• Coordinate, facilitate and problem solve outstanding post go live JDE system, process or change management issues primarily in the Sales group while working with other functional areas of the family of companies (FSP, SLI, EST, STI)

• Led the cross functional project team in the implementation of JD Edwards in coordination with our implementation partner, CSS. Multimillion budget. Including all phases and integrated testing. Coordinated resources from 4 sister companies.• Managed full time & part time project team of system analysts, OCM, TMS, WMS & training resources. Established communications / meeting rhythms with all stakeholders, including 5 sponsors, & adjusted throughout the project. Fostered relationships in and related to the project by organizing team building activities.• Coordinated multiple vendor software implementations/integrations – RFSmart, TMW, AFS/Priya, SCANMAN. Also managed the relationship with Oracle’s Development Direct program, of which FSP was a member.• Established IT specific processes due to lack of IT Director during much of the project• Created innovative processes to lead the teams using tools such as SharePoint, Team Foundation Server, MS Project, The Great Wall, a War Room & copious amounts of healthy snacks/ homemade crust-less quiche

• Led the project team in the following phases: 1) Requirements Gathering & ERP Systems Analysis 2) Produce Pro & SLI System Evaluation and 3) ERP System Selection 4) Implementation Partner Selection• Coordinated the process & documentation, with the project team, to review current system vs. requirements & recommended going forward with an ERP system. Navigated directional changes during the evaluation.• Worked with team of analysts to do a full RFI and RFP process with multiple vendors, while including executives. Coordinated with vendors, including sales process scheduling & communications.

• Gathered, defined and analyzed current and future requirements against current Priya, Warehouse Management System to determine direction to upgrade or replace• Upgraded current version of Priya and implemented “quick hits’ • Managed & developed SCORE project team including FT & PT team members

Full service embroidery, screen printing, promotional products & sportswear company• Researched and compiled a unique line of products for baby, child, adult and business• Created and managed corporate, business and team apparel programs• Became self-educated on the technical and software skills needed for embroidery and digitizing• Worked with accountant to set up accounting system but then handled all accounting, billing and pricing functions

• Part of a team that delivered draft business case which included:o proposed cost and work estimates and implementation plano support quick hits efforts which identifies $50 million EBT• Conducted Blueprint Workshops to analyze & define business requirements, rules, functional specifications & To-Be processes• Delivered the Final To-Be Blueprint which included:o final benefits case with at least $500 million EBT improvemento final cost and work estimates and a detailed implementation plan

• Recruited and interviewed Penn State interns and full time potential employees; named official school sponsor for IP IT in 2001

• Managed the EPI development team, Business Process Redesign-Finance and Global BPR-F Development & Technology workload and other D&T EPI projects – including 49 domestic and International rollouts including two pilot sites in the UK, Inverurie, Scotland and France• Managed 14-18 ABAP developerso Achieved Gallup poll results substantially above the IP and industry normso Developed creative, yet cost effective team building and improvement methods• Led the Global Development Pilot Project - piloted outsourcing of ABAP developers to Kwidzyn, Poland for cost savings• Led the Month End /Archiving team, a cross-functional team to help increase efficiency and performance results• Coordinated the Thomaston financial divestiture and fulfilled divestiture requirements for upcoming 2002 divestitures• Started the research into combining project management methodologies across the company and initiating a Project Mgmt task team and recommended methodology• Traveled to Poland to begin tasks and gain exposure as a global project manager• Created a structured, repeatable intern program within the D&T group

• Created and maintained Beverage Packaging BPI plans• Acted as support/consulting project manager for the Bev Pckg BPI project

• UCC Recovered Fiber Systems: Facilitated the acquisition, redesign and set up of hardware and software for the Recycled Fibers System out of the Franklin, VA mill while acting as the IT project manager/liaison• Cornerstone for EPI: Gathered data profiles for the Enterprise Systems group and facilitated data collection and compilation• Full Suite Support – Arizona Chemical SAP Project: Coordinated support issues and enhancements for Post Implementation Phase

• Planned, organized and implemented all project phases from soft start to post implementation with sequential co-project managers & a team comprised of subsidiary and corporate members (approx. 40 people) • Organized and orchestrated monthly reviews with executive IP and business management • Conducted conflict resolution sessions with upper level management as needed

• implemented SAP at International Paper Co. subsidiaries, including legacy data conversion & managed the comprehensive system test scenario involving all process teams • created a process, designed a front-end to record and report downtime in Plant Maintenance module. Trained production supervisors on functionality.• coordinated production team configuration and root cause analysis • trained management, end users, and power users

• managed the pilot implementation of Global Logistics System (bolt on to SAP, later purchased by SAP) at Arizona Chemical (IP subsidiary)• led business process redesign & documentation efforts for the team• coordinated cross functional communication between IP management, Arizona Chemical, Mid-Range Tech Support, Syntra, AZ Chem Information Technology and the GLS team

- Acted as the buyer of transportation for the UK and Northern Europe when my buyer resigned and started her own company. $14MM annual budget- Purchased New Zealand and Australian transportation, $6MM annual budget- Managed bid process for cost and logistics of machinery and supplies from multiple US suppliers for timely arrival in building a new $100MM plant in Ireland- Resolved customer service situations- Managed 1996 N Europe and UK contract bid process exceeding 200,000MT