Operations analysis and PM for enterprise asset & infrastructure management, city, state & Federal compliance SME.

Application management services (AMS) used for configurations, all SCM modules MM, PP/DS, SD, AFS, CRM, WM/EWM with TM tie-in, embedded or extended WH, with Ariba, Fiori UI overlays, following the “RISE” SaaS approach. S/4 Hana with 1809 MES, B1 SAP with full FI/CO (+RAR) suite, activate suite, BTP, SAC, AI, and eCommerce model maintaining legacy ECC reporting throughout global ecosystem. Blending of recipes for manufacturing - utilized open mfg. platform (OMP), unison planning with VMI suppliers for DRP drawdowns, batch management & release (native SAP), code-date recall readiness, color sequencing of recipes saving washout times Applied requirements across the integrated business planning (IBP) horizon with S/4 workflow tools out-of-box. Configured Life Sciences industry-specific parameters for device manufacture (raw materials), legal compliance-related DOC management and all Quality control steps including SAP Batch Management processes OTB, configuring through the business tech platform (BTP) and allocating resources for F/G consumer products. Utilized IBP suite for sales intake & operations inventory, demand, and demand-driven MRP (DDMRP). Flowed processes for VMI non-consigned recipe blending materials, timed with competitive channel management and marketing promotions / offer management, scheduled through 12-week master production scheduling/MPS. Led JAD requirements workshops and on-site process discovery for SAP digital twin of manufacturing assets. Led / guided end users and FTE management through the business transformation resulting from the enterprise SAP ECC migration to Sap S/4 Hana #1809 Manufacturing Leverage technical expertise to adapt input templates to load and verify master data Provided training as needed to end users and project sponsors, ensuring best-practice knowledge transfer to client organization. Established planning board charts for chemical operations, optimized blending processes, and stored recipes with variants.

Contract project manager for implementation of SAP S/4 Hana with supply-chain analytics; functioned as scope QA and build-to-test reporting requirements; reporting through MSProject, Jira. Liased daily with primary Systems Integrator (Deloitte) and onshore/offshore report-building teams.

Agile Project Mgr. Scrum master for 6-month SAP development release for Toyota North America's ERP with SAP S/4 Hana and Ariba implementation design, with Maximo asset management, other systems. Project initiation, planning, budgeting, business blueprinting. SAP core Finance (FI/CO) suite, with my focus on Procure-to-Pay. As the daily stand-up lead, met with onshore dev team (Deloitte), Toyota business user counterparts, and offshore dev team (also Deloitte), to review the progress on each DEV object whose functional specification (FS) was written from each "user story" captured in the JIRA system. Displayed burndown chart to the team (illustring on track, ahead, or behind the time/accomplishment curve), update the JIRA system; update MSProject plan (each JIRA object represented as a WBS work package), update percent-complete, MSProject statistics (shows velocity, resources over-allocated, whether at current velocity we would reach the milestone without applying more resources). Communicated higher-level update to Toyota team leads and PMO director; attended daily Scrum-of-Scrums, escalating any technical concern that could impact progress rate. Tracked risks, team performance, illustrate & quantify program ROI. Recommended training augmentation for factory asset systems, liaisoned with HRC group with OCM impacts / recommendations for systems training, sustainability through inter-systems collaboration.

• 4/7/17 – The Silk Road Investment Forum – Asia House, London, England• 11/28/16 – Doing Business with the Eurasian Economic Union – Russian Trade Mission, Washington D.C.• 9/26/16 – The Silk Road Summit – U.S. Capitol Building & Ronald Reagan Bldg., Washington D.C.• 5/23/16 – Doing Business with the BRICS Nations – Ronald Reagan Bldg., Washington D.C.• 12/7/15 – Doing Business with the Eurasian Economic Union – Washington, D.C.• 10/19/15 – The Silk Road Infrastructure Development Planning conference – Cosmos Club, Washington D.C.• 12/8/14 – Doing Business with the Eurasian Economic Union – Washington D.C.• 12/4/13 – Doing Business with the Russian Federation – Trade Mission, Washington D.C• 5/20/13 - Doing Business with the BRICS Nations – Russian Embassy, Washington D.C.VP Government Relations & Trade; Transportation & Infrastructure501C-3 Non-Profit VolunteerWashington D.C. Metro Area Richard’s primary mission is to promote American and European/Asian businesses interrelationships and have them be supported at the government level as well as within the global business community. Active programs at American University and GWU in Washington offer internships and career tracks in public policy and US Commerce Dept.'s trade relationships with European and Asian countries. Richard’s business focus is in strategically growing a market presence at the global level, leveraging his experience in international trade, import-export regulations, and optimization of supply-side and demand-side logistics channels to create “win-win” business partnerships.

On a multi-year contract with the MTA, Richard was the Business Analysis leader in NYCT for the Enterprise Asset Management (EAM/ERP) all-agency BIS initiative at the MTA agencies. Working within the EAM director's team, led project business architecture detail for the Asset Management System selection; drafts related RFP's, risk registers, manages projects with waterfall & Agile sprints to implement all-agency asset management systems, uniting processes with people / HRC supported by PeopleSoft HRIS. Developed strong partnerships with SCM, Procurement, fleet & infrastructure management, Finance, Engineering; develops 2 to 3-year “tranche” scope, risk strategy, procurement strategy, WBS, EAM-to-ERP architecture, configuration cost. Financial ROI / ROA use cases and overall energy reduction, OpEx / CapEx budget blending, program ROI, performance metrics, BPMN modeling for workflows' UI and UX, manages change, synergies across agencies. British PAS55 for EAM; related ISO 55001, first gate at ISO 14424, BIM 1192 through strategic outsourcing; vendor demonstrations. Mentors new inductees as needed within the EAM PMO office. Manages multi-agency Supply-Chain (SCM) initiative. Ensures business architecture alignment with corporate objectives; ensures information & technical architecture alignment to deliver asset condition / predictive business information to agencies; HR progression planning, training. siness architecture and target operating model, developing financial use cases, CapEx /and OpEx utilization, relative balance over asset lifecycles, convergence on target technology landscape, Infor EAM configuration / implementation, Quality gates, WBS, traceable EAM requirements sets, cost, budget and risk management. Defining goals, ROI and other performance management metrics, cost avoidance, standard Process BPR methodology ( BPMN, CMMS workflow, UX/UI). Ensures predictive asset information architecture is supported by the information/technical architecture.

Managed a 6-month North American BPM proof-of-concept initiative for all dealer / retail-facing franchisers and Sales/Marketing admins in BPR workflow transition to BPM, enabled by Tata Motors' acquisition of the British JLR. Planned development of internal BPM COE with staff and informal leadership; tools include IBM Websphere Lombardi 8.2 and SAP ECC suite / stack; XI – ESB datamart / replication; hosted in England. North America initiative acting as global pilot POC (proof-of-concept), to be replicated in Europe & Asia geographies. SOX-compliant environment and associated Business Assurance / Security procedures / protocols, Risk Assurance delivery methodologies tracked. Sharepoint management of SDM / PMO requirements; transitioned management to in-house resources.

Led a resource team to design and implement areas of IBM's Tririga Environmental / Asset Mgmt. suite for city agencies to reduce energy consumption "footprint" across the 5 boroughs; partnered with City Administration agency (DCAS) to lead business process reengineering (BPR) effort for sustainable capital /retrofit investment in City properties with compliance to City local laws, state and Federal regulatory / EPA legislation. Managed Business Case, scope, risk management, RACI, Sharepoint site, WBS, analysis, build, QA test, delivery. Functional business liaison to DCAS; worked with Energy managers in NYPD, DSNY and the DOC to design inter-agency Asset management approach, lifecycle definitions, proactive PM programs and overall cost transparency.

Works with and guides internal teams in 4-month Ariba-SAP architectural linkage contract, training, UAT and risk management for the rollout in the Americas, followed by a global rollout to encompass >30,000 users.

• Manages / coordinates multiple projects to standardize the NAFTA geography on SAP FI/CO with BO, and Infor ERP LX for manufacturing and integration with Sandvik’s global shipping & fulfillment network. Works with divisions to streamline / improve business processes (OTC, PTP in host ERP with G/L feeds to FI/CO) along Lean / 5S principles as well as implement superior ‘feeder’ technologies to EAM. Transitioning from legacy Cognos financials, BPCS manufacturing; SAP FI/CO already in place in European & Asian geographies; many custom-built order parameter estimating algorithms to remain in the SCM / ERP LX order management workflow. Works with global CIO and architectural resources in Sandviken home office as well as North American CIO on ERP LX implementation, plans for Helpdesk "follow the sun" support resources in all geographies; will eventually transition ongoing program and project management to internal client PM resources.

Pearson Publishing – Senior SAP Project Manager Managed 6-month migration from SAP instance 4.6c to ECC 6.0 EhP4 instance standard suite (FI/CO, SD, MM w/MDM, HR, PS) with ISMedia, simultaneous Unicode UTF-8 conversion without APO (Silvon Stratum, Biblio3) Standard suites with ISMedia, PS; SOA methodology; onshore & offshore technical remediation / testing teams, unit testing of custom tables and user exits, functional / integration testing, UAT with user base. Fixed-scope, budgeted through Pearson Polaris PMO methodology with SaaS and ITIL methodology through current Remedy issue management tools. Visio where needed, MSProject co-management with IBM BASIS team. SAP SQVI queries migrated to new platform without incident; navigation guides issued to testing cycles. Schedules sub-tasks with internal and contract technical resources; worked closely with Pearson technical team in code remediation, SPAU, SPDD, transport management, all testing, liaison with Pearson business community for steering committee bi-monthly reporting.

Project Manager – COTS Ariba / SAP VMS procurement system 9.r.1 implementation (from Buyer 8.2) SCM CMDB architecture of Ariba full suite (eTrax, ACE, Spend Analytics) consolidation / integration with SAP ECC 6.0 SCM initiative across SDLC with APO, PPDS, SNP Heuristics; focus on BPD’s for CRM and PLM cycles, integration points with FI/CO suite, user training, transition / change management, applying ITIL / ITIM service delivery components to COTS Ariba HelpDesk call management. Managed with Agile development ‘sprints’ within ASAP (SAP) and COTS Ariba stage & gate methodologies. With internal process leads, defined purchase-to-pay workflows / RMA for COTS Ariba ACE & eTrax interaction w/SAP MM and FI/CO; COTS Ariba upgrade v9.r.1; Rumba.Program Manager – CMMS Maintenance – Infor SPEAR Technologies 3.i migration to Spear 4.i with full Infor ERP LN, ETO, MTO and WMS functionality including White carousels and JDA logistics at some locations.

Program Manager - Ariba Integration with SAP ECC 6.0 suite, Maximo Linear Edition 7.1 and Infor WMS Fleet Management.Program Manager - Mechanical Division. Deploying best-of-breed rolling asset maintenance suite in conjunction with overarching mySAP implementation.Project manager – Electronic Materials Requisitioning (EMR); led development teams; deploying integrated supply chain EMR pilots at multiple train servicing facilities. Designed test scripts; designed KPI’s /key measures. Project Manager – Logistics Management Institute (LMI) - Collaborated on strategic vision for Amtrak operating units via mySAP suite - APO/DP, PP/DS, SRM, SNP, MM, WM with RFID, FIS/HR; best-of-breed applications (Hansen/Spear WMS rolling asset) preventative maintenance; fully EPR-compliant. Preempting with BPR / cross-functional workflows for ASAP vanilla configuration; SCM roadmap in SAP Solution Manager.

Process design lead / SME for User Interface (UI) interaction between retail suppliers and customers' front end, with IBM Websphere 6.0 communicating with suppliers' back-office systems including SAP, Manugistics, Oracle. Worked with device touch-screens and RFID devices through the SDLC.

Project manager / supply chain SME for an international POS display producer implementing full-cycle Tier-1 ERP (materials management, purchasing, manufacturing, and logistics) with org / change management; integrating process knowledge with I.T. organization and ERP supply-chain operations.

Continuing strategic planning, process design and logistics management within >$1BB international operations using SAP in multiple-site, best-practice ERP environment, improving global materials procurement and finished goods ATP, VMI and CRP inventory strategies. Improved global utilization of SAP R/3 4.5c in managing the forecasting/demand planning (APO), consumer electronics manufacturing (Central America and Far East) and North American DC logistics through SD, WMS interaction, configuring MM, PP, FI, and CO from the business integration perspecti

For this “Big 5” tax & audit firm, managed SAP, Manugistics and other ERP projects while maintaining engagement standards and business objectives. Designed improved business planning and fulfillment strategies for retail POS, content management / tracking, process design & site navigation (consumer goods & financial services), defining BA requirements, presenting/demonstrating results to users, documentation. Management of cross-functional project teams in supply chain planning, BPR / BPI, process logistics & CRM initiatives. Defined EDI requirements & varied transaction sets, established procedural guidelines for EDI administration. Recommends, integrates, and implements peripheral devices (bar-code scan, WMS); clients included Designtex, Nobody Beats the Wiz, Beiersdorf AG, Merck-Medco). Managed capital ERP projects (Manugistics, Great Plains, SAP, Oracle, JDE) local budgets > $3MM