Dennis Rapp, Pmp, Mbb Email & Phone Number

Atlanta Metropolitan Area

Infotek Solutions Delivery, Inc. specializes in large scale IT Project and Program Management, providing remote and/or onsite services to clients needing deep leadership experience in ERP deployment, business transformation, and/or acquisitions and divestitures. With cross functional expertise in accounting, financial planning & analysis, procure-to-pay, benefits administration, financial transaction processing and engineering, as well as PMP and Six Sigma Master Black Belt certifications, we are positioned to help clients organize, plan and execute even the most complex of IT initiatives.

Atlanta Metropolitan Area

• Supported PwC’s Engagement Manager and Partners in delivering a global agile deployment of Salesforce Health Cloud and Salesforce Marketing Cloud for a major medical device manufacturing firm being spun off from its parent company. • Planned and help drive all aspects of first two major releases (Asia and US), including but not limited to requirements gathering, agile development, integration development, testing, communications, training, cutover and hypercare. Set PwC and client up for success in third major release (Rest of World) with all elements of program structure.• Worked closely with PwC delivery team, client IT and Functional leaders, and other 3rd parties engaged by client.

Atlanta Metropolitan Area

• Supported PwC’s Engagement Manager and Partners in overall planning and key component delivery of a 3rd party ERP-driven business transformation for a major medical supply company, which also involved integrations between new ERP software and multiple Salesforce platforms.• Planned and helped drive discovery, business requirements gathering and functional and technical design for cross-platform functionality (e.g., Salesforce, new 3rd party ERP, custom software and integrations).• Worked closely with PwC delivery team, client IT and Functional leaders, 3rd party ERP leadership, and other 3rd parties engaged by client to develop integrated program plan and reporting structure.

Remote

Contract IT Project/Program Manager • (Jun 2021 – Apr 2022) - Integration IT Program ManagerPlanned and helped drive IT activities needed to integrate the R&D Division of Avanir Pharmaceuticals, Inc, located in Aliso Viejo, CA, into acquiring company Otsuka.Key Contributions• Post announcement in June, 2021, led IT Functional Work Group (FWG) comprised of Otsuka, PricewaterhouseCoopers, and Avanir personnel in scoping, planning and execution of required activities across ten (10) IT workstreams to smoothly onboard ~135 Avanir employees to Otsuka on Jan 1, 2022. • Organized and facilitated early on-site planning sessions; convened FWG weekly for full program updates on progress, decisions needed, risks and issues.• Led development and delivery of stakeholder-facing communications, e.g., “one-pager” graphics describing planned changes, lunch & learns, FAQs, and service desk notifications.• During hypercare, analyzed, summarized and helped drive resolution on service desk incidents connected with well-received integration go-live.• (Aug 2020 - May 2021) - Integration IT Program Manager.Planned and helped drive IT activities needed to integrate bankrupt Proteus Digital Health, Inc., located in Hayward, CA, into acquiring company Otsuka.Key Contributions• Post July 2020 deal signing, led scoping, planning and execution of IT activity needed in both Infrastructure and Applications arenas to ensure ~50 acquired employees had Otsuka-based, operations-ready IT capabilities by March 1, 2021. • Ensured Proteus-contracted services listed in Transition Services Agreement were sunset or moved to Otsuka contracts.• Led scoping, costing and execution of effort with FTI Consulting, Inc., and Box, Inc. to cleanse Proteus Box cloud storage of PHI, and install new Security and Governance features.

Remote

Contract IT Project/Program Manager• Solidified IT scope and cost, and developed a holistic IT project plan in support of targeted April 2021 go-live of a new multi-building tray pack poultry processing facility in Humboldt, Tennessee.• Original 4-month planning role was expanded and extended to include leadership in: - Resolving HR/payroll-related SAP S4 production issues encountered during advance production operations the facility’s Feed Mill which began in early July 2020. - As-is process analysis and IT solutioning to improve how poultry products are handled in the plant’s 28-degree storage area (T28 room) prior to shipment. - Engaging MTech Systems as turnkey software supplier to replace in-house tools for Growhouse and Live Operations management for new plant. Key Contributions• Created detailed project plan and, where needed, execution checklists, for all IT workstreams.• Developed comprehensive dashboard to help Infrastructure lead track and report all activity.• Spearheaded IT and Ops working sessions to flesh out T28 room process and IT design details.• Drove MTech scoping & costing analysis, and post-contract signing, launched execution effort.

Gulfport, Ms

Contract IT Project/Program ManagerWith support and guidance from MHG’s Controller and CIO, spearheaded the blending of three distinct FSCM projects into a single, uniquely branded business transformation program; over a 12-month engagement, delivered key interim milestones and positioned client to reap major benefit from optimized business processes. o Program components included: - Lean and optimize FSCM processes as part of PeopleSoft 9.1-to-9.2 upgrade. - Upgrade and expand functionality of Allscripts EPSi® decision support system. - Educate and train hospital leaders on core financial stewardship disciplines.o Culminated three-month scoping and planning effort in a kickoff discussion with 35+ hospital directors/officers; afterwards, kept selected leaders apprised of progress, risks and issues via bi-weekly Steering Committee updates.o Hit critical milestones on time and under budget during ensuing months, including: - Migrated in-scope customizations from PeopleSoft 9.1 production to 9.2 development environment; completed early testing of data migration activity. - Migrated EPSi decision support system from outdated locally hosted version to new cloud version, making MHG one of EPSi’s first production AWS cloud clients. - Enhanced PeopleSoft to EPSi payroll and finance feeds needed to support new cloud version of EPSi. - Finished as-is process mapping & waste identification for 100+ FSCM processes; developed to-be process and system design for ~40 in-scope improvements.

Greater Los Angeles Area

Contract IT Project Manager• (Feb 2017-May 2018) Coordinated on-boarding of 2,000-employee Clougherty Packing, LLC, acquired from Hormel in January 2017, into Smithfield’s IT environment.o Facilities included fresh pork and packaged meat manufacturing plant and 10,000 slot distribution center in Vernon, CA (Farmer John Foods) and packaged meat manufacturing plant & distribution facility in San Leandro, CA (Saag’s Specialty Meats).o Key Scope Items: migrate ERP functions and data into Smithfield’s OneSAP platform and its supporting Non-SAP integrated applications; deploy new workstations, scales and printers across all facilities; deploy new local area network and new office workstations and migrate legacy email accounts to a new email system; migrate VOIP phone system, badge entry system and customer facing websites from Hormel’s technical platform to Smithfield’s. o Acted as Smithfield’s primary project liaison with Hormel throughout the effort. Supported plants after go-live through 3-month Hypercare period before transitioning issue resolution to Smithfield’s IT Service Desk operation. • (Jun 2018-Aug 2018) As part of Smithfield’s PMO, helped lead final phase of project to bring twenty-three (23) fresh pork manufacturing facilities throughout the U.S. onto Smithfield’s OneSAP platform. Played significant role in Hypercare support after go-live until issue resolution was transferred to Smithfield’s IT Service Desk operation.

Greater Chicago Area

Contract IT Project Manager Originally engaged to project-manage two "pillars" of a 6-month post-SAP implementation cleanup effort, code named "Embed". During that time, in April 2015, Tate & Lyle announced sale to JV partner ADM of its holdings in long-standing Amylum JV, including plants in Bulgaria, Turkey and Morocco, while taking full ownership of JV plant in Slovakia; divestiture effort was code named "Milan". Assigned In August 2015, after successful completion of Embed deliverables, to behind-schedule SAP activities on project Milan, and was subsequently asked to project-manage entire divestiture effort, both SAP and infrastructure. Relocated to Netherlands from April to August 2016 to align better with European resources in T&L, ADM, and IBM (ADM's integrator). Key Contributions leading to timely carve-out of IBM-hosted ADM platform from Tate & Lyle's global SAP environment:• Created & maintained shared project plan for all project phases, with assistance as needed from other PMs in T&L, ADM and IBM; reported weekly on all project phases. • Developed detailed business process flows & work instructions, in conjunction with Subject Matter Experts, for use in communication and training re. Bulk Ingredients Distribution Solution. • Worked closely with ISIT Testing Leader to ensure test scripts were in place for each SAP phase or sub-initiative; actively led defect triage sessions to ensure clear communication and ownership around issues.• Participated with ISIT Director of Technical Innovation and Europe-based Business VPs as vital member of T&L Leadership team; upon relocation to Europe took an even more active role in liaising between ISIT and Business leaders, as well as with key ADM stakeholders based in Europe.

Greater Atlanta Area

Led upgrades & deployments of Enterprise Standard A/P application suite on Oracle ERP platforms. (Feb - Mar) In PMO capacity, developed MS-Project toolkit for team of PM's. Created WBS Dictionary and Planning Template as knowledge base for task descriptions and dependencies, with selectable duration and LOE estimates aligned to project complexity rating. Template spawned custom Implementation Plans for individual projects.(Feb - Jul) Drove impact analysis and timely R12.1.3 to R12.2.3 A/P app suite upgrade across 5 OU’s in Power Generation Services ERP.(Jul - Nov) Led accelerated R11i to R12.2.3 A/P app suite upgrade, including replacing Kofax Markview® with Lexmark Perceptive® OCR & queue management tool, across 7 OU’s in Nuclear Fuels ERP. Administered HP ALM for test scripts and defect tracking; provided detailed technical and functional leadership to offset unplanned IT and functional resource constraints.

Kennesaw, Ga

Intentional career break to sharpen focus on health, vital relationships, and professional credentials.

Atlanta, Ga

Spearheaded GE Energy’s $6.5mm, three-year investment in ENOVIA® PLM-based two-way document exchange with direct material suppliers. Built and led global cross-functional team to deliver industry-leading automated solution giving suppliers direct, secure download access to bills of material and technical part definition associated with RFQs, POs, and Qualifications, and controlled upload capability for documents they are required to submit, all within the PLM platform. Projected to deliver over $5mm annual savings in the core turbine and generator business, driven by internal productivity, faster NPI cycle time, lower cost of quality and improved controllership, this acclaimed solution, dubbed "SDX" (for "Supplier Document Exchange"), is now staged for replication on other GE PLM platforms. Concurrent with the SDX initiative until March 2012, liaised with Engineering and a 300-person Sourcing team responsible for $4 billion direct material spend with over 10,000 suppliers, to facilitate smooth and timely transition of Sourcing and supplier-facing processes from legacy tools to ENVOIA® PLM platform, during an emotionally charged, $60mm Engineering-led initiative spanning 30 months. Matrix-managed Sourcing subject matter experts representing various product lines through business requirements and functional specifications phases; influenced senior management to allocate leadership bandwidth during testing, supplier communication and roll-out phases; recruited seasoned IT resource to manage testing and training; drove complex process re-design and data conversion sessions with Engineering team.

Atlanta, Ga

From September 2008 to May 2009, led Sourcing elements of legacy-to-Oracle A/P migration for $1.5 billion in GE Energy spend, enabling GE Corporate to close shared services A/P center on time per highly visible “drop-dead” schedule. Innovated simpler data conversion approach to meet timetable, delivered custom period-end accrual logic for converted PO’s, and custom journal entry descriptions. Championed then led technical and communication tasks to ensure early migration of 5,000+ suppliers to new Web-Invoicing tool, avoiding go-live shock to huge population. Developed and delivered Sourcing and Finance training materials to 500+ people. Personally managed migration of 12,000+ unique supplier records, and associated banking details, to Oracle supplier tables in new Operating Unit.From February 2007 to August 2008, led Sourcing and Finance elements of timely and smooth Oracle Purchasing and A/P implementation for $4 billion of direct material spend. Led cross-functional team of thirty (30) people impacting over 300 internal users and over 10,000 suppliers, in a highly visible effort that - without meticulous planning and painstaking execution - could have impacted fulfillment and production in Energy’s core turbine and generator manufacturing business. Replaced Oracle 11.0.3 with Oracle 11i Purchasing, preserving complex integrations with legacy MRP/BOM system; migrated A/P from file-fed legacy shared service to Oracle ERP-based A/P; interfaced G/L transactions from local instance to Global G/L on separate instance.

Atlanta, Ga

From November 2005 to January 2007, led Sourcing elements of GE Energy controllership upgrade for Intercompany Billing system. Drove fit-gap analyses, functional and technical specs, testing, training and post-deployment metrics. Improved controls on $1.2 billion intercompany spend yielding $2.5mm savings.From October 2004 to October 2005 led migration of $20mm in GE Energy spend from legacy to Oracle A/P, enabling timely closure of European A/P center; innovated key workaround to Oracle invoice approval gap.

Atlanta, Ga

Prior to widespread use of eInvoicing and other electronic payment options, scaled GE Energy Purchasing Card program from infancy to $130mm, largest in GE, driving 300,000 low dollar transactions away from paper invoicing, yielding $3mm in efficiency. Actively managed relationship with GE Captial MasterCard® issuer, transaction processor and servicing agent; implemented controllership upgrades via integration of MasterCard® transactions into standalone in-house one-over-one approval application.In conjunction with GE Capital and GE Corporate, drove complex integration of MasterCard® credit card numbers with GE Energy purchase orders created on Corporate Oracle platform, streamlining payment process for small indirect orders (this solution, pioneered as an internal partnership between GE Capital, GE Corporate and businesses such as GE Energy, is now branded as vPayment® by AMEX). With advent of e-Invoicing and vPayment® solutions, aggressively drove Purchasing Card program right-sizing through communication, metrics, card closures, and transaction restrictions, leading to 50%+ reduction in spend.

Atlanta, Ga

From May 2003 to September 2004, led GE Energy integration of Elance® (now Emptoris®) services procurement solution with Corporate Oracle indirect platform; enabled $250mm spend, yielding $1.3mm savings via tighter controls.From January 2002 to September 2004, drove $1.5 billion of GE Energy indirect spend onto Corporate Oracle platform yielding $10mm leveraged spend savings; interfaced to G/L, A/P and P/A platforms at 15 locations in 9 countries.

Albany, New York Area

Acted as primary GE Energy liaison with GE shared A/P service center handling $4 billion of GE Energy payables.Built staff of seven contract FTE’s to drive multiple initiatives focused on Accounts Payable processes; measured and improved A/P processes yielding $1.5mm benefit in earned discounts. Working with GE Capital, analyzed spend and communicated with supplier base to move incremental $700mm annual spend onto discount terms, yielding $5mm benefit in earned discounts.Co-led Activity Based Analysis of Global Sourcing organization. Face-to-face interviews with 800+ people in US and Europe provided senior management with key information enabling a restructuring of the organization, which led to a 10% reduction in force.

Albany, New York Area

Drove Six Sigma strategy and execution for GE Energy Finance team. Screened and hired Black Belts, who executed or mentored 140 total Six Sigma projects over two years yielding $2.9mm savings and $6.5mm cash flow. Taught Six Sigma multiple times to 300 total GE Employees domestically and internationally. Consistently received top marks for clear and engaging style.

Master Of Business Administration - Mba, Business Administration And Management, General

Bachelor Of Science (B.S.), Management Information Systems, Magna Cum Laude