Eric Conner, Mba Email & Phone Number

Irvine, Ca, Us

Irvine, California, United States

Successfully managed the Cloud Product and Engineering team integration into the Ingram Micro Global Platform Technology organization (250+ FTE’s), including driving adoption of Digital standards across Cloud.Championed the transition of Cloud to embrace Agile, Scrum, SAFe and Kanban tools and techniques and implement PI (Program Increment) planning, and the establishment of dedicated scrum teams resulting in defined product roadmaps, dedicated sprint schedules, full transparency of deliverables, and accelerated time to market.

Irvine, California, United States

Requested by senior leadership to launch an Agile Program Management Office (APMO) to support the 250+ FTE’s across Cloud’s Technical Program Management Product and Engineering organizations on a global scale. The goal was to establish Agile methods, standardize reporting, and accelerate delivery.Redesigned solution delivery processes using the Scaled Agile Framework (SAFe) and established an APMO operating model with OKRs, financial management, and a PPM solution. Enabled full transparency of Product & Engineering roadmaps, holding teams accountable through KPIs and metrics. Accelerated delivery of high-priority initiatives and improved customer satisfaction.

Irvine, California, United States

Hand-picked by the Head of Ingram Micro’s Cloud division to establish an industry standard business operations function for our newly launched CloudBlue digital platform division to accelerate deal closure by focusing on people management, processes, and systems. Team was hired, trained, and fully on-boarded within three months. Streamlined global processes and launched a deal desk process boosting deal closure by 50% via Salesforce.com

Irvine, California, United States

Retained by the Head of Ingram’s Cloud division to lead all strategic projects and programs globally (50+ projects, $30M+ budget).Established strategic drivers, product roadmaps, and OKRs in collaboration with executive leadership, ensured prioritized alignment and accountability across the organization. Led a $10M SAP ERP integration for Finance, achieving compliance, scalability, and supporting record growth in Cloud.

Orange County, California Area / Munich, Germany

As a private consultant, I have been privileged to work with C-Suite executives across a diversity of companies. I have helped them evaluate the effectiveness of their IT organizations, identify and eliminate weaknesses, and develop corrective-action plans.At the request of the CIO of an industrial manufacturing company, I worked with his top leaders and staff members across IT and 10 business units to find out why the IT organization was not meeting expectations. I determined that significant improvements needed to be made in the areas of services offered, quality of delivery, team proficiency, cost control, customer response time, transparency and how operational performance was tracked and reported. I created a plan of action, presented it to the CIO, and followed up to learn that my recommendations had been acted on, and the IT department was being transformed.Another interesting engagement was with the CEO of a German-based software company that needed to better support the internal project portfolio and improve its ROI. I spent five months at the customer’s site in Munich examining existing processes and pinpointing problems. I made recommendations that led to using KPIs to prioritize projects, following the same standards for every project managed, and improving performance tracking, reporting and cross-functional communication.I initiated new training programs for project managers, and introduced alternative approaches like Scrum and Agile. Since implementing my recommendations, the company has gotten back on track. In 2016, it expects to complete 20% more approved projects than it has in previous years.

Santa Ana, California

I directly supervised 25 project and program managers, and oversaw the planning and control of more than 100 projects with a budget of $25M. Together, my team and I handled highly complex, cross-functional technology initiatives in North America, Latin America, Asia-Pacific and the EMEA.I transformed an under-performing project-delivery organization to a smoothly running department, developed a prioritized portfolio, and provided a structured and disciplined approach to project planning and execution.To do this, I did a deep dive into the company to identify its weaknesses, then launched a PMO transformation that took six months to complete and required interaction with key executive leaders from every business unit. I talked with executive stakeholders to learn what they needed and what they expected, then decided what organizational changes, tools and talent would be required to deliver to those expectations while continuing to control costs.I challenged each business unit to establish priorities, articulate performance drivers, clearly specify funding and resources and define the ROI before beginning any project. This helped us measure progress against plans, and enhanced the ability of major decision makers to stop programs and projects that were underperforming, and shift priorities in order to take advantage of new opportunities.As a result, project completion time was improved by 25%, quality was better and the satisfaction of executive stakeholders and sponsors went up by 50%.

Munich Area, Germany

Within the first year of joining the Linde Group, I was promoted to the Head of the EMEA Business Services PMO, the largest, most mature and most profitable global region for the company. It encompassed 20 countries and more than 10K employees.I co-designed and implemented a region-wide business and IT transformation program that raised the project delivery rate by 20% while at the same time, improved the quality of those projects. Rework decreased 50% and delays and overruns were lowered to less than five percent (from a high of 25%). As a result of this performance, this program was nominated for the ‘CIO – Project of the Year’. I headed the delivery of technology-driven changes across almost every business operation, achieving great results for the company and earning personal recognition. I received the Linde Global Talent Circle award given to leaders who always delivered value to the company through outstanding performance.

Duesseldorf, Germany

Member of the senior management team responsible for delivering a 3-year pan-European (15 country) SAP program implementation resulting in the complete transformation of Ecolab’s European operations. Leadership responsibilities included: program management and oversight, deployment leadership, direction setting, business leadership liaison, risk mitigation, external partner engagement, board level reporting, and direct management of a team of 25+ internal and external engagement partner resources. Accountable for the communication of the project vision and approach to all regional countries. Achieved complete executive leadership support and resource commitments for all implementations. Hand-picked by the executive sponsor to lead the template deployment teams “in country” for the following countries: Poland, Austria, Sweden, Finland, Norway, and Denmark. Responsibilities included: initial site assessment and evaluation, country kick-off, change management, executive communication, project planning, milestone management, risk mitigation, production cutover and post go live support. All country deployments were delivered successfully and 100% adoption of the SAP solution realized.

Munich Area, Germany, Clearwater, Florida

In the summer of 2002, I moved to Munich, Germany as the SAP Integration Manager EMEA for Tech Data Information Technology, and remained in that role for four years. I delivered a fully tested and comprehensive SAP software solution for a $120M, multi-year SAP transformation program that impacted 15 countries, thousands of business processes and more than 5K end users.I was one of several employees who were handpicked for this overseas EXPAT assignment, and asked to manage the largest multiyear project in the company’s history. Together, we met every goal, and the results of our efforts allowed Tech Data to expand its European market share.In 2006, I was chosen for a one-year assignment at Tech Data Europe GmbH, and remained in Munich. I defined, set up, executed and measured a region-wide IT transformation and cost-reduction program. I also met the goal of reducing the IT budget by 10M Euro and keeping it flat.I worked one-on-one with the European CFO, CIO and President as well as all country heads of the IT controlling departments. I helped establish KPIs and milestones, allocated resources and key deliverables, built and executed the master project strategy, and measured and reported performance-to-plan.During the first two years with Tech Data Corporation, I was a supervisor in its Clearwater, Florida global headquarters. In 2001, I was promoted to Manager of Vendor Promotions Accounting in the same location.

Bachelor Of Science (B.S.), Finance, General

Master Of Business Administration (Mba), Information Systems Management