Coordination and management of interdependent and extremely complex projects over a finite period of time in order to achieve a set of business goals. Expertise in having insight capable of forecasting any trouble in a project structure, scope, timing, budget and delivery capability. Proactively take effective, action to keep projects out of trouble requiring expert project management, interpersonal, budgetary, best practice, IT and organizational change management skills.Key Responsibilities include:- Management of all aspects of large, multiple related projects to ensure the overall program is closely aligned to and directly supports the achievement of the company's strategic objectives in a professional and successful way.- Understands the interdependencies between technology, operations and business needs.- Ensures consistent use of common processes across projects.- Ensures work effort remains feasible from a business standpoint.- Identifies and manages program risks, factors, design and implement mitigation strategies.- Encompases both business and technical focus. Ensures the program is successful in both aspects.- Works on complex issues where analysis of situations or data requires an in-depth knowledge of the company.- Keeps management and/or program stakeholders informed of key issues and changes which may impact expected business results with proactive communication and escalation.- Ensures that the program goals/milestones are met and budgets are in accordance with financial goals.- Analyzes current state and designs for future state processes.- Develops and defines a structure and operating model for the program.- Establishs and tracks success criteria and metrics for the program.- Acts as internal quality control check for projects to ensure they meet internal requirements.- Identify opportunities for improvement and leads implementation of changes.

Senior Lead for process & system integrations for Mergers & Acquisitions (M&A)- Responsible for initial due diligence/planning as it relates to scope, budget and timeline for the integration- Secure key staff & ensure commitment and delivery to resource plan- Ensure appropriate cross-team integration- Ensure strong partnership with business sponsors- Escalation point for critical issues and risks- Lead checkpoints with executive team across all M&A with regard to risks, issues, & mitigations

Business/Testing lead for CRM SAP and Clarity deployments for several CA Services business implementations:* Optimized the services processes to ensure usability, process effectiveness and efficiency* Business liaison functioning as single point of contact for all CA Services business respresentatives on the project and acknowledged by several services personnel to be premiere expert in services business processes and systems* Built, managed and executed all testing activities for 4 major releases, of which 1 included the full rollout of the Clarity Portfolio Management system for all of NA.* Identified, managed and executed 5 times, over the course of 6 months, CA Services critical test sets supporting a disaster recovery plan.* Managed all production support testing activities for CA Services in support of system fixes/enhancements including engaging and communicating with the business.* Assessed, analyzed and resolved several PO/AP issues relative to CA Services resulting in both cost and revenue impacts

Business/Testing lead for CRM SAP and Clarity deployments for several CA Services business implementations:* Optimized the services processes to ensure usability, process effectiveness and efficiency* Business liaison functioning as single point of contact for all CA Services business respresentatives on the project and acknowledged by several services personnel to be premiere expert in services business processes and systems* Built, managed and executed all testing activities for 4 major releases, of which 1 included the full rollout of the Clarity Portfolio Management system for all of NA.* Identified, managed and executed 5 times, over the course of 6 months, CA Services critical test sets supporting a disaster recovery plan.* Managed all production support testing activities for CA Services in support of system fixes/enhancements including engaging and communicating with the business.* Assessed, analyzed and resolved several PO/AP issues relative to CA Services resulting in both cost and revenue impacts

Lead project manager for Lucent’s 2005 Sarbanes-Oxley 404 compliance initiative accountable to:• Directly manage a team of 5 consultants and program manage cross functional teams of approximately 100 Lucent employees and 50 consultants dedicated to complete 2005 SOX program• Resolve cross functional planning and resource contention issues• Establish and manage comprehensive, integrated internal and external testing plans• Proactively resolve testing plan issues as they arise• Establish and manage the cross functional project plan• Provide bi-weekly status reviews to the Lucent CFO and the Lucent Controller proactively highlighting any plan jeopardies together with proposed mitigation strategies

Responsible for establishing, executing and maintaining structures and processes of accounting, control and reporting; all at Best In Class expense and quality levels:• Developed a financial strategic vision for areas within the revenue cycle, including Bids & Proposals, Revenue Recognition, Accounts Receivable, and Financial Master Data• Led multiple cross-functional teams of between 5 and 30 people dedicated to a variety of process improvement initiatives that drive to the CFO vision• Led the 2004 Hackett General & Administrative Benchmarking initiative in the areas of Finance, Information Technology, Human Resources, Supply Chain Networks and Corporate Centers; with a larger focus on the Controller organization within Finance Entailed establishing project teams across all Corporate functions globally comprising teams of between 3 and 10 people per specific function and over 100 in total in a 6 month timeframe Required bi-weekly meetings with the Lucent CFO and the Lucent Controller and all associated “C” levels (Leadership Team) Identified and communicated areas of opportunity within all organizations in which to drive to the median expense to revenue ratio Designed and implemented quarterly Financial metrics as they relate to both the Hackett study and identified areas for improvement• Successfully led the Lucent Finance Values Team whose purpose was to dramatically improve overall morale and motivation after a period of constant downsizing by implementing innovative programs and tools at zero incremental cost to the corporation

Part of Corporate processes and systems integration team, led incorporation of quote to cash and financial systems into newly acquired or merged companies, as well as support the complete separation of multiple portions of the business• Manage quote to cash and financial integration of joint venture ($1B revenue) into Lucent’s target SAP processes and platforms. Required proactive and hands on coordination and team building with all impacted organizations at the Joint Venture (many of these individuals knew they were not going to be retained) and Lucent• Improve efficiencies and deliver savings by reducing or eliminating system and process redundancies, with a target of cutting expenses and driving to an earnings per share breakeven revenue level of $2.5B or less• Leverage the value of all resources and talent in a combined Lucent and the joint venture organization by reinforcing strengths and offsetting gaps• Led all the financial activities related to sale of any part the business, which may include establishing service or transition level agreements

Led team effort to fully implement new SAP system, with the ultimate goal of integrating all of Lucent’s services business onto a single platform for the benefit of the customer. Oversaw project execution and served as information source, providing guidance and support to team on both technical and business issues.• Developed SAP expertise in order to understand technical requirements and provide constructive advice and direction to team, facilitating progress.• Led services project teams comprising 50-75 members to identify and analyze business requirements, developing appropriate plans for successful integration onto platform.• Completed initial phase of project, successfully moving two key services onto platform according to plan. • Successfully completed initial customer deployment, representing the first time a single customer’s business, representing $3B of Lucent revenue, was incorporated onto the platform and it was completed on time and to the satisfaction of the customer.• Instituted process improvements that improved timeliness of quotes and invoices.• Defined business requirements for a time-reporting system for service organizations across the US. Outlined business solution that was subsequently chosen over others and successfully implemented.• Advocated use of innovative standard cost recovery model to determine customer pricing. Successfully promoted advantages, gaining its successful implementation.• Developed solid network of internal contacts that has proven critical in keeping project running smoothly.

Working with outside consultant, teamed with IT to implement initiatives to reduce time from initial order to final payment. Developed questionnaire and interviewed over 50 employees to break down and analyze process that originally took 180 days and involved 360 individual steps. Identified more than 30 process gaps, representing numerous opportunities for improvement that targeted a reduction in the end-to-end cycle time from 180 days to less than 100.

Led Oracle Program Management team, facilitating weekly meetings of more than 100 key contacts across the world. Maintained registers of key assumptions, issues and decisions. Reported to senior management weekly on successes and obstacles. Successfully deployed program in accordance with schedule.

Led incorporation of financial systems of over a dozen Lucent acquisitions including Ascend ($20B), Keenan ($4B), and Spectrum ($1B). Created structure to support rapid deployment in future integrations. Effectively decreased time required from three to six months to as little as 30 days. Provided leadership in successfully implementing change in situations where corporate cultures were in conflict and change was not readily accepted.

Implemented two key SAP deployments, introducing SAP in Canada and implementing SAP financial system for expatriated and impatriated employees.

Provided support for SAP financials on new platform, ensuring that legal and tax aspects were adequately addressed by new system. Advised on financial implications of new system deployment.

Supported all activities associated with reengineering customer project accounting. Led several process improvement sub-teams within project accounting.Instituted financial project tagging that allowed project financials to be traced throughout all systems.

Compiled performance metrics and developed reports related to accounts receivable. Analyzed, reported and distributed monthly ADO (Average Days Outstanding) results for sales team. Proposed enhancements to existing accounts receivable system to make it more efficient and user friendly. Well-received proposal prompted subsequent implementation by IT.

Held responsibility for internal accounts receivable and inventory financial reporting and analysis, aligning processes with industry’s best practices. Developed executive reports, pulling data from five different internal systems.

Supported Accounts Receivable, handling budget development, target setting, analysis, and process improvement.