In conjunction with the Marketing organization, led a Digital Transformation by implementing global, multi-lingual, brand websites; progressive eCatalog solutions; online customer training solutions; and advanced sales tools such as customer relationship management applications.Instrumental in improving efficiencies in a global distribution network by leading the teams to implement automated inventory picking/shipping applications as well as state-of-the art warehouse management systems.Developed and led consolidation initiatives to significantly reduce legacy applications and move the organization on to global, single platform solutions such as SAP. Consolidated 5 individual data centers on to a single platform.Coordinated the separation of the Motorparts and Powertrain divisions, which resulted in the formation of two distinct information technology teams.Successfully transition from a fully internal IT organization to an organization that was supplemented by third party offshore resources. Completed the transition to a 25% outsourced team in less than 6 months with no business disruptions.Responsible for a global team of 200+ Information Technology professionals and a $100M budget.

Direct interface to the Motorparts CEO and his leadership team to develop and deploy new go-to-market strategies such as online customer ordering.Key member of the core team developing the new distribution footprint in North America.Decision maker on the executive team that recommended the new portfolio of applications to improve value to the end customer.Direct oversight and responsibility for a $43M global IT budget.

Brought in to this expanded role to improve relationships with aftermarket executive business teams and demonstrate the value of a strong partnership with Information Technology. Developed and executed a strategic planning process to ensure high priority projects were properly planned for and budgeted within the Information Technology organization. Achieved a 95% on-time, on-budget rating for 5 consecutive years.Put a global process in place to track application metrics that were focused on operational excellence. In 3 years, increased the Service Level for Break/Fix resolution from 65% to 95%; and improved the Estimated versus Actual Completion rates from 35% to 75%. Implemented a cross-functional team approach for SAP implementations in South Africa and China, which resulted in a 20% reduction in total project costs.Led the RFP effort to select a global best-of-breed warehouse management system. Replaced a paper-based system in Mexico with an RF-driven system and achieved a 15% productivity increase within 3 months of stabilization. Also led the effort to implement Labor Management and Slotting applications in 4 North American distribution centers, which resulted in annual savings of several hundred of thousands of dollars at each facility.

Led the effort to create a centralized support organization from a very decentralized group 300+ global application resources. Successfully completed this effort in less than 12 months with no business disruption and no decrease in application support services.Key member of the cross-functional team that developed the blueprint for standard global processes when Federal-Mogul declared a strategy to replace all legacy applications with SAP.Launched a comprehensive reskilling program to redeploy legacy application resources to new technologies.Managed an annual budget in excess of $20M in support of approximately 120 manufacturing and distribution facilities globally. Successfully met all cost center and budget targets for five consecutive years.Negotiated cost savings and performance improvement contracts with external service providers for supplemental offshore application support.

Managed all business, application and infrastructure operations required to implement and support a Financial Shared Services organization.Successfully managed and completed a global project to obtain Sarbannes-Oxley compliance for the Information Technology organization in less than 6 months.Led the business and application development teams responsible for implementing a North American Shared Services with IBM that included Accounts Receivable, Accounts Payable, General Ledger and Expense Reporting.Accountable for implementing a standard ADP Human Resources and Payroll system in all U.S. locations, as well as a common SAP Human Resources and Time Reporting system in all U.K. and German locations. Resulted in an annual savings of $500K.