Select Projects

Business Transformation. Global Hospitality Company, Chicago, IL. December 2006 to September 2008.

Program Director for a $45 million business transformation initiative, with the goal of creating a global shared service center supported by ERP. Directed the activities of 55 full-time resources, and 30 part-time resources. The primary objective was to move 100 back-office Finance & Accounting (F&A) processes out of 110 hotels, into a shared service center created from scratch, reducing 900+ jobs to 300, and further outsourcing (BPO) a third of the processes to low cost offshore labor centers. Simultaneously upgrading the legacy ERP system to Oracle eBusiness Suite (11.5.10), then transitioning the go-live state to Application Outsourcing (AO).

Designed and delivered a financial system that supports $2.2B in revenues annually. The program timeline was an aggressive 14 months, and its return is an estimated $10 million in annual run-rate savings for a seven year period, derived from eliminating the redundant Finance & Accounting (F&A) functions in the hotels.

Business Transformation. Cruise Line Company, Miami, FL. February to June 2006.

Program Director for a $80 million business transformation initiative. Directed the activities of 75 full-time resources through the analysis of business processes supporting 39 ships, 1.8 million passengers a year, and 120,000 travel agencies. The primary objective was to upgrade the core reservation system, and interface to over 50 legacy systems, in an 18 month period.

Business Transformation. Marketing, Travel & Leisure Company, Minneapolis, MN. December 2004 to July 2005.

Program Director for a $110 million financial transformation program. Leader of a team of 225 full-time resources and 150 part-time subject matter experts. The goal of the transformation project was to optimize 100 processes, by upgrading the ERP system and outsourcing to low-cost labor (BPO). The team configured 21 Oracle modules to support these processes, and integrated this system with 40 legacy systems. These systems captured transaction fees of $2.5 billion in revenue annually for the company, off transactions valued at $20 billion generated by brands owned by the company (hotels, restaurants, etc.). Planned every aspect of solution delivery, to include process optimization, custom development, change management, business and technical architecture, and corporate reporting. Three-year payback, based on benefits planned in the areas of strategic sourcing and billing, and data center consolidation.

Systems Implementation. High Tech Manufacturer, Irvine, CA. February 2003 to January 2004.

Project manager and applications architect for a $30 million order management, distribution and manufacturing Oracle 11.5.8 ERP implementation. Moving from legacy to Oracle was a strategic imperative for this company; consolidating all divisions on a single platform worldwide was a global initiative. Would later work on their Consumer Products division in Wayne, New Jersey. The company at Irvine does build-to-order, build-to-stock and 3rd party drop ship from Asia, for laptops, digital cameras, hard-drives, etc.. Project dimensions included 10 modules, 75 team members, 300 end-users, 100 business processes, 5 business divisions, 90 customizations and interfaces, and a 12-month plan-design-build-test cycle with staged rollouts.

Designed a fulfillment system to support $1.5 billion in revenue annually, to include meeting complex custom requirements in the areas of export compliance, shipping service level agreements, carrier selection and capacity allocation, channel allocations, warehouse integration, credit management, electronic order receipt and verification, advanced pricing, to name a few. Benefit areas include fully automated order management and drop ship capability for all divisions, visibility of inventory on-route from overseas, item and BOM-master consolidation, and improved flexibility in pricing. Payback period is 3.5 years.

Software Development. CRM Software Company, San Mateo, CA. July 2002 to February 2003.

Manager-developer, responsible for data model design and development for the Universal Application Network (UAN), this company’s cutting-edge integration product, and the forerunner of Oracle’s Application Integration Architecture (AIA). The data model is the means by which UAN validates pass-thru integration messages, and hence is the backbone of UAN. Directed the efforts of 15 software engineers to produce designs for industry specific requirements in the areas of Communications, Media and Entertainment (CME), and Automobile. Expert in XML Schema Language (the specification used in coding the data model), and in XSLT, WSFL (now BPEL) and WSDL, the Web Services specifications that comprise the UAN architecture. Oracle Subject Matter Expert for UAN and fluent in the this company’s Business Component Architecture.

IT Strategy. Music CD Manufacturer, Scranton, PA. October-November 2001.

The music industry was faced with excess capacity, piracy and shrinking sales. Two competitors, located in Scranton, PA and Terra Haute, IN were considering a joint venture as a means to consolidate manufacturing and distribution, reduce the base of fixed assets (closing 6 of 8 facilities), and share closing costs.

Solution Architect for the future consolidated manufacturing organization, including business processes, application architectures and data centers, merging completely different operating philosophies (robotic v. lean manufacturing). Designed solution to include $32 million per year in fixed and variable cost savings (for 2-3 years), $70 million in one-time cost savings (primarily in IT asset write-offs and facility expansion).

Other Projects

Systems Implementation. Mobile Phone Manufacturer, Hangzhou, China. Subject Matter Expert hired to architect the means to convert the system item and bill masters for $200M in inventory, such that sales, engineering and manufacturing systems were in sync.

Systems Implementation. Network Component Manufacturer, Taipei, Taiwan. Subject Matter Expert hired to analyze the current state of an Oracle 11i project, and recommend changes so as to increase inventory turns from 5 to 7 in its first year.

IT Strategy. United States Marines, Quantico, VA. Subject Matter Expert hired to analyze the current state of a project for the Total Force Structure Division, educating the client on unorthodox means to use Oracle to plan units, manpower & equipment.

IT Strategy. Defense Contractor, Marietta, GA. Subject Matter Expert responsible for assessing the viability of this company’s manufacturing systems to support production of the its newest jet fighters, a program valued at $3.8 billion.

Internal Roles

Operations Director, Oracle Finance & Performance Management (F&PM) Capability Group. Responsible for managing the organization, operations and infrastructure to support this group of 160 F&PM practitioners. Design, fund, implement and manage development programs in the areas of business offerings, intellectual property, training, project portfolio optimization, recruitment and retention. Manage operation metrics collection and decision support.