Responsible managing the Services portfolio, consisting of 150+ full-time resources, to include relationship management, supervision of staff, onsite client projects and development of the Microsoft services within the Enterprise Construction & Services markets.

Responsible for building a first class team of experienced and professional delivery managers by establishing consistency in implementation methodology across projects and implementation consultants.

Responsible for building consistent consulting practices and establishing the organization's implementation methodology across multiple projects and over 100 consultants.

Responsible for building a PMO while leading an 18 month, enterprise implementation of Dynamics 365 F&O, CE, an Field Services. PMO consisted of 5 Project Managers and Coordinators, and 3 Solution Architects.

Key Responsibilities • Project Initiation: as-is business process and process variance mapping, requirements gathering, request for proposal and vendor selection management, project estimating and funding, and project organization design and selection / on-boarding. • Project Execution: project management plan creation and management; project schedule creation and management; stakeholder engagement and communications; resource management; vendor management; project governance and reporting including weekly status reporting, steering committee status updates, escalation management, and scope, schedule, and budget performance management and reporting. • Program Management Office: project and portfolio process design and implementation; PMO governance design and implementation; project portfolio management including project definition, estimation, and approval, project and portfolio prioritization, portfolio budget management, and portfolio status reporting and forecasting.Select Projects / Programs• Served as PMO Director on Program Office implementation for a Global Manufacturing Company. Implementation consisted of PMO Process definition, Primavera implementation, and Organizational restructuring.• Served as Program Director on a Global Microsoft Dynamics 365 for Operations implementation for a Electronic Gaming Manufacturing Company utilizing SureStep Evolved Methodology. Implementation included 4 distinct programs, 6 vendors, and over 60 project resources. Project spanned 2 continents, and 4 countries.• Served as Program Manager and Quality Manager on an ECC6 implementation in Mumbai, India utilizing ASAP Methodology. Managed FCA, P&C, and EPC cross-functional tracks, consisting of 7 project and workstream leads, and over 200 project resources.

Key Responsibilities• Implementation Methodology Design: full lifecycle activity definition and estimation; methodology documentation; methodology training for partner and client resources.• Project Execution: project management plan creation and management; project schedule creation and management; stakeholder engagement and communications; resource management; vendor management; project governance and reporting including weekly status reporting, steering committee status updates, escalation management, and scope, schedule, and budget performance management and reporting.• Program Management Office: project and portfolio process design and implementation; PMO governance design and implementation; project portfolio management including project definition, estimation, and approval, project and portfolio prioritization, portfolio budget management, and portfolio status reporting and forecastingSelect Projects / Programs • Served as PMO Director on a Project Management Process Improvement project for a Global Hosting company. Duties included process redesign, template creation, staff augmentation, and resource skills assessment and improvement activities. • Served as Program Manager on a effort to improve Project Portfolio Office processes, toolsets, and resource capabilities. Duties included portfolio process redesign, staff augmentation, and resource skills assessment and improvement activities. • Served as Program Manager on a Microsoft Dynamics AX 2009 implementation. Managed 50 on-site and offshore resources. Responsibilities included: Solution Architecture and Design, Status Reporting, Monitor and Control of Resource Task Assignments, Budget Tracking and Forecasting, and Risk and Issue Management and Escalation. Program lasted 14 months.

Key Responsibilities • Developing and managing project, program and portfolio budgets, scope, resources, organizational change, risk and stakeholder expectations; ensuring discretionary enhancements are in alignment with business unit strategy. • Reporting project status, including: task completion, progress, issues and risk mitigation. • Forecasting project cost and schedule based upon SPI, CPI and EV calculations. • Ensuring IT personnel adhere to IT Management processes and escalate as necessary. • Analyzing vendor invoices against services performed and contracts to ensure proper payment for services are made.Select Projects / Programs • Served as Project Manager for the global implementation of IT Change, Release, Problem, Incident and Configuration Management Policies and Processes (based upon ITIL industry standards). Project consisted of 15 resources. Project lasted 6 months. • Served as Program Manager for the implementation of a Global Standardized Project Management Methodology. Duties included defining a methodology for 3 distinct project types and sizes, building methodology documentation and training, identifying target methodology owners by region, and rolling out the methodology. Program lasted 12 months. • Served as Program Manager for the implementation of a global Knowledge Management System. Program consisted of 2 projects, 3 project managers, 20 onshore and offshore resources. Project lasted 14 months. • Served as Portfolio Manager for Downstream Non-ERP Small Discretionary Projects. Portfolio consisted of 40 projects with up to 20 active at any given time, 10 Project Managers, 20 IT onshore and offshore resources. Each project lasted up to 3 months. • Served as Program Manager for the upgrade of a global Health and Safety System. Program consisted of 3 projects, 6 IT and Business resources and 4 offsite vendor resources. Program lasted 24 months.

Key Responsibilities • Gathering and documenting technical and functional requirements. • Developing reports and enhancements to standard SAP MM, FI, CO, SD, PM, PS and HR module functionality using ABAP. • Performing code review for all ABAP programs. • Mentoring Consultants on proper consulting behaviors and techniques. Select Projects • Served as Lead Developer on the implementation of Vertex (SAP Tax solution). Managed 3 ABAP developers. Project lasted 6 months. • Served as Lead Developer on the extension of SAP PM module. Managed 2 ABAP developers. Project lasted 4 months. • Developed a standardized requirements gathering and documentation processes designed to enable the organization to meet and exceed client’s SLA requirements. Project lasted 2 months.

Key Responsibilities • Developing solutions to improve consultant efficiency. Activities included: o Identifying process inefficiencies by interviewing consultants and researching industry trends. o Developing prototypes and pilots. o Developing business case and gathering support and buy-in of upper management. • Developing enhancements to standard SAP MM, FI, CO and HR module functionality using ABAP. • Mentoring Consultants on proper consulting behaviors and techniques.Select Projects • Developed a standardized documentation process. • Served as ABAP resource on company’s SAP 3.1H Implementation Project. Responsible for developing Exchange Rate solution using SAP and Internet integration.

Key Responsibilities • Designing, developing, implementing and maintaining management systems, reports and processes in order to improve end-user efficiency and accuracy. • Interacting with 3rd party vendors to ensure all software projects were delivered on time and met user requirements. • Assisting in administration of Company’s Novel and NT networks, Windows workstations, HP printers and SQLServer databases.Select Projects • Developed a Financial Management ERP to integrate company’s multiple systems into a single Financial Reporting System. Project lasted 10 months. • Developed a Desktop Management solution to move company from Windows 3.11 to Windows 95 using standardized components and removable hard drives. Project lasted 12 months. • Developed company’s first Internet site.

Key Responsibilities • Developing applications to support FDCS and UCS Help Desk functions, such as: ticket logging, e-mailing, time tracking, knowledge management and call center management. • Interacting with end-users to identify and correct systems related issues with their dealership’s DOS, Unix and mainframe systems. • Training new employees on Help Desk policies and procedures. • Developing Help Desk systems manuals and populating the knowledgebase.Select Projects • Moved Ford’s Dealership Systems Help Desk from Detroit to Houston without service interruption.