Luis R Rodriguez, Pmp Email and Phone Number

Manage FINTECH BNPL Product Development’s mission-critical initiatives.

Engaged to plan and manage the global SaaS Workday Time and Attendance Implementation project. Responsible for a team of 125 people, a budget in the millions, and a system rollout across 38 countries over three years. The system will enable Gilead management to align company resources with business priorities.

Brought on board to oversee and direct IT projects. Involved with multi-million-dollar, high profile and complex projects spanning fiscal years. Liaised with diverse internal and external business partners to oversee the design, planning, and seamless implementation of enterprise-wide solutions.Significant projects planned, managed, and delivered from start to finish: ● Development and support of Automation Anywhere bots. 8 people, 1 vendor, 18 mo. ● Migration of financial system Timberline to SAP Project Systems. 20 people. 1 vendor, 24 mo. ● Implementation of ADP’s ERP Vantage system. 50 people, 3 vendors, 12 mo. ● Consolidation of legal entities across multiple systems: 41 people, 2 vendors, 10 mo. ● Migration of SAP BW to HANA: 18 people, 1 vendor, 9 mo.● Implementation of numerous systems for The Resort at Pelican Hill. 31 people, 12 vendors, 24 mo. ● Implementation of the Argus planning system: 11 people, 2 vendors, 11 mo. ● Development of a custom .net portal with deep CRM integration: 19 people. 1 vendor 18 mo. ● Implementation of a large, custom SAP BPC planning application: 12 people, 1 vendor, 18 mo. ● Implementation of SAP & CRM systems for the launch of homebuilder Irvine Pacific. 36 people 12 mo. ● Implementation of SaaS SuccessFactors Compensation module. 12 people, 2 vendors, 6 mo. ● Over a 5-year period, I chaired my department’s Employee Engagement Committee. It took us 5 years to dramatically improve our survey scores. IT went from dead last to second highest in the company.

Recruited to lead ERP projects to align strategy, assets, and investments with organizational objectives. Prioritized, projected, and directed teams through solution design, development, and integration.● Established a culture of high performance through team development, transparency, and continuous improvements that align with project and department objectives managing ~$2.5M● Project Management at OOMC was informal. It was my responsibility to identify the deliverables and controls needed to effectively manage day-to-day activities, deadlines, risks and successful outcomes. Management and the team quickly saw the value and bought into the process.● Responsibilities included planning and managing projects from start to finish. Creating and managing project budgets. Working with senior management on matters dealing with project sponsorship, scope, issues, risks and overall status. ● Projects successfully managed include the implementations of eRecruit and eProcurement; major upgrades of the PeopleSoft Financials and HRMS systems as well as recurring projects such as Open Enrollment, payroll and fiscal year-end processing.

During my 7-year tenure at PwC, I held numerous prominent managerial roles in a variety of high-profile client initiatives. I managed multi-million-dollar project budgets and teams with up to 50 people. My specialty was project planning, resource planning, day-to-day management of teams, and most importantly, working directly with clients on matters dealing with project status, economics, issues and risks. ● At SAFECO in Seattle, PwC was engaged to unify company-wide HR/Payroll functions, roll back the proliferation of disparate systems and implement PeopleSoft HRMS. I was responsible for creating and maintaining the Project Plan. I led the implementation of project controls, standards, methods, and templates. I led a group of 22 functional and technical resources comprised of a mixture of client, PwC, and third-party resources throughout the project.● At Capital Group Companies in Los Angeles, PwC was engaged to improve global HR/Payroll functions through the elimination of disparate systems and the implementation of PeopleSoft HRMS system. I was responsible for the day-to-day management of multiple teams. We completed the project within the planned timeline and budget. ● At Vail Resort in Vail Colorado, PwC was engaged to "finish the merger" through the consolidation of organization-wide HR/Payroll functions, elimination of legacy systems, the in-sourcing of the payroll function, development of a custom application designed to track daily-labor costs, and the implementation of PeopleSoft ERP. I led a 35-person team and completed the project a month early and under budget. I managed a multi-million project budget. I communicated directly with the company's CFO, COO, and Steering Committee on project-related matters. ● At Universal Studios in Los Angeles, PwC was engaged to re-engineer organization-wide recruitment and selection functions, core HR/Payroll transaction processing, HR departments, and to develop comprehensive implementation plans.