Mark Manca Email & Phone Number

Anytown, Ca, Us

Taking a break to spend more time with my family and friends. My son and his beautiful wife have blessed us with a wonderful grandson, the joy of our life’s.

Arlington, Va, Us

Reporting to the General Manager of Boeing Distribution Systems (BDSI), one of three business units that comprise Boeing, I was responsible and accountable for managing a global team that ensured the business systems and service desks necessary to run the company were available, secured and performing at approved service levels 24 hours a day and 365 days a year. Systems included Source2Procure, Dock2Stock, Quote2Cash, Plan2Produce, Quality Management, Global Trade, Warehouse and Logistics Management, Business2Business, Business2Consumer, Business2Employee, Record2Report, GRC and EDI. YTD 2021 we have reduced and avoided costs by ~28%, including ~825K automation hours (ML, RPA Bots), reduced incidents by ~20%, and improved customer satisfaction by ~12% via expanded and simplified self-service capabilities, improved communications and first time call resolutions. Furthermore, in addition to the above improvements, we have ensured three Boeing level programs remained on scheduled: Application Portfolio Optimization (3:1), Global Rollout of Standard Warehouse Inventory System (24 global sites in 2021), and SAP S4HANA Implementation (will represent Boeing’s global standard template).

Coral Springs, Fl, Us

Engaged by the Chief Information Officer ("CIO") to architect and champion ABB’s operational and IT improvement strategy. The strategy is enabling ABB to implement flexible, resilient and future-proof systems necessary to achieve strategic business goals, including international expansion, new service offerings, and higher levels of financial, operational and technology performance, especially business and IT process automation (RPA & ITPA).

Oakland, Ca, Us

Was engaged by the Chief Operating Officer (”COO”) to architect and manage a multi-year enterprise systems improvement program. The program began with a current state assessment that provided the leadership a fact-based report of the company’s strengths, weaknesses, opportunities and threats, as well as a prioritized improvement and innovation roadmap. Immediately after presenting the findings and recommendations of the current state assessment and obtaining leadership approval, began work to simplify, standardize and optimize NutraNext’s Shared Services (HR, Finance, Procurement, Manufacturing, Order Fulfillment, Call Center, and IT functions). Major accomplishments included the turnaround of an underperforming Help Desk, right-sourcing the SAP Application Maintenance and Support function, simplifying SAP’s FI, MM and SD structure, and standardizing the company’s application portfolio. Since turning over the program to the ePMO in April 2017, the team continues to deliver planned initiatives including the implementation of automated AR, AP, Procurement, and HR processes (read RPA).

Dublin 2, Ie

Senior member of Accenture’s Global SAP Practice focused on turning around at-risk programs and underperforming implementations. Managed a global team of industry, functional and technical subject matter experts responsible for assessing current state, validating desired state, identifying gaps and improvement opportunities, and developing and executing an appropriate turnaround plan for Fortune 500 clients across multiple industries. Leveraged Accenture best practices including proven project plans, reference architectures, standard configurations, and change management methods/tools. During last two years with Accenture, was part of the team responsible for architecting and engineering Accenture’s SAP Cloud offerings.

Miami, Florida, Us

Stabilized, standardized and optimized the enterprise systems of this $12 billion industry leader. Managed a multi-million dollar budget and a team of subject matter experts that ensured company-wide ERP (SAP), eCommerce (.Net B2B & B2B2C) and legacy sales and distribution (COBOL, RPG) systems were available when and where needed; properly configured, tuned and secured; and monitored and supported 24/365. Responsible for continuously identifying and implementing improvements that helped Southern meet its strategic, financial and operational objectives. We reduced annual CAPEX and OPEX by over 30%. Furthermore 80% of all group resources now focused on delivering value added services (as oppose to 20% when started). The migration to a new computing platform (iSeries running DB2 to pSeries running Oracle) and the upgrade to SAP ECC 6.0 (from 4.6B) continue to deliver significant value for Southern. Shared Services was transformed into an SAP Center of Excellence, earning the trust and confidence of the user community, and corporate and business unit leadership.

San Jose, California, Us

Architected and implemented CA’s IT Service Delivery and Service Management solutions across Eastern Region. Projects included CMDB, Service Catalog, Service Asset and Configuration Management, Network and Systems Management, and Service Desks systems for large commercial and government entities. Solutions enabled the efficient and effective forecasting, acquisition, provisioning, deployment, monitoring, protection and support of enterprise networks, servers, operating systems, databases, data and applications (especially Oracle and SAP) in accordance with best practices and compliance requirements including HIPAA, ISO, ITIL, PCI, SAS 70 and SOX. On average clients realized CAPEX and OPEX savings in excess of 35%. Was one of the first Solution Architects to earn ITIL certification within CA.

Overland Park, Kansas, Us

Gb