Strategic Pmo And Programs Director
CurrentEngaged to build and lead ALS Global’s strategic programs office, initially focused on a multi-country and multi-product “co-exist” ERP – utilizing Oracle Cloud (OCS) for Global Finance, Global Supply Chain, and Procurement, and WorkDay for Global Human Capital. Other significant strategic consolidation, optimization, and data programs were planned. * As a CEO direct report, led the Strategic Executive Steering Committee, made up of the CEO, CIO, CTO, CFO, CPO, and CHRO.* Designed, built, staffed, and led the new Strategic Program Office - consisting of ~265 associates.* Designed and established program governance, OCM, project, technology, and data/reporting capabilities.* Implemented financial controls, resourcing plans, risk management, communications, OCM, and control routines* Established “Stabilize, Operationalize, and Globalize” SWAT teams to address long-tolerated deficiencies within the ALS enterprise architecture – primarily within and between the Laboratory Information Management Systems (LIMS) and ERP ecosystems.* Designed and established enterprise capabilities for reporting/BI, enterprise and domain architecture, and master data management. These new capabilities were designed in partnership with the CIO, and included the post-implementation transfer of these functions to the CIO’s IT organization.* Program Champion and PMO Executive on ALS’s $130M+ strategic ERP replacement and consolidation program.* Developed and led ERP program strategy and tactics, plus production support for the current US OCS system.* Developed ERP design (T&M), build/SI (FFP), and production support under a new managed services contract.-> Conducted parallel internal and external audits of the prior Strategic PMO over the prior 4 years. Those audits demonstrated that $65M had been wasted. At that time the board defunded all strategic programs and the PMO citing prior waste, financial challenges, and looming cyber security remediation needs.