Doug Hampson Email & Phone Number

● Led implementation of SAP Plant Maintenance for Henkel acquisition in CPG business on time and within budget with high satisfaction by manufacturing personnel. SAP drove improvements in planned and predictive maintenance versus reactive maintenance and increased OEE of units and production to meet demand and delay capital investment. ● Guided complex transition of content management solutions for key business processes such as supply chain, innovation, and regulatory compliance as SME (subject matter expert) of a global team. Transition was finished over weekend with no interruptions of key business processes.● Initiated and spearheaded assessment with outside consultant of a CPG site of Industry 4.0 readiness with specific recommendations, business cases, and a roadmap to achieve digital manufacturing objectives.● Coordinated input, collaboration, and recommendations to Americas IT leadership Team, including vision of future state for consulting, SWOT analysis, current focus, necessary skills, and how to support Henkel 2020+ strategy.● Spearheaded global rollout of SAP consolidation at Henkel to streamline business processes for a "satellite" system in supply chain area without any interruption in business processes.

● Managed day-to-day operations of key business software to enhance reliability from 90 to 98% and control costs. Worked with purchasing to accomplish SLAs (service level agreements) and control costs.● Orchestrated projects to complete key upgrades of software within budget and on-time without impact to business operations, including implementation of enhancements to facilitate tax compliance and raw material data sheets for manufacturing and research.● Directed effort to move applications to a new data center provider and change application vendor without impact on business operations.● Initiated plan to replace legacy system for product artworks in NA CPG with a global solution to save $350T over 7 years. ● Spearheaded program to complete industry study of options to replace an outdated legacy content management solution with another solution, considering initial cost and recurring costs for total cost of ownership.

Dow Chemical acquired Rohm and Haas Company on April 1, 2009● Managed ERP (SAP) Development Team ABAP resources and budget for up to 15 individuals to complete all high priority projects of $40 MM IT budget, including ERP Upgrade by agreed target dates.● Optimized effectiveness, efficiency, and cost of team performance with resource changes by leveraging on-site and offshore resources.● Partnered and negotiated with vendors to flex resource levels as exemplified by receipt of IT Management Award for recognition of need and quick ramp-up of development staff to accommodate accelerated IT plan.● Coached and mentored lead developer to allow transition to team leader.● Provided safety leadership as IT Safety Leader for 400-member IT Organization to drive culture change and integrate safety into daily work and received award from CIO.Additional Roles: Business Intelligence/Knowledge Management Team Leader; Manufacturing Business Analyst

Louisville, Kentucky, United States

Process Engineer, Engineering Project Manager, Technical Manager, Plant Production / Customer Service Manager, Manager Business Analyst

M.B.A., Finance/Accounting

B.S., Chemical Engineering