MANAGER, Applications & Business Systems• Direct teams comprised of direct reports 5 BA’s and 9 developers and 3 scrum teams– that work large scale cross functional projects to improve the application for the customer along with reducing defects and working enhancements.• Won the prestigious Highmark core behavior award for redesigning legacy application that drastically improved NPS (Net Promoter Score). • Reduced defect tickets over a 12-month period by 80% to 0 defects exceeding expectations. • Implemented a zero-defect policy to ensure all code released into the system did not cause issues. Did this by giving recognition to developers who met this policy.• Led a 4-month transition from outside consultants down to 2 months and saved the company $150K.• Removed roadblocks and obstacles by holding 15-minute standups 3 times a week so the team can meet all SLO requirements.• Established strong customer relations (internally and externally) to gain trust and make my team the trusted go to for questions and corrections. • Created multi-team reviews to engage the billing core team before releases to improved monthly releases that become seamless with minimal defects.• Managed and optimized multiple scrum teams through out the sprints to keep costs down while meeting our customers’ demands. • Lead change in our departments as staff reductions and reorganizations were implemented to improve efficiency and costs while doing team building events to keep the employees engaged. • Utilized Agile Scrum practices to help the team increase their velocity by 63% within the first year of Agile adoption• Facilitated Release Planning, Sprint Planning, Backlog Grooming, and Retrospective meetings

Oversee and provide direction to team of 12 business analyst direct-reports – which configure system to business requirement specifications and address service tickets on daily basis – with accountability for formulation of upcoming fiscal year’s operating budgets. Head numerous company SAP special project initiatives, assimilating requirements, composing project plans, and managing and completing projects by deadlines for internal customers. On weekly basis, review system issues, enhancements, and tickets, assigning specific analysts to resolve key challenges, and monitoring progress of all staff members to ensure they consistent attainment of service-level objectives. ► Captured $12 million of new business from initiative where combined two voucher programs into one. Gathered information about each program in order to decide which portions to keep, meeting with business owner to gain understanding of new requirements, and leading meeting with IT team to plot best solution to modify SAP CRM, ECC6.0, and web systems. ► Led OTC team to improve functionality of programs, generating eight-figure revenues with increased income from rebate program of $5 million annually (projected).► Cut operating costs by up to 10% annually, by completing order entries electronically, improving application testing protocols, and improving efficiencies behind solution implementations or enhancements.► Lowered time spent to resolve client troubleshooting tickets by 5% while cutting corresponding operating costs. Achieved results by implementing new 15 minute analyst morning meeting to review tickets and projects, and integrating new OneNote team collaboration tool into existing processes, in order to document system testing examples and enhancements.

Directed team of 14 direct-reports which developed and maintained portfolio of internal applications to help internal stakeholders serve external customers, testing all SAP PLM system changes to ensure maximum performance. Formulated annual operating budget for cost center, assessing upcoming projects to estimate employee resources and other costs, holding annual expenses to 0% annual increases.Supervised PLM team which responded to tickets from different customers, devising technical solution to resolve variety of issues, also serving as Project Manager over numerous corporate initiatives. Coordinated multiple ongoing system enhancements at one time, acting as administrator over projects to update servers.Worked with employees on quarterly basis to formulate annual goals, monitor performances, and encourage attendance of professional or technical development classes to increase value to company.► Acted as ScrumMaster for Scrum Agile methodology project – which created new .NET application positioned to gather data creating reports for salesman to compare Kennametal tooling against competitors – presently used company worldwide.► Resolved lack of vendor support for print program underlying manufacturing process, by working with vendor to discuss available options, ultimately settling on and introducing solution comprised of 24/7 support. Move resulted in significantly reducing manufacturing down-time during print-system challenges. ► Formulated two new applications which streamlined internal processes. Included purchasing team application – replacing inadequate SharePoint tool – which helped division manage projects and save company money. Also completed award-winning application forming basis of new tool distinguishing firm from competitors, which allowed customers to select appropriate solution for client job.

Accountable for oversight of 14 global employees, maintained SAP OTC system incident and enhancement initiatives. Guided portfolio of projects by assimilating requirements, devising project plans, monitoring progress of initiative and resources, and holding costs to 0% year-over-year increases. Ensured proper configuration or programming of projects to meet deadlines impacting both internal clients and external business customers, serving as #1 supplier to VW, John Deere, Ford, GM, Boeing, and other customers. Assigned appropriate team member to resolve issues, attending numerous project meetings to monitor progress, receive updates, and support team members.► Participated in Tricon corporate acquisition – for firm with $550 million in sales and four global locations – heading variant configuration project and serving as OTC Project Lead. ► Gathered and evaluated all business processes used to integrate acquired company into existing system, recruiting key business analysts to successfully complete initiative, both on time and within budget. ► Boosted productivity and enhanced operations by documenting new enhancements or fixes and delivering latest training to staff. Results entailed increasing workload without further labor expenditures, and eliminating need for outside consultants.

Following successful attainment of SAP ECC 6.0 sales and distribution certification, assumed new role focused on configuration of customer order management, shipping, transportation, freight costing, billing, pricing, ATP, data dictionary and ASAP methodologies. Played key part in directing SAP 5.0 implementation project across both U.S. and Canadian plants, overseeing all SD and LE configurations, reports, custom code pre-go-live checks, and cutover and production support tasks. Headed design and testing of SAP interface and implementation of third-party Transwide software. Ensured business provided with online scheduling of trucks at three existing plant locations, with strategy to launch application company-wide. Completed final project documentation and led procurement of new scale software. ► Played key role in $5 million, two-year initiative involving re-implementation of SAP from 3.0 to mySAP 5.0. Transitioned from functioning solely as Business Lead – responsible for directing and overseeing efforts of consultants – to assuming additional responsibilities which included completing all system modifications.► Formulated actual blueprint, training, and GAP analyses to support newly-acquired company’s migration of 29 plants to order-to-cash process. ► Spearheaded selection and implementation of new scale system, subsequently refining system and integrating with SAP in seamless application between plant and customer. Monitored go-live events at multiple locations in order to address and resolve any issues.

Promoted to new role to lead order-to-cash segment of two-year SAP re-implementation initiative – due to extensive business process expertise as well as exceptional technical, computer, and leadership abilities – directed efforts of two direct-reports, including business analyst and consultant. Leveraged cross-functional business and IT teams working with SAP 5.0 system and reporting tools to integrate SD/LE with MM and FI/CO, as well as ABAP queries.► Improved use of SAP – through resolution of configuration and business process issues – implementing total of eight sites and training all employees on use of new system, tools, and reporting protocols.► Designed and implemented end-user training modules – highlighting upgrade enhancements and new functionality – while overseeing integration testing procedures. ► Performed and ensured system configured and maintained in SD/LE modules to support company business protocols while adhering to SAP best practices. Created numerous ABAP queries to improve order entry, delivery monitoring, and billing functionality.

Brought in to help implement new technology and train sales force on its usage, selected as member of chemical industry committee to research and study new products, opportunities, and viability of options and potential launches.Headed sales organization responsible for marketing high calcium and dolomitic lime, chemical grade limestone, and crushed limestone aggregate products for steel manufacturing, energy, environmental services, and construction industry customers within territory including Ohio, Pennsylvania, and Michigan. Reported sales metrics and corresponding production to upper management on weekly, monthly, and annual basis.► Closed $3 million, three-year contract with Johns Manville, securing such other key deals with U.S. Steel, ALCOSAN, Dow Chemical, and several others.► Grew market share by 15% during tenure, spearheading penetration of new market by promoting lime to construction companies, and helping integrate Sales Logix database into organization in order to streamline sales process and monitor deal progress.► Won bids with annual price increases within municipal water and wastewater treatment markets for such cities as Detroit, Ann Arbor, Columbus, and Cincinnati.► Expanded revenues of major account by securing total sourcing for all locations, increasing account from 25% to 100% usage. Worked with client to understand and provide solution to resolve issues, delivering product within required specifications and timeline.