Managing M&A due diligence and integration of our IT systems and processes.

Project manager bridging the gap between Business and IT. Primarily focused on M&A and process improvement.I successfully managed the following projects to completion:---M&A due diligence and integration on numerous acquisitions onto our IT systems and processes---Implemented a new ERP system (Penta)---Migrated from on-premise file storage to cloud-based Egnyte---Implemented new BI tools to start the build out of our data warehouse---Development of numerous complex, cross-source reports ---Development of a safety reporting dashboard ---Development of an employee expense dashboard ---Implementation of SmartVid.io/NewMetrix to automate our Safety Observation process on job sites---Implementation of Ving to deliver targeted safety training via internal mass text messaging

In June 2014, the conversion of our Document Management and First Aid divisions successfully completed. As this project came to a close, I was asked to join the next phase of our multi-year journey with SAP, converting our Rental division, which is Cintas' largest business unit.By February 2015, we completed the Blueprint phase of the project. I was responsible for creating detailed business process documents for the Service and Sales technical consultants to be used for building SAP functional specifications for the Rental division. I also provided history and knowledge to the project team regarding previous development efforts in SAP created during prior conversion projects.By December 2015, we completed the Realization phase of the project. I worked with technical consultants to review functional and technical specifications to provide feedback and approval, unit testing, building training documentation, and crafting data conversion logic. By June 2016, we completed the Testing phase of the project. I ran functional end-to-end test scripts, identifying defects, and working with the technical team to resolve. As part of the testing phase, we utilized HP Application Lifecycle Management (ALM) to track our testing. I also spent time writing data conversion logic and validating converted data against the legacy systems. For this project, I handled many areas on both the Sales and Service teams. On the Sales team, I was one of the team members responsible for a very complex pricing procedure. I also served as the primary business owner for the design of our Deep Clean business unit within the Rental division, which required its own unique end-to-end processes. I mostly worked with the MDG, ECC, and CRM modules of SAP, specifically with customer master data, pricing, sales, agreements, service contracts, service orders, service confirmations, and business activities.

Directed by the division president and COO to reduce lost business as my first project. Analyzed lost business statistics using Minitab to determine the largest area of opportunity to impact customer retention. Developed and implemented a plan over a nine-month period to realize accounting-approved savings of $2M. Rewrote two internal policies to support compliance of the process changes. Conducted a feasibility study of routing software solutions, selected a vendor meeting Cintas' requirements, ran extensive software pilots, and presented findings and recommendation to the CEO. Investigated retrofitting the division fleet of 630+ trucks with back-up cameras, benchmarked with other companies to determine accident liability savings potential, selected a vendor, negotiated pricing, and submitted findings to division president and COO. Managed four simultaneous GPS tracking pilots on a fleet of 50+ trucks over a nine-month period.

I managed six direct reports on a cross-divisional shared services team responsible for SAP customer master data integrity. My team handled changing customer master data to ensure proper billing for our customers. We interfaced with other groups within Cintas and our customers. When I took over managing the team, I had the goal of determining the strategic direction our team should take and what tasks should be centralized. I created key performance indicators to track team performance and set goals.Under my management, the team grew from four to six people. I handled hiring, training, and development. Within SAP, the team utilized MDM, ECC, and CRM.

Key business representative on project to convert Document Management and First Aid divisions to SAP. Served throughout blueprinting, testing, rollout, and support phases. Was responsible for division-impacting decisions on SAP system functionality and business process changes.Became adept in ECC, CRM, MDM, BEx, and Mobile. I am knowledgeable about customer master data, billing, pricing, and contracts, among other areas.Served as the Document Management division's representative for enhancement release planning and prioritization. Responsible for requirements gathering and user acceptance testing of enhancements. Worked directly with IT and SAP consultants on break fixes and enhancements by providing business process and SAP knowledge. Acted as main point of contact for SAP technical support to an ever-growing population of new users as Cintas locations converted to SAP. Developed and taught web-based training.

Relocated to manage a newly acquired company with annual revenue of $1.47M and 9 direct reports. Managed recruiting, development, and performance. Coached direct reports and built employee engagement while riding along weekly with route drivers. Acted as purchasing manager and negotiated vendor contracts.Created DOT compliance program. Brought acquired fleet into full DOT compliance. Implemented preventative maintenance program to reduce long-term costs. Implemented daily vehicle inspections. Brought driver qualification files up to DOT compliance. Created fleet maintenance tracking system.Performed monthly unannounced safety and security audits on each driver. Taught monthly OSHA safety training and Smith Systems Defensive Driving.

Became the location's first safety compliance coordinator. Conducted OSHA training, monthly OSHA refreshers. Created training tracking process to ensure OHSA compliance. Created MSDS binders. Brought building to OSHA and NFPA compliance. Created OSHA self-auditing program.Overhauled location’s DOT compliance improving overall compliance from a failing score to 100%.Regional champion for conversion of front-line route drivers to 4-day/10-hour work-weeks. Implemented the change at all locations across the region by performing customer reroutes, training, and talking points to local management.Pilot champion for introduction of Portable Route Computers. Trained, implemented, and provided initial technical support to 18+ drivers. Provided on-going critical feedback to corporate regarding the pilot.

Managed staff of 30+ employees at a store with $20M+ in annual sales. Completed weekly payroll and scheduling for 30+ employees.Wrote and delivered annual performance reviews to 30+ employees.