Responsible for business applications at OSI Systems Inc. for the Opto and Security (Rapiscan) groups. Implemented and supported Navision ERP and integrated business systems for 800 users, 21 legal entities and 15 sites including Europe, SE Asia, India and the US. Implemented global document management for engineering, document control, QA\ISO and HR. Implemented corporate standards for chart of accounts, P&L and department expense reporting. Supported consolidation activities between Navision and Hyperion Financials reducing close period from 3 weeks to 5 days.Implemented and maintained Sarbannes-Oxley ERP system and application development requirements including Segregation of Duties, Audit Controls, Change control.Implemented various Sharepoint sites with content management, workflows for departments, projects, application change requests, corporate wide intranet.

Responsible for all business applications at Superior Communications.Project manager and lead analyst for implementation of Navision ERP system with 95 online users. Responsible for design and implementation B2B, B2C and Executive Information WEB sites. Transformed materials management through implementation of requirements planning, warehouse management and inventory control systems. Increased inventory accuracy by 20%, reduced part base by 50% and inventory investment by $5m. Introduced budgeting and gross profit reporting by sales channel and product line. Designed and implemented packaging, labeling, marketing, product management, compatibility and life cycle systems for mobile phones and accessories. Integrated Navision shipping module with FedEx and UPS systems, transforming this function into a profit center. Responsible for ERP and database technical architecture, database administration and application development. Navision ERP included a full suite of database management and application development tools. Developed SQL 2000 data warehouse, supporting internet, intranet and desktop analysis applications utilizing DTS, ASP, Visual Basic and Access. Performed strategic planning and project management functions for hardware, network architecture, security and control and desktop applications.

Responsible for ERP system evaluation and implementation at Photobit, a fabless semiconductor manufacturer and retailer of CMOS imagers. Managed IT department and infrastructure, supervising two employees and responsible for computer hardware, office equipment, voice systems, network administration, communications, desktop applications and engineering systems. Implemented Oracle 11i ERP including Financials, Order Management, Purchasing and Manufacturing modules. Designed General Ledger and cost accounting system to support both business unit and product line reporting requirements. Implemented Engineering Information systems to enhance new product introduction, configuration control and yield analysis. Negotiated and procured Oracle ERP and 8i Database, Sun/Solaris Hardware and ERP implementation consulting services. Installed hardware, software and network operating systems. Designed and managed training requirements and programs for Unix, Oracle database administration and Oracle application development.

Systems Integrator 1999-2000Responsible for ERP system evaluation and implementation, conversion and integration of legacy systems for the Information Systems Division with locations in Orlando, Pomona and Mexico. Project and programming lead for conversion of heritage Loral to legacy Lockheed Martin information systems necessitated by plant closure and consolidation. Conversion effort was accomplished in four months and involved 46 target applications and over 200 online users.Project leader and sole IT operative covering all phases of hardware and software implementation of LAN and ERP system for the manufacturing facility in Tijuana, Mexico. Scope of technical effort included NT server, 25 clients, Informix SQL server, Microsoft Office, Email, Internet, EDI and VPN. Developed customized applications for data conversion, labor, quality, government property, and import/export. Project was accomplished in six months, under budget and ahead of schedule. Spearheaded the transition of this operation from a manufacturing overhead to a profit center within Lockheed Martin.

Responsible for manufacturing operations, engineering, quality, contracts, estimating and cost accounting systems for a defense contractor of electronic equipment with $120m sales, 1,000 employees and three sites. Implemented custom data warehouse and key factor reporting system using Microsoft Access and SQL. Project spawned numerous enhancements to legacy systems and development of company wide and departmental productivity applications.Combined engineering and manufacturing part masters and bills of material. Functioned as de facto supervisor of configuration management. Enhanced views to include all controlled documents, production aides and deliverables. Implemented project estimating and status reporting of non-recurring support tasks. Initiated part standardization of electronic components and manufacturing process materials. Reduced part base by 30 percent. Reengineered and automated conversion of engineering design to manufacturing bills of material. Reduced the new product introduction cycle time by 50 percent. Designed, programmed and implemented a government contract MRP system. Enhanced inventory control system to support contract, sales order, common, overhead and residual material accounts. Reengineered all facets of material and production management. Saved $2 million/year in material costs. Reduced lead-time by 4 weeks, material shortages and unplanned issues by 75%. Customized and implemented a company data model and common set of business applications for all sites. Eliminated department, location, product line and personality based systems as well as discretionary use of company wide applications and procedures. Projects were a tough sell and highly negotiated. Nurtured the development of key users at department and site level. Integrated IS staff and functional users into effective, productive teams. Eliminated three departments and $800k/year in outside computer services.