Corporate profile: a $24b, Fortune 500 network and communications equipment company committed to innovation and technology leadership across mobile, fixed and cloud networks with 92,000 employees across 130+ countries. Responsibility profile: Recruited and tasked by leadership to rescue and execute a next-generation global ERP program. In the first 12 months, crafted the overall strategy, restructured four projects within a program, upgraded the pilot instance, replaced the cloud provider, completed the global finance rollout and delivered essential enhancements for the subsequent phases of the program. Split the remaining scope into 6-12 months milestones to enable agile delivery by three independent overlapping teams.

Corporate profile: a $14.5b, Fortune 500 direct-to-consumer leader (brands include QVC, HSN, and Zulily) with 28,000 employees. Responsibility profile: I reported directly to the vice president of it with a $12m opex, $28m capex and 29 employees with 9 direct reports. I was recruited and tasked by leadership to take over a $70m global SAP s4 implementation project. In my first three months I split deployment into finance and merch/scm, crafted the overall strategy, navigated change resistance, restructured teams, prioritized enhancements, integrated sap activate methodology, and created/enforced monthly budget reviews. Within 5 months, this delivered 2-3x expertise improvements, removed 40% line-item invoice variance, eliminated 90% of overtime requests, and saved $10m. These changes cut implementation costs for finance in half ($-confidential).ACHIEVED IN THIS ROLETEAM LEADERSHIP / COACHING / MENTORING• A lack of internal SAP support led to gaps and inefficacies. Committed, I resolved to develop an SAP Center of Excellence (COE) during ERP implementation, rather than after. Over the next 6 months I won ELT approval, recruited the talent needed to match gaps, led training, and established a continuous improvement program. The success of these efforts reduced opened support tickets by 82%, SI resources by 320%, and weekly burn rate by 50%. Our turnaround time was improved by 300%, saving millions during the program, and became a major catalyst in the success of the ERP implementation program.

ACHIEVEMENTS CONTINUEDERP SELECTION• I was given the responsibility by the SVP of IT to craft a methodology for recommending an ERP vendor. Within 30 days I had engaged a partner, collaboratively formalized a strategy, created a Capability Map, and defined future and interim architecture. After gaining ELT buy-in we outlined potential ERP scope, selected a vendor, and negotiated one-time licensing costs reduction of $5M. This de-risked ERP implementation by limiting customizations with ~$20M in costs savings. The framework became SOP and Best Practice and was deployed for the selection of Multi Source Inventory Allocation System. This success led to my promotion to Director of IT, SAP Solutions Architect.BUSINESS – IT STRATEGY ALIGNMENT• I was challenged by the CIO to foster synergies in aligning Business and IT strategies. I identified the root cause and defined the problem, used Enterprise Architecture and established a task group, implemented a phased approach, executed an RFP for vendor selection, and secured funding from the ELT. This strategy aligned cross-brand’s and cross-channel’s executive leadership, provided executive buy-in, became SOP, and Best Practice. The application prioritization/rationalization, cost avoidance of application obsolescence, and platforms consolidation saved $30-45M over the next 5 years.HIGH-TECHNOLOGY SOLUTIONS• In an effort to minimize initial deployment risk the CIO tasked me with implementing the latest SAP S4 platform. I tightly collaborated with SAP Product Development team in Germany to shape a future product roadmap, engaged SAP Premium Support for targeted consulting services, and navigated resistance to provide prototypes for all new features. This saved $5.5M by avoiding extraneous costs and negotiating early-adapter discounts. These award-winning efforts attracted best-in-class industry talent and lengthened the utilization period with no needed updates.

CORPORATE PROFILE: A $10B global Fashion and Lifestyle company (brands include Calvin Klein and Tommy Hilfiger) with 40,000 employees. RESPONSIBILITY PROFILE: I reported to the SVP of IT with a $2.5M OPEX, $10M CAPEX and 9 employees with 2 direct reports. I was responsible for functioning as the department CTO, which included but was not limited to implementing the technology roadmap for Commercial IT department.ACHIEVED IN THIS ROLEVENDOR SELECTION / MANAGEMENT• I was promoted and tasked by the SVP of Commercial IT to develop new methodologies for vendor selection and management. I created a Harmonized Vendor Score Card framework consisting of a harmonized scope, a rate card, a custom development estimator, and a resource plan. I then, created a template, led conferences, and collaborated with all vendors to gather and present the information despite change resistance. This original framework delivered ~$30M in savings in the company’s SAP S4 project, with the bulk of the savings, ~$16M, in the first 12 months.DIGITAL STRATEGY• I was charged by leadership to lead a cross-functional team of high potential employees to define and execute a Digital Enterprise Transformation strategy. Once the strategy was completed, I led the tactical execution for 3 out of 6 building blocks: Enterprise Architecture, Integration COE, and the next generation Intelligent ERP Core. The Enterprise Architecture driven reprioritization of projects and efficiencies associated with Integration and MDM COEs brought upcoming projects costs down by ~$20M over the next 4 to 5 years.

CORPORATE PROFILE: A $29B American department store chain with 150,000 employees. RESPONSIBILITY PROFILE: I worked closely with the Director of IT with a $2M OPEX, $8M CAPEX and 6 employees with 3 direct reports. I was responsible for the design and deployment of SAP HANA roadmap.

CORPORATE PROFILE: A $10M SAP consulting services company with 20 employees. RESPONSIBILITY PROFILE: I Reported to the CTO and Founder with a $1.5M OPEX, $4M CAPEX and 15 employees with 3 direct. I was accountable for providing executive oversight and execution of all aspects of strategic and tactical SAP deployment.ACHIEVED IN THIS ROLEBUSINESS TRANSFORMATION ENABLEMENT• One of our customers with 3 distribution channels shared ~80% of SKUs, and manual processes were hindering efficiencies. I was commissioned by the SVP of Merchandising to enable inventory sharing of slow sellers while maintaining channel-specific inventory accountability. I led the multi-functional team to design an inventory flexibility/transparency and ownership/accountability approach and implemented it into the ERP over the next year. This delivered timeline visibility into slow movers and potential markdowns, aligned to trends in consumer behavior, and saved $17M YoY. This strategy was replicated globally.

CORPORATE PROFILE: A $5M SAP Consulting services firm with 10 employees. RESPONSIBILITY PROFILE: I answered to the CTO and Founder with a $800K OPEX, $1.5M CAPEX and 5 employees with 1 direct report. They relied on me for providing architect level advisory services related to ERP system implementation.