Responsible for overall design, development and implementation of software solutions to stabilize and enhance HoT’s Oracle Fusion Cloud ERP implementation for its UK-based business acquisition. Used a hybrid cloud architecture as HoT used on-prem Oracle EBS (v12.2.8) for US operations and its UK acquisition rolled out Oracle Fusion Cloud for ERP, CRM, SCM and HCM as a preliminary step to its strategic corporate migration to Oracle Fusion Cloud. > Used OCI PaaS and IaaS for hosting legacy applications and authored integrations using Oracle Integration Cloud (OIC). > Provided Tier-1 Support for CRM, Opportunity to Quote to Cash (O2Q2C) including Configure Price Quote (CPQ).

· Owned and executed end-to-end client success on SaaS, PaaS & IaaS engagements by defining business cases, engineering solutions and presenting alternatives to executive leadership. Ensured client success through consistent and engaging cadence calls with key customer stakeholders to report status, provide feedback and make recommendations. · Facilitated deployment of Watson Studio Artificial Intelligence end products at CVS Caremark for Customer Success.· Reduced customer capital expenditures by as much as $𝟭𝟬 𝗺𝗶𝗹𝗹𝗶𝗼𝗻 as a result of my Journey to Cloud, Lift and Shift, Digital Transformation and Application Modernization Cloud initiatives.· "ONE IBM" award winner for generating the most winning opportunities across other IBM Lines of Business. > Received 37 "ONE IBM" recognitions for wins by IBM Global Business Services alone. · Achieved an 𝟴𝟭% Net Promoter Score (NPS) [considered IBM World Class] for customer success based on client surveys. Service Excellence, Product Adoption and Client Referrals are key factors in this 10-point scale Metric. > Won the IBM "Persistence Pays" award for PaaS workload deployments. > Featured in a 15-minute video interview presented across IBM North America for achievement of each NPS component. NPS = % Client Promoters (scores of 9 & 10) minus % Client Detractors (scores of 0 through 6). Scores of 7 & 8 aren't factored into this calculation.

· Key professional providing competitive research and direction to IBM Sellers in the areas of cloud, database, middleware, analytics, and packaged applications against strategic competitors to benefit my clients.· Supplanted the majority of the WebLogic Server footprint at AT&T and replaced it with WebSphere on Hybrid Cloud. > AT&T realized a cost savings of more than $𝟱 𝗺𝗶𝗹𝗹𝗶𝗼𝗻 by standardizing their operations on WebSphere for its enterprise applications. · Displaced Boardwalk Pipeline's highly customized Enterprise Asset Management software with IBM Maximo. My Solution replaced invasive customizations, resulted in increased uptime and improved Oracle ERP agility. > Boardwalk reported a Process Cycle Efficiency improvement of greater than 𝟮𝟬% during maintenance and change events.

· Took over the planning, design, development and delivery of Oracle Enterprise Performance Management (EPM) at Pepsico Foods Canada (PFC). Partnered with the PFC Chief Financial Officer to 𝗿𝗲𝘀𝗰𝘂𝗲 the engagement, remove organizational barriers, improve communications and establish a more collaborative environment. Assembled and aligned the cross-organizational project team. Oversaw the execution of activities by Team Oracle and PFC resources and delivered the project to PFC specifications. > 𝗥𝗲𝗯𝘂𝗶𝗹𝘁 the Oracle Consulting Services (OCS) relationship with PFC and 𝗿𝗲-𝗲𝘀𝘁𝗮𝗯𝗹𝗶𝘀𝗵𝗲𝗱 OCS as the primary Oracle technology and E-Business Suite services provider for PFC.· Tapped for a Partner Engagement Manager role in joint proposal development with Accenture for a complex, enterprise-wide re-implementation of Oracle E-Business Suite. Represented OCS in Orals presentations in this $𝟭𝟳 𝗺𝗶𝗹𝗹𝗶𝗼𝗻 𝘄𝗶𝗻 at Cisco Systems.

· Led project teams in the design, development, implementation and maintenance of enterprise systems. Incorporated internal and Accenture resources in the Oracle E-Business Suite implementation for China operations. Provided performance reports against key KPI metrics. > My cross-organization leadership of Aleris and Accenture resources 𝘀𝗮𝘃𝗲𝗱 𝗔𝗹𝗲𝗿𝗶𝘀 $𝟮𝟬𝟬,𝟬𝟬𝟬.· Managed the Oracle Hyperion Program; Hyperion Strategic Finance implementation, Hyperion Financial Management re-implementation, and migration to new server infrastructure.

· Managed multiple Oracle E-Business Suite and Fusion Middleware projects for a variety of organizations to schedule and budget. > My portfolio contributed $𝟲 𝗺𝗶𝗹𝗹𝗶𝗼𝗻 in services and resulted in 𝗲𝘅𝗽𝗮𝗻𝘀𝗶𝗼𝗻 business at 𝟲𝟳% of my clients.

· Led the Global Enterprise Applications organization consisting of 30 techno-functional resources with Zero turnover over 6-years. Owned the Enterprise Architecture roadmap consisting of Oracle ERP and 9-other Enterprise Applications.· Saved Texas Instruments (TI) more than $𝟭𝟱 𝗺𝗶𝗹𝗹𝗶𝗼𝗻 in capital expenditures (CapEx) through my in-sourcing initiatives instead of hiring System Integrators for select projects while serving the business. Among them: Global Oracle E-Business Suite Upgrades, Oracle Master Data Management (MDM) implementation, Retirement of unnecessary invasive customizations to Oracle E-Business Suite. The latter cut costs during ERP change events (Upgrades, Patching, Implementations, etc.) and improved ERP agility without negatively impacting business process performance.· Oversaw the design, development and roll-out of the Texas Instruments Education Technology Store; an online direct to consumer (D2C) sales channel using Oracle iStore and iPayment for the purchase of TI products and accessories. > Texas Instruments has realized an Annualized Return on Investment (ROI) of 𝟯𝟵% for a Total ROI of 𝟭,𝟵𝟬𝟬%.· Created a ‘Slap and Ship’ solution to comply with Wal-Mart Gen2 RFID requirements. My innovation utilized customizations to our Oracle Manufacturing Suite paired with business process changes. TI was lauded by Wal-Mart as their first major Supplier to comply with its RFID tagging requirements. As the largest retailer of Texas Instruments Education Technology products, this solution was critical to the health of the business.

· Provided techno-functional support for Oracle E-Business Suite, SCM and CRM systems. Developed real-time and batch interfaces between Enterprise Applications using native APIs and ETL Procedures. > One integration between EBS and SCM systems eliminated manual data entry, reduced paperwork and streamlined work order processing worth $𝟳𝟱,𝟬𝟬𝟬 annually in person-hours.· Envisioned, developed and implemented improvements to Financials and HR processes to maximize the value of Enterprise Applications.· Owned the Oracle Finance process tracks for the transition from Oracle EBS to SAP as part of the Siemens acquisition of Efficient Networks.

•Dow Chemical was facing de-support of its custom-built Environmental, Health and Safety (EHS) application based on dated underlying Oracle technologies. > Dow used this enterprise application for ensuring compliance with EPA, OSHA regulations and Dow business rules. > It was necessary to rebuild and redeploy Dow's ESH application using new technologies in a Linux environment.•Provided techno-functional leadership in the solution design, development, and deployment of Dow's technology-compliant EHS application. Determined technical requirements, established the application architecture, and authored techno-functional design documents. Led the data mapping, designed the cut-over plan, and developed PL/SQL stored procedures for the Extract, Transform and Load (ETL) data conversions between the legacy and new EHS application.•Participated in all phases of the engagement as a Regulatory Compliance Engineer and Oracle Software Architect. > My ability to successfully fill both roles saved Dow Chemical an additional headcount worth over $200,000.