Joined Apple Logistics Strategy team at the Mesa Data Center

Joined the team at the Apple data center in Mesa AZ to implement SAP for logistics operations in the US.

Joined the Avnet team to help stabilize and enhance their SAP landscape.

For this position, I subcontracted to Accenture via BC Forward and joined the SAP team working at Hess on multiple Hess divestments. I provided SAP consulting and project execution leadership.•Asked to join the Accenture SAP team engaged on multiple divestment work streams at HESS in Woodbridge, NJ and eventually in Houston, TX•Designed and implemented single-handedly the successful inventory conversion effort (design, execution, automation) for the divestment of all terminals that created proper inventory tracking and accounting by type and location•Led the functional work stream (myself + 2 team members) that redesigned the inventory processes (volume and accounting book value) at the retail locations sold by Hess to Marathon/Speedway, including tax impacts•Lead the team (myself + 1 part-time team member) to convert Hess subsidiary (Air Hangar Inc.) from Downstream to Upstream SAP system. Responsible for setting up Purchasing, Sales, Inventory Management and FI aspects of Air Hangar Inc. Despite major problems with test environment at the last minute, went live on time with only 3 minimal problems•Wrote, tested, and executed numerous scripts related to inventory and accounting for the creation of a clone of Hess’ SAP system for Marathon/Speedway’s use and to correctly apportion the existing inventory between the two entities’ balance sheets•Part of a small team tasked with masking non-Marathon/Speedway data in the SAP system to allow transfer of the database to Marathon/Speedway at the end of the TSA period. Executed the entire data masking effort successfully single-handedly•Led the functional work stream implementing terminal rack purchasing functionality, including tracking all the accounting aspects of the changes, until Hess’ strategy changed to a sale to Marathon/Speedway

For this position, returned to BP to work on the US Divestments SAP program, which supports the sale of the Texas City Refinery and the Carson Refinery plus SW Fuels Value Chain. Provide SAP expertise and BP footprint and business knowledge to the projects.•Asked to return to BP as a consultant to provide technical support for ongoing SAP divestment projects, especially in the areas of testing, cutover, and BW•Asked to take over as project manager for one SAP divestment project after a staff reduction/cost cutting exercise •Led diverse SAP divestment team through the final project phases, including go live and stability. This was after the buyer was identified and numerous changes were required to the existing project design and the delivery plan•Met all requested milestones for re-design, testing, and cutover/deployment•Completed the re-design of master data management for the new plan with zero issues post deployment•Coordinated use of the SAP team to help rectify numerous interface design problems prior to deployment•Simultaneously, provided SAP SME support for a different divestment project during the stability phase

In this position, founded the "Delivery Center" within the common SAP project delivery and production support organization. Coordinated and contributed to the continuing development of the Build Service Line, which coordinates and supervises the Build activities in the SDLC. Established the Testing Service Line, which provides SAP testing expertise for project delivery. Recruited in Malaysia, the UK, and the US to staff this Center. Also managed the establishment of the Hyperformix software inside BP.• Oversaw the development of the detailed operating process and procedures for the Build Services team, which was recognized by the Project Delivery organization as being one of the first teams to reach maturity• Recruited over 20 experienced hires to establish a new company center in Kuala Lumpur, Malaysia as well as in the US and UK• Identified the need for and introduced new software (Hyperformix) that allows for virtual modeling of hardware loads rather than having to do extensive physical testing. Delivered multiple projects utilizing Hyperformix that prevented hardware sizing mistakes and in one case saved over $1m in potential hardware costs

In this position, was one of two people selected to develop the operating model for Enterprise Systems, the common SAP project delivery and production support organization inside BP. This model needed to formally establish a common SDLC methodology, minimize handoffs, and be as efficient as possible. Once the model was created, communicated this plan to the various team members in numerous presentations.• Jointly developed and then communicated the operating model for the new central SAP project delivery/production support organization that allowed for implementation while still delivering in-flight work

Oversaw four shared services teams that supported SAP project delivery. The established teams, Basis and Infrastructure, and Automated Regression Testing, were run as shared services for multiple projects inside of BP. The Tools and Licensing team was revitalized to provide efficient support for the common applications used to delivery projects. Also mentored the development of a common shared service team for ABAP development.• Developed and then implemented cost recovery models for shared teams that allowed for common, efficient delivery of project work with no unrecovered costs• Scoped and estimated projects through interaction with the Business Units. Presented original cost estimates, tracked costs through project life cycle, and billed internal customers monthly justifying any differences from cost plans• Persuaded business units to convert 7 projects from external expenditure to internal shared service provided, saving $500k• Evaluated and selected a common ABAP development company, which was offshore in India, to provide services efficiently to projects

Managed the Basis and Infrastructure (BAI) and the Automated Regression Testing (ART) teams for SAP project delivery inside the Finance organization in BP.• Reduced Basis team rate card by 25% while doubling the team size by utilizing offshoring• Implemented testing automation framework that covers initial recording costs after 3 – 4 executions

Strategy development and management of two different SAP BW/data warehouse implementations concurrently.•Developed BP’s corporate-wide internal data warehouse strategy to gain value out of the available transactional data and coordinate multiple new BW implementations in BP. Leveraged in depth knowledge of how the data flowed between BP’s systems and could be used. This strategy created the integration of operational, financial, and back office data into a useable data structure that supported the business reporting requirements•Utilized business process and BW functional knowledge to modernize the reporting platform and drive additional value out of BP’s initial BW investments•Managed first BW project in BP to implement the new corporate-wide reporting and analytics strategy that I developed. Managed from inception through multiple deliveries (team size eight to ten) to provide reporting for US refining and marketing business, delivering on time and on budget while generating demand for additional reporting functionality•Developed requirements for new queries by meeting with users and clarifying business needs that were not being addressed by existing reports in order to identify required transactional/master data•In response to Sarbanes Oxley, concurrently managed a second BW implementation as a higher consolidated level of the reporting and analytics strategy. Managed from inception to first delivery (team size four to eight) to provide required controls on financial reporting data, delivering on time and on budget despite ill-defined business requirements•Managed trans-Atlantic team to deliver project•Administered process to implement and consolidate BP-wide BW support. Decreased support costs by 20% in the first year•Coordinated effort to develop common BP-wide BW standards/architecture while projects were ongoing, allowing data to be easily combined from different systems and used by the business

Leadership team member for Program One BP, a large, multi-phase SAP project to unite the ERP systems for Amoco, BP, and ARCO onto the existing Amoco SAP platform. Specific role was as testing, cutover, and post-production support manager. Also sat on the leadership team, which made large program decisions, dealt with vendor management, and oversaw the overall progress of the program.• Reduced testing cost by 60% by eliminating overlapping test cases while still providing good test coverage• Created a testing automation framework that recorded and then re-used test cases across the program to increase accuracy and reduce costs• Implemented a new way of providing post Go Live support that allowed the business to declare stability in 43 days

Began my experience in SAP by being an individual contributor on the MM team for the original Amoco SAP implementation for Refining and Marketing (R&M). Developed the SAP movements model to represent the R&M business, and the automatic account determination driven by the movement types. In order to do this, became familiar with the FI and SD modules as well.Continued in the ERP space, taking on roles with more and more responsibility. Learned the basics of the BP developed ERP system, ISP.• Developed the movements model and automatic accounts determination model, the plant model and conversions, and oversaw the materials conversions for the Amoco R&M implementation.• Led the team that stabilzed the BP ISP implementation post-go live in order to achieve a certifiable year end close of inventory and movements.• Developed and implemented a movement recosting methodology so that the business could value cost of goods sold based on a different pricing model. The model was implemented on time, on budget, and with no post-production errors

Began my career with Amoco in their Naperville R&D center. Held numerous operations roles at the Whiting refinery. Promoted to be the Operations Superintendent of FCCU #3 at the Texas City refinery.