IC product manager role, contributing to the strategy and deliver of new products and services, as well as improvements to legacy products, that are used in the internal financial reporting systems (Budget & Planning, business analysis and management, and Incentive Comp) and as part of Microsoft financial management and statutory reporting needs.

I manage a 25-person team (7 FTE, 18 vendor) that focuses on taxonomy, channel reporting and security features, as part of the revenue reporting system for the Microsoft Finance organization. The revenue reporting system for Microsoft, MS Sales, serves both as the revenue source for general ledger (GL) / SEC reporting, and the management reporting function at MS, with ~45,000 internal customers, including field sales, business groups, and finance professionals. My responsibilities include:• Management of geography, product and revenue hierarchies, involving design of business rules• Overall design and daily operation of access and security for the MS Sales tool, ensuring SOX compliance• Coordination with IT and key business teams across Microsoft to prioritize and plan solutions• Day to day business operations, design for efficient and accurate ETL ensuring appropriate data quality monitoring• SDLC, configuration and capacity lead for the team • Oversaw Company’s Month end Close (FME) activities, including writing audits to ensure ETL and rule attribution processes were accurate. • Preparation of SQL queries as test scripts for data validation

Responsible for leading the implementation of the Manufacturing module for the company’s ERP System (iRennaisance, CDC Software). Lead contributor to all other areas of implementation including Finance modules. Prepared implementation plans for individual company sites (8 in total), assessing functionality requirements and establishing new or modified business processes to achieve the optimum balance at each site between system development and training/change management.• Over 4 years, I led a 7-person team that successfully deployed the above ERP modules in the company’s California, Florida, Missouri, Wisconsin, New Jersey and Canada site locations.• Efforts directly affected the company’s ability to quickly and profitably integrate the data/processes of several recent corporate acquisitions.• Deployed to multiple sites to analyze existing business processes, identify/define any necessary changes to business practices, and fine-tune software deployments.• Analyzed, prepared, and integrated data from legacy systems into the new ERP.• Designed and implemented change management and training programs in PM, IC and PP to teams of between 5 to 15 people.• Prepared functional specifications for program modifications and enhancements.• Managed all “go-live” issues through to completion on each site.• Developed new practices for manufacturing cost analysis and management reporting.

Responsible for analyzing both existing and proposed operations in order to identify opportunities where new technology and strategies could increase productivity. Produced detailed functional specifications, recommendations, and proposals, communicating these to senior management prior to managing the implementation of each new solution.Project Manager for an ERP implementation following 2 corporate acquisitions• Managed an 8-person, cross-disciplinary team to implement the Kerry standard ERP system in 2 new businesses. Projects involved requirements capture and analysis, design meetings, functional specification drafting, time/budget management, and final user acceptance testing. Development and implementation of a formulation optimization system• Designed and implemented a linear programming tool that generated considerable cost savings for one of Kerry’s key food production divisions. This tool was implemented using Solver, Excel, and VBA and was tightly integrated with the ERP system. This solution provided a formulation management/optimization system and led to greatly improved accuracy of quality tolerances, including:- More than $1M in annual savings to the company, equating to 20% improvement in the division’s gross margins.- A 300% reduction in food preparation time, eliminating the need for extra staff even after a new acquisition demanded greatly increased volume throughput.Launching of an extranet site to share production schedule information with suppliers• Improved manufacturing efficiency by designing a system to provide raw material vendors with superior product forecasting and scheduling information. Managed the implementation of an extranet by an outsourced company, requiring detailed liaison work with Kerry Group suppliers.- Project resulted in a successful Vendor-Managed Inventory process and improved overall plant efficiencies by 30%.