday solutions.• Migrated, removed or replaced 1,000 SAP-reliant custom Access databases across multiple regions.• Accelerated the bonded warehouse management project to avoid over $3M in monthly tax losses.• Cultivated relationships with interdisciplinary teams and business partners, including Sales, Logistics, and Customer Service.

• Reporting to CIO and CEO, led a flagship 5-year, $10M front-end Customer Relationship Management portal development via Salesforce, ensuring alignment with organizational objectives.• Generated $85M in incremental revenue in the first year of the five-year strategy.• Centralized 15 disparate data systems and interfaces following multiple company acquisitions. Owned front-end portal development and united other project managers (4) through weekly think tanks to merge previously siloed operations.• Stakeholder management of 100's of stakeholders, cross-functional vendor management, project budgeting, leadership, communication and creative problem solving were all requirements to deliver this business transformation

• Recommended and presented the creation of a project management office to the CIO to drive business transformation. Chosen to fill the new leadership position and drive the 2-year global initiative. Successfully launched the PMO, adding business value through IT group projects, business process improvement, stakeholder management and process standardization that influenced ELT data analysis and decision-making.• Championed team cultures for over 50 concurrent projects, improving prioritization and streamlining operations.• Scaled the project management staff from 4 to over 20.• Reduced IT DBA working time by ~45% via targeted projects.• Improved consulting billable time by $2M annually.

• Introduced standardized project processes, developed business case templates to drive business analysis, managed budgets and led global resource allocation.• IT operations management of a cross-functional global IT team aiding the Consulting and Support departments. • Exceeded SLAs at no additional costs.• Reduced the data center footprint by 50% while increasing storage and server demand fulfillment by 60%.