www.BearingPoint.com) 2004 - October, 2009 $3B Global Management and Technology consulting firm reporting into the Office of the CFO.; Special Projects, Office of the CFO Deputy PMO lead for a 30 month project, 400+ internal staff and CPA contractors, $80M annual budget to re-engineer internal financial systems for SEC filing requirements. As a team, we successfully completed our 2005, 2006, 2007 and 2008 SEC filings, while supporting other financial institutional audits and regulatory agencies, such as the NYSE, and DCAA. Successfully navigated a complex matrixed organization to lead the Program Management Office (PMO) for the Finance and Accounting infrastructure wind down of $3B worldwide management and technology consulting firm.Directed and completed the Finance and Accounting client transition service agreements (TSA) for approximately $1.5B of contracts and 6,000 employees.Led the Corporate Business and Transition PMO for Finance and Accounting Operations Outsourcing for North America, Europe and Asia.Successfully directed the SOX Revenue Remediation effort.Led the business assessment for the Corporate Contract Management process which included current state analysis, best practice benchmarks and business models for future state with ROI analyst. Provided strategic direction and program support to Company's transformation activities, including centralization, new tools, applications, ERP systems, and outsourcing.

Key Challenge: Align the North American and European IT groups with the Corporate goals of a highly leveraged private company, while improving customer service levels and reducing overall technology costs in a highly competitive and declining market. Successfully collaborated with the Board of Directors and Senior Management to plan and implement an Information Technology Service Solution to support the business needs of the company during the exit phase for the investors.Completed the implementation of the Oracle Business System in Portugal and improved the existing Oracle ERP in North America.Improved customer service levels by15% by restructuring the systems group. Achieved a 30% cost reduction in software licenses with major vendors and avoided litigation cost.Eliminated $1M in data storage by implementing routine housekeeping procedures.

$300 M Manufacturer/Distributor of Consumer Goods & Household Products Company with seven (7) divisions, reporting to the Executive VP and CFO.; Successfully implemented and facilitated focus groups and functional workshops to identify and resolve existing customer service issues, which resulted in a large contract with a major retailer that increased revenue by 25%.Effectively rebuilt the IT group of 60+ to support the market growth of a highly leveraged public company that successfully positioned itself for sale.Improved customer service levels by 15-20% by restructuring the systems group at the largest division. Initiated, directed and delivered Y2K Compliance Project ahead of schedule and on budget.

$300M Japanese Process Manufacturer of Plastic Film and Chemicals, reporting to the CFO. Overcame the cultural barriers between the international management and local workforce through proactive communications, clarifying objectives and interdepartmental team building.Avoided litigation and related costs by redesigning the implementation of an ERP Process Manufacturing system. Coordinated the development, implementation and integration of a customized manufacturing execution system for three (3) plants within budget and schedule.

$280M Manufacturer and Designer of Textiles, Chemicals, and Related Service with 15 divisions, reporting to the VP of Administration.Director of Information Services & Telecommunications Successfully directed an interdivisional team (90+) that developed and implemented a five (5) year information and telecommunications plan for 15 divisions in North America.Achieved a 30% growth in the Consumer Product Group in one year by the implementation of an electronic commerce and geographic tracking system.Reduced the annual IS expense budget by 15% through implementing new standards and procedures.

Achieved a 50% growth in revenue turning a loss-leader service into a value-added profit center.

Designed, developed, marketed and implemented a suite of business applications for 25 + custom manufacturing and distribution companies