Opportunity is through Centric ConsultingSAP Application Migration - core SAP Application servers migrated from legacy MotorParts domain to DRiV domain. A total of 39 core and bolt on applications migrated. 135 plus servers migrated.Defined the strategy and approach to implement MAPIQ software to support employee access to corporate locations as required by government agencies related to COVID-19.Defined and managed the updates to SAP SuccessFactors to support the payment of raises and merit increases to eligible team members.Defined and managed the One Tenneco Intranet project to provide a common platform for communication by Senior Leadership to both DRiV and Tenneco team members.Lead the email rebranding project and the subsequent transition of Executive Leadership Team and Executive Assistants from the DRiV tenant to the Tenneco tenant Leading the vendor selection process to support the implementation of a Contract Lifecycle Management application to be deployed across the enterprise.Leading the vendor selection process to support the implementation of a Policy Management application to be deployed across the enterprise.Leading the project to support the reporting of employee data to meet the requirements of the Germany government for employees classified as working in the Chemical industry (CareFlex)Managing the project to develop the Request for Proposal to identify a vendor and application to integrate into existing systems to upgrade the calculation of Sales Incentive Plans.

University of Chicago Medical Center – (October 2015 through present)Independent contractor providing program management to the Radiology Department. Working with senior level management from Radiology, Clinical, Information Systems, and third-party vendors identified and executed the three-year plan to upgrade radiology applications to improve patient care, align applications to government regulations, and the standards of the Office of the CSO

AbbVie - January 2013 through October 2015Independent contractor providing program management to the eight departments within Research and Development. Structured the program, led the review of applications in use standardizing on a core set of applications, and aligned the effort to the enterprise program. Planned, managed and delivered the migration of the reduced footprint of infrastructure and applications from the Abbot Data Center to three AbbVie Data Centers. Project budget was $25 million.

Aramark -December 2010 through January 2013Independent contractor providing consulting services to the Director of Applications. Led the identification of enterprise objectives with line of business and product leaders. Defined the solution to be deployed, established the program plan and managed the effort to expand the capabilities of the business to business portal for their Canadian division.

PACTIV – October 2010 through December 2010 Independent contractor providing management consulting services to Marketing, Sales, Finance, and Information Technology to define the business and technical requirements for selecting an application to set pricing and tiers for rebates. Authored the Request for Information, developed scenarios for confirming application functionality, developed the Request for Proposal, and the scoring criteria to score the vendor’s application.

Harley Davidson Financial Services - January 2010 to October 2010Independent contractor providing management consulting services to the Chief Information Officer. Defined and implemented a Program Management Office. Established the structure of the PMO, including project standards, project reporting, and the framework for consolidation of project progress across portfolios for the executive dashboard and use by the Senior Executive Leadership team (Sales, Marketing, and Dealer Services).

Daugherty Business Solutions (January 2006 – December 2009)Management Consultant; delivering consulting services to senior business executives. Lead the identification and definition of business objectives. Converted business objectives into solutions aligned to the technology direction of the enterprise.Clients - United Health Care, Conseco, SIRVA, McDonalds and Allstate

SkilGroup- (November 2004 through December 2006)Director of Project Management; leveraged prior management consulting, project, and program experience to lead SkilGroup’s transition to a full-service Consulting firm. Authored the BestPathTM methodology to provide a framework for the sales team to structure responses to clients Request for Proposals. Provided guidelines to the delivery teams to build actionable project plans, supported project plan execution, and monitored project progress. Clients – McDonalds, Career Education Corporation, Ryerson Thule, AON

CSC Consulting – Partner / Management Consultant (January 1986 through November 2004)Field Consultant providing technical project support ranging from development to architecting solutions incorporating third party and custom developed applications.Management Consultant working with client leadership to identify and define strategic direction, align application development to support the strategic direction, identify off the shelf software from third party vendors to support project completion and developed program plan and provided program management support across multiple industries and government agencies.Delivery Assurance Manager responsible for assisting sales in the development of responses to client Requests for Information, Requests for Proposals, and Statements of Work. Reviewed these documents prior to their release to client approving the stated scope, time, and budget. Managed an active project portfolio providing oversight to the project manager and team. Conducted reviews identified issues and risks, presented findings to client leadership, and worked with team to implement approaches to resolve identified issues and risks.Program Manager responsible for establishing a repeatable process for deploying a Program Management Office on CSC and client programs. Established a core set of governance policies and procedures to ensure effective management of a program. Policies and procedures provided a life cycle, deliverables by phase of the life cycle, templates for deliverables, guidelines and processes for the program team to identify required deliverables, entrance and exit criteria to be met for each phase of the life cycle, change management process for approving changes in scope, centralized repository for collecting program documents and metrics, dashboard template to visually communicate project status, guidelines for introducing change management and organizational change and reporting standards targeted to the audience.

Beatrice Foods acquired Esmark, Inc in the spring of 2005. As part of the acquisition I directed the consolidation of financial applications. As part of this activity lead the application focused integration of the Esmark Data Center into the Beatrice Data Center.Applications Supported - Accounting, Tax, Finance, Regulatory Reporting, IT Audit

Developed strategy and plans for subsidiaries and corporate financial units.