Renewable Energy

Director on Public Company Board and a member of the Audit Committee

 Delivered the foundation’s technology strategy and delivery roadmap focusing on transforming the business from a complex, loosely integrated technology environment to digital, modern, secured enterprise platforms.  Strategic transformation of the IT organization focusing on core skills, span of control and alignment of business and digital capabilities. Increased the gender diversity of the technology team by over 25% with a focus on inclusive dialogue and individual empowerment to innovate and make decisions. Improve the customer engagement model and established the IT organization as a strategic partner.

 Successfully implemented Dynamics 365 Financials with improved, streamlined processes. Led the maturity of the project management office by establishing stronger sponsor ownership, transparent project reporting and increased value delivery by meeting/exceeding objectives. Led the transformation from traditional waterfall culture and delivery to agile practices.

 Mergers, Acquisitions and Integrations – Active participation in due diligence teams evaluating potential acquisitions. Evaluated organization synergies, system platforms and cost to integrate, made recommendations of strategy and cost of consolidation.  Organization Transformation and Change Leader - Managed training and re-skilling efforts across the organization to increase focus on business transformation and lean operations. ERP Implementations – Led a seasoned internal and external SAP team of 750+ key specialists to support and deliver SAP program implementations for the $18 billion strategic business group. Oversaw a re-anchoring effort of the SAP implementation program to align it with a new business model that connected 7 distinct SBUs to one consolidated business unit. Successfully drove the changes required to complete the implementation of two “failing” SAP project deployments for a Global Service business unit and the Global Tracking division. Consolidated numerous global Oracle and SAP support organizations and increased project delivery/customer satisfaction by 25%

 Mergers, Acquisitions, Divestures and Integrations – Delivered above target synergy activities, transitioning systems and personnel during integration efforts.o Successfully executed the integration of Intermec’s IT systems after its acquisition by Honeywell.o Supported the Honeywell and Intermec integration efforts of plant consolidation, supply chain transformation, organization transitions.o Led both HR and IT processes during the divesture of a major business division. Responsible to ensure critical contracts including labor union contracts, pension plans, systems and software maintenance was transferable to the buying entity with no restrictions.

Delivered successful implementations of a global SAP enterprise system into multiple business regions (Canada, Mexico, Singapore and EMEA).  Led a cross functional and cross regional SAP project team, delivering the projects on time and 15% under budget (total budget $21M), by driving critical business decisions, process improvements and brought a high touch change management process into the program.

During this period of time, of company divestiture (UNOVA) and transfer of company headquarters - Sue held the responsibility of both CHRO and CIO. Board Level Engagement – In both roles of Human Resources and Information Technology, the relationship with the Board Directors were strengthened through proactive and transparent communication.o Established a high touch process with the Chair of the Compensation Committee in order to prepare for Board meetings, development of Executive Compensation and alignment of Executive perquisiteso Revamped the approach for completion of both the Financial and Information Technology audits in order to successfully file for the first 302 attestation in 2004.o Developed a structured succession planning process for the Executive level suite that was reviewed on an annual basis with the Board of Directorso Led a cross-functional and cross-regional SAP project team for a range of projects with a budget of $21 million. Delivered all projects on time and 15% under budget. Successfully implemented Intermec’s global SAP enterprise system (FI/CO, PP, MM, SD modules) to multiple business regions including Canada, Mexico, Europe, Middle East, Africa and Singapore. o Led the development of a strategic systems plan and a technology roadmap for the information systems and services division. o Outsourced key service desk and SAP/Exchange platforms to EDS and Xerox, respectively. Improved customer service and support for 2,800+ users by rolling out a corporate help desk system and introducing customer-driven computing policies and procedures.

Global Customer Services Executive driving the integration of a fragmented global customer service functions, streamline processes, and pinpoint critical customer-facing issues. Within one year, consolidated the global customer service organization into a single function reporting to a new Director. Streamlined order entry process, improved accuracy and consistency of reporting. Increased customer service scores within one year by utilizing enterprise account-facing teams and boosting collaboration between customer service, sales operations, and manufacturing functions. Reduced costs by developing shared service operations in Europe and strengthening customer interaction.

Provider leadership in the succesful roll-out of the new toll free services in the Western region by conducting customer seminars, developing and training sales teams. Drove process changes from order to fulfillment of new products and services.Developed and supported the sales team with system integration solutions, network configurations and pricing.

Responsible for the general accounting functions, including payroll, general ledger and field sales support.Improved month end close productivity by 25% (2 days) by automating journal entries, eliminating hours of manual work and simplifying chart of accounts.

Requested by Division Controller to bring leadership and cross functional management to General Accounting function. Responsible for general leder, fixed assets, payroll, accounts payable and receivable departmentsDrove improved accuracy of reporting and expediated month end close cycle.Decreased payroll service costs by $250K per annum by developing an internal database reporting environment which reduced numerous external reports.

Led the overall strategic planning, implementation and coordination of Division's telecommunication systems and services.Reduced telecommunication expenses by 40% through invoice auditing, consolidation or elimination of services.Provided overall project management leadership for the set up of the maquilador operations in Mexicali.