Enjoying the next chapter in life.

Leading the digitalization of manufacturing in Europe and Asia. Building new capabilities for the business administration. Using new ways of building teams, the foundation of success.Reporting to the CIO of Qualcomm.

Due to an alignment of titles between Qualcomm and RF360, I am continuing the integration process as Senior Director IT for RF360. I am reporting directly to the board of RF360 with a dotted line to the CIO of Qualcomm.The growth of the RFFE business unit within Qualcomm calls on RF360 to significantly increase the production output. IT contributes to this goal by enabling and optimizing production equipment and the digitalization of the shop floor.

Running the new IT organization of RF360 included: successful change of the fiscal calendar year to the 4-4-5 Qualcomm standard, implementing SOX for IT, refining the IT support processes and IT reporting, building an IT budget from the ground up, implementing processes to support the new business model of the JV.

Built a new IT organization for RF360, a Qualcomm - TDK Joint Venture, which launched in February 2017. The JV has a global presence with manufacturing sites in Germany, Singapore, and China.Building the IT organization included: deciding about the location of the new IT organization, hiring the IT management team, hiring of the analyst and technical staff, building of the support team in India, building a new IT operating model, training and knowledge transfer for the new team, designing and implementing an IT demand management process for RF360 and its parent companies, implementing new IT governance bodies and processes, running IT on day 1 of the joint venture.

Led Business Analyst team, including making risk assessments, reviewing deliverables, and mitigating risks, resulting in delivering $300M+ SAP / third-party software implementation for successful go-live in July 2012, which consolidated numerous IT legacy systems into 1 SAP platform.Built and executed IT program management, rolling out new SAP application platform to Kiewit's business units in the United States and Canada in 2012 / 2013.Improved project delivery processes and integrated program schedule by establishing and co-leading IT Technology group improvement program with 5 teams delivering formal IT product methodology, IT role description, and development approach.Streamlined and enhanced project delivery processes, improved communication, and team development, as well as clarified roles and responsibilities by rebuilding IT Program Management Office (PMO), which established new Program Manager roles and pooled all IT Project Managers of Technology group.Created business and IT performance improvement initiative with 5 teams, covering business processes, applications, user experience, testing, and infrastructure by designing concept of KPIs and metrics, integrating and aligning business objectives, processes, applications, and infrastructure.

Reduced costs by consolidating 2 IT departments into 1 IT organization for IPL group, eliminating redundant services and staff while improving customer satisfaction by cutting service delivery times to less than half for IT services and break-fixes.Attained estimated savings of USD $6.5M in deployment costs and $100K per year in maintenance and licensing fees by reducing project implementation costs for sales price engine in SAP from quoted USD $8 – 9M down to USD $1.5M through integrating Salesforce.com into SAP.Decreased actual IT spending in Fiscal Year 2010 in the Americas 15% compared to budget and maintained budget for following year at reduced level.Aligned leadership style to specific situations and personalities, which improved IT staff engagement and job satisfaction to second highest in company in 2009 based on Hay Group survey with further improvements in 2010.Enabled and supported delivery of business strategies and goals through technology by engaging with business executives, establishing IT Council, and guiding business into ownership of IT initiatives.Delivered new service to company customers and Joint Ventures through effective alignment of IT resources to business goals, resulting in business solution capturing and storing blast information and analysis of product usage.Raised professional standards in IT through project management training for selected team members and ITIL V3 certification of 51 IT team members.

Achieved 60% data center cost reduction through in-sourcing from AT&T and by utilizing virtualized server and storage technology, hosted in new data center with internally managed infrastructure, which led to estimated savings of USD $720K per year.Avoided costs for idle Disaster Recovery site and equipment, and realized estimated savings of USD $500K per year based on architecture of solution by deploying Disaster Recovery capabilities with Continuous Data Replication and improved IT asset utilization through second active data center in Las Vegas, NV. ♦ Project published by HP in Transforming Your Enterprise: "Daring to do IT yourself".Designed and implemented Backup-to-Disk solution, eliminating error-prone tape-backups and drastically reducing data backup and recovery time.Upgraded SAP system from 4.6c to ERP 6.0 in 2007, undercutting project budget by USD $350K through remote-consulting, reduced travel costs, and tight project management.Designed and deployed Change Management for IT processes and systems, resulting in reliable IT systems that passed financial audit requirements of publicly traded company.Outsourced SAP Basis and ABAP programming work to India by developing global teams, which resulted in cost-effective work results and 24/7 development and administration support capabilities.

Senior Management team member, provided Internet technology solutions for private and public industries and the Government. Supervised multiple projects, including communication with customer management, guidance of project teams, contract negotiations, and accounting. Set standards and guidelines for assigned Account Managers. Project staffing and development of project managers and consultants.

Member of the SAP Practice Management Team in the Pacific region. Providing project management, process engineering, and technical SAP expertise for all Arthur Andersen SAP projects in the Pacific Region. Development manager in a large, complex SAP project. Technical Architect of a high-volume custom make-to-order Production Planning environment. Development of user requirements, business processes, system design and specifications.

Implementation Project Manager for SAP systems. Educated client project teams on a business process driven project approach and methodology. Responsible for client relationships on various levels including project team, client project manager, senior management, project sponsor, and the CIO. Performance Manager responsible for career development, goal setting, and tracking of achievements with recommendation for promotions, salary changes and bonuses for consultants.

Business Analyst for SAP R/3 since 1992. Responsible for the global application administration, customizing, and programming in SAP FI/CO and AM. Supporting system implementation projects in Germany, Ireland and Mexico. Programming and maintenance of financial applications in COBOL 85 including inventory valuation, internal order application, and programming of e-commerce interfaces for the automotive industry.