☛Project director for multiple Infor EAM projects in the Oil and Gas sector. Responsible for implementing the appropriate deployment methodology, creating baseline work products for scope, schedule,cost, quality, resourcing, issues, risk, training, deployment. Correctly identified appropriate technology to synchronize onshore corporate system with ocean going platforms using limited satellite communications.

☛Enhanced corporate forecasting accuracy but integrating resource management system, accounting and forecasting platforms. Reduced forecast throughput by 80% and increased accuracy to 90% or better.

☛ Identified appropriate technology and techniques required to synchronize standalone Enterprise Asset Management solutions across a satellite connection with less bandwidth than a 3g cell phone

☛ Quantified key risk indicators that signaled a critical operating loss position on a $10.1MM fixed price contract. Worked with executive leadership to adopt a comprehensive risk plan with recommendations for corrective actions

☛ Rescued troubled accounts in multiple markets (FinSvcs, EPC, F&B-2). Identified and drove corrections for critical product defect that prevented a cloud customer from twice upgrading to the current SaaS cloud computing platform. Avoided a $1MM per year impact to corporate operating margin

☛ Assisted a troubled account that required a massive data conversion to the current SaaS cloud computing solution. Mitigated risk by reallocating costs to allow use of off-shore resources to complete multiple client owned / out of scope tasks.

Implementations of Infor ERP Solutions including Syteline, Lawson and Cloudsuite Financials. Clients varied from internal sources to energy sector. Complete conversions, merger, acquisition and divesture support was required. Led team to define and implement integrated ERP solutions based on better / best practice methodologies using both on and off shore resources.

☛ Rescuedfailing Infor EAM for large California Municipal Transit Agency. Aligned team on deployment methodology, resolved staffing deficiencies and brought schedule back into regulatory compliance standards.

☛ Transformed a group of independent consultants and client personnel into a cohesive team that was focused on meeting objectives and contract terms for the largest account in the practice area.

☛ Implemented effective delivery management practices to better address scope, schedule, cost and quality. Avoided punitive damage claims. Implemented contract change management processes.

☛ Defined core project management disciplines, methods, and procedures for project teams that interact with multiple business units, functional and technical clients.

☛ Rescue of failed Infor EAM implementation. Lead efforts to reinstall core solution, reconfigure to current standards and integrate with Syteline ERP solution. Implemented link server for SSRS and SCADA integrations. Develop corporate roadmap and implement the same for EAM system deployment, enhancements and move to reliability centered maintenance program.

☛ Actively managed the Lean Agile digital transformation programs for accounting, finance and oil field operations.

☛ Achieved a desktop services transformation to outsourced IT help desk support.

☛ Served as interim IT Applications Management Director for the divestiture of Axip Energy Services from Valerus Compression.

☛ Supported corporate ERP general and sub ledger splits, movement of all Microsoft and infor applications and data to the Azure and Aptrix cloud solutions.

☛ Championed the business transformation process and manage data segregation as legally required.

☛ Managed the evaluation, procurement and implementation of SaaS solutions.

☛ Led the Digital Business Transformation Practice by providing skills, insight, leadership and guidance to establish a new us IES transformation and PMO practice areas.

☛ Developed large-scale PPM – Project Portfolio Management disciplines, templates, methodology and a collaborative (virtual) team to boost award winning excellence.

☛ Supported partners and leadership team in Business Development, Delivery Management, RFP / RFQ, and team training

☛ Directed the team efforts for large scale client program delivery.

☛ Spearheaded, from bid to delivery, a key $1M multi-industry EAM program with a regional energy and water management provider. Client CIO, Chief Accounting Officer, City auditor and business leaders called the project a very successful "non-event" two version upgrade.

☛ Transformed and enhanced corporate PM competency with a Lean Agile SDLC complaint framework for #1 IBM reseller of Tivoli–Maximo EAM software and services. A major bid had been previously lost due to the absence of demonstrated PM competency, change management presence and the ability to successfully manage a transformational project of great complexity.

☛ Established, trained and promoted a virtual PMO organization to facilitate cross team learning and enhanced project management capabilities. This action addressed a long standing need for a more structured approach with quality PMO deliverables.

☛ Facilitated business growth through an Enterprise PMO competency that provided a foundation to more than double the services business for the top Maximo EAM and Tivoli reseller in the United States

☛ Plan, budget, prioritize, schedule, coach, mentor, staff, lead, control, report, analyze, monitor, and direct: IT Applications development team of 12 direct reports, PMO of 5 direct reports, a project team of 50+ matrix resources, (HP, SAP, PWC, IBM) vendors, and 20 matrix help desk and infrastructure resources

☛ Directed, planned, managed, staffed, controlled, scheduled, promoted, budgeted, reported and held accountability for a $120MM program to upgrade, maintain and replace PeopleSoft HRIS / Finance and 63 unsupported legacy Oracle applications

☛ Advisor to Owner Group (City Public Services, NRG Energy and Austin Energy) Board of Director for oversight and management of the $120MM SAP ERP Program

Multi-year ERP pursuit for government entity to replace legacy systems and implement an integrated planning solution. Major security challenges with offshore support issues to over come and we needed to redefine the delivery methodology for the multi-million dollar proposal. Led effort to define the delivery framework, internal team training needs, security protocols, and tradition project management milestones for more50 agencies.

IT manager responsible for outsourcing Accounts Payable, restoring fiscal integrity to returns management, B2B website redeployment, SAP HR system support and all corporate financial systems. Successfully led effort to document system flows and resolve process deficiencies responsible for $400MM of losses.

Restore financial integrity to undocumented and poorly implemented Oracle Financials solution serving multiple locations on a global scale.

Group leader for eBusiness, data conversion, issue and change management, technology integrations and cross team support. More than 300 full time dedicated resources across multiple continents. Responsible for resolution of SAP and GEIS EDI product deficiencies.