1. Director/Manager
zoeymantis@hotmail.com
Innovative leader with 26+ years of progressive technical management experience.
Builds efficient, high-performance, cross-functional teams that cut costs and increase
profitability.
Superb interpersonal, analytical, negotiation, presentation, computer and communication
skills.
I believe in continual education and that is why I took the Project Management Certification
course work.
I have a solid understanding of most sections of the ERP system and how each module
works with the other. I have a technical as well as user understanding.
I believe strongly in Lean concepts. I have read and tried to adhere to Lean practices and
look to reduce waste and solve the root problems. I have always tried to work with my
Manufacturing groups to control inventory as much as possible. I can and do use Value
Stream Mapping to assist in finding the bottlenecks and solving the root problems.
I have an understanding of APICS concepts.
I have used and written KPIs (Key Performance Measurements).
AREAS OF EXPERTISE
¨Business Transformation and IT Project
Management
¨Strategic Planning / Business Planning
¨Mapics and JD Edwards ERP system
strategy and oversight
¨Process Re-Engineering
¨Business Intelligence project strategy
design, integration and support
¨Automation of processes for cost reduction
and increased efficiencies
¨Large Project Management – MS Project
¨Software Analysis, Conversions,
Implementation, Design, Creation and
Maintenance
¨Hardware Analysis, Implementation and
Maintenance
¨Contract and Vendor Management
¨Land and Wireless phone systems
including VOIP
¨Financial reporting and budgeting
oversight and delivery

2. ACCOMPLISHMENT HIGHLIGHTS
 Reduced errors with the GL vs Perpetual systems – They were writing off
approximately 45k to 150k per month prior to my research and analysis. I was able to
discover 3 things that were causing the problem. Now, we are always below 6k off
per month.
 On time delivery of systems for a new factory that is sharing services with a current
factory. Enhancements were made to accommodate both factories.
 Reduced Delivery to the Line – Implemented a system using JDE software to identify
pick and delivery locations with the most efficient “Bus Route” associated. This saved
thousands of man hours per year and reduced the time from a work order to the parts
being delivered to the production line.
 Increased Engineering efficiencies – Implemented a SharePoint ECN process that
reduced the time to get a product through the ECN process. The ECN process was
manual prior to this implementation. I pulled IT and Engineering teams together to
create this process.
 Instrumental in bringing teams across the global company together – I have been
successful in getting plants to stop thinking as a separate entity and start
collaborating with other plants and the corporate teams to create “Best Practices” for
all. Examples – Working with Industrial Engineers with the use of ProPlanner
software which decreases the time to analyze and implement Line Balancing for our
plant. I asked them to create presentations to share with the rest of the company in
order to gain approvals and implement this product throughout other sites.
 Redesigning the use of Category Codes to increase reporting efficiencies – I
redesigned the use of Item and Location Category Codes to give the my plant and all
other Cooktop plants the ability to capture and analyze data at different levels. The
old system only had GL Class Code level information.
 Reduced data errors of the main ERP system - Made setup changes to maximize the
use of J.D. Edwards on our AS400. All modules from Financials, Sales, and Sales
Forecasting through the complete manufacturing processes were modified.
 Reduced time to implement deliverables – Implemented the Microsoft Project server
system and had my staff develop templates for project management.
 Reduced cost and delivery time of key documents to customers - Implemented
software to interface with J.D. Edwards in order to automate the emailing/faxing of
invoices, purchase orders, pick slips and packing list.
 Reduced errors and user key entry time of information coming from outside of the
defined systems - Evaluated and implemented the use of FTP processes to assist in
the automation of uploading data from sources outside of the J.D. Edwards system
into the system. Plus, taught users ‘Best Practices” in the use of the software to
reduce duplication of effort such as setting up Customer and Vendor Preferences
and Supplier and Customer Information.
 Enhanced the company’s ability to manage the sales and forecasting - Implemented
a Business Intelligence software package.
 Saved over $7,000 per month of long distance calling - Implemented a VOIP
telecommunications system between all plants. This system has also lowered our
inter-company calling downtime by 80 percent.

3.  Saved approximately $6,000 per month on communications costs and reduced
network downtime by 70 percent – Implemented a Frame-Relay system.
 Reduced downtime due to nightly process failures to zero - I redesigned our nightly
process in order to reduce downtime due to failures within the programs.
 Maintained the same budget yet increased service levels from my vendors for 7
years in a row - I negotiated all vendor contracts that relate to electronic services.
 Successfully implemented and managed six Y2K customer conversion and JD
Edwards World A7.3 and Great Plains to A9.1.
 Consolidated 4 divisions P&L reporting in order to have “One Look” - Using FASTR
reporting I was able to create a common look across divisions. I have identified
enhancements using Financial category codes that will further increase the ease of
reporting the financial information
 Designed a system to satisfy the Customers and their need for Quality Control from
product creation through the delivery process by automating steps that were manual
and very ineffective. It eliminated the manual calculations, created a rule based
system that assured that a pick slip and other shipping documentation would not be
created unless our product met or exceeded the tolerances defined.
 Used a 3rd party software system to allow a higher quality form to be produced and
sent in a more cost effective manner - Customers complained about our Invoice
forms as well as other forms. My analysis showed that we could create a more
professional form that the customer wanted and reduce cost by using a 3rd party
software that would also allow us to email it directly to the customer versus faxing.
 Assisted in reducing inventory on hand - I worked with the manufacturing group to
show them how to set up items to give them more automated control over their
materials using fields such as the Lead-Time and Reorder Points. This took several
months to calculate some of the correct values that they wanted to start with but it
eventually reduced their time to manage the inventory and reduce waste.
 Reduced the cost of purchasing items and increased the ability for Sales to be more
competitive - Taught Sales and Purchasing about Blanket Orders and why and
when they would want to use them. I also created a workflow process to allow
information to flow between Sales and Purchasing to give a collaborative view for
both groups in order to better coordinate Selling and Purchasing prices.
 Increased thru-put by working with manufacturing - I worked closely with the floor
managers to determine the issues. We were not efficient in the use of our staffing
and our work centers. There were times that we could have had two work centers
running in one shift and not even had to have a second shift at a higher price and/or
run the same line on two shifts with only one setup time when the setup time was
lengthy. Our engineers were not looking at how they could use an item for several
processes because they worked independent of each other on projects. I worked on
getting one project supervisor to oversee this and to make sure that there was always
a secondary person that could finish a project if the other was not available. I
believe that no one should be indispensable.
 Maintained the same budget yet increased service levels from my vendors for 7
years in a row - I negotiated all vendor contracts that relate to electronic services. I
understand how purchasing works and how to use the system to assist the
purchasing agents.

4. EMPLOYMENT HISTORY
Electrolux (September of 2010 – Present)
I am the IT Site Manager. I was in charge of all IT functions for a plant of 3,200 people in
Springfield, Tn. Our main ERP system was JDE A7.3 World software with approximately
32 other systems being used. We run 24 * 7 all year long. We produced 10,00 cooktop
units in per day.
 Directly managed a staff of 5 that controlled all local servers, PCs, other
communication devices, scanners, printers, copiers and software that are used in
running the plant.
 Assist in managing 5 other sites JDE software processes.
 Designed/Re-Engineered software to use JDE more fully.
 Work with Corporate and Plant Management to improve the processes of our site
and to improve the collaboration between our site, corporate and other sites.
 Help establish a new plant site that will share the use of Springfield’s software.
Assist in selecting a consulting company and internal IT hires for the new
Memphis site while maintaining the Springfield site.
 Identify hardware and software improvement projects. Gain approval for the
improvements and implement the improvements.
 Implement a Plan for Every Part to improve the control of inventory.
 Train my staff on becoming a combination of IT specialist, project manager and a
business analyst in order to produce better results for our customers.
 Work with IT and the user community to create Work Instructions for all
departments.
 Reduce cost by reducing faxing and snail mail use.
 Added redundant processes to keep the plant running 24 * 7.
 Cross training of IT staff.
 Worked with IT and the user community on using our software and hardware
more fully.
Harsco Minerals (February 16th of 2009 - July 12th of 2010)
I was the Application Manager and took on the responsibility of the A9.1 Project Manager
halfway through the project. The project’s goal was to consolidate 4 divisions of Harsco
using one software platform. We converted JD Edwards A7.3, and Great Plains software
to JD Edwards A9.1 World software. The project was completed in late February of 2010
then we had to work on modification requests since then. As of July 12th the project was
officially closed and a reorganization of the company took place.
 Managed the implementation of a forms development software system that
integrates with our systems.
 Managed the implementation of security using the JD Edwards Business Unit
Security and SoxLock software. The goal was to make it more secure and easier
to modify in order to stay compliant.
 I was instrumental in adding enhancements to the system such as implementing
new category codes for Sales and Purchasing Items that gives a much better
reporting mechanism plus it is much more user friendly.
 I was the lead and designer for creating a custom Sales Forecasting system to
track Budget vs Actual information on a weekly basis. They had no up to date
reporting. All of their information was given to them at the end of the month from

5. the Financial department prior to this enhancement. Now, they can see on a
weekly and even daily if desired, Sales information by Sales Rep., Plant,
Customer, Product Line and Sub Product Line. I developed their category codes
with user assistance.
 I worked with many users and departments to help train them on the “Best
Practices” and made sure online documentation was available to all users and that
the documentation was kept up to date.
 I consolidated the P&L reports for all of the divisions to give a common layout by
Division, Business Unit, Activity for a Month to Date & Year to Date plus a Rolling
12 month view. I started the process of defining new financial category codes that
should enhance financial reporting.
 I created scheduled jobs using the JD Edwards Scheduler system in order to make
more efficient use of time slots for standard jobs.
 The departments and divisions were very isolated and did not work together well. I
worked with the departments and divisions to help them understand how each
group effects the other. During the project we had Super Users that from the
different departments and divisions that worked together to create a better
understanding of the work-flow through the system.
 Part of my goal for the consolidation project was to reduce waste and increase
efficiencies. We were able to use people more effectively and we were able to
create information that showed tracked things like inventory from purchasing to
shipping to see where we could control inventory better and produce a better
quality product faster.
 I worked with Purchasing and IBM Consulting to analyze and report our purchasing
practices. They were not purchasing as one group thus paying more for a product
plus they were not negotiating best prices. They just always used the same
vendors every time.
 I was instrumental in streamlining their Vertex Tax Software setups to lessen the
time required to maintain customer setups.

6. COLUMBUS INDUSTRIES (March of 2001 – June 23rd
of 2008)
Note: During my downtime, I took my PMI (Project Management) Certification course work
and remodeled my house in Worthington, Ohio in order to sell it and relocate.
Director of a team of 5 I.T. members in an $89 million manufacturing firm. The firm has 3
sites within the United States and 3 in foreign countries. I was responsible for all
hardware, software, communications, telephony, copiers, development, project
management, purchases, training, staffing, and outsourcing. I develop I. T. strategies,
budgets and assist with Sales Budget development. I have been instrumental in bringing
them from a "Mom and Pop" run mid-sized company to an upper midsize professionally
run organization.
 During the eight years of being the Director of I.T. I developed and implemented
a plan to redevelop the J.D. Edwards software in order to take advantage of the
original J.D. Edwards software. The company never had a maintenance plan
with J.D. Edwards and they customized most of the system thus loosing many
key functions. I taught the users the steps that users should own such as setting
up processing options and user defined areas. I also, setup the security at
different levels and redefined some of the fields in the data dictionary and
vocabulary overrides. My staff worked on modifying many J.D. Edwards RPG
programs in order to correct errors that would have been corrected by SARS but
with the lack of a maintenance agreement, it was necessary to make the
modifications in house. The company made the decision to make the
modifications and hold off signing an agreement with the knowledge that they
would convert to a new version by 2010.
 Developed the business case and managed the implementation of software
automation practices in order to speed up delivery of invoices, purchase orders,
B.O.M. and other pertinent system documents and reduce the cost of the
delivery.
 Managed the implementation of a forms development software system that
integrates with our systems.
 Designed, developed and implemented a “Sales Budgeting/Forecasting System”
to reduce the user key entry time, increase the user’s access to key analytical
data and supply the sales team with “Add-on” tools to help sell to their
customers.
 Managed an Item Data cleanup project on time and on budget. This project
included 12 key persons within the company, including the President and the
C.O.O. along with branch managers, managers of purchasing and outside
vendors.
 Managed the redesign and development of the “Nightly Processes” to reduce the
runtime by 50 percent and reduce downtime by 70 percent.
 Managed the redevelopment of the interface of the manufacturing modules of
J.D. Edwards and custom software with the financial systems to ensure data
integrity.
 Developed the business case and managed the implementation of the VOIP
communications system across the company’s global sites.
 Oversaw the implementation of data management and security protocols and
information delivery methodology.

7.  Oversaw implementation of business intelligence and ETL tools for the global
systems.
 Managed the Wireless communications programs for all qualified users.
 Managed the purchasing of all hardware and software to meet the needs of the
company.
 Managed the I.T. budget, staff and all external vendors/consultants.
MAPSYS INC. (September of 1986 – March of 2001)
Managed consulting staff members, Quality Control programs, designed and managed
through the life cycle, many different applications ranging from Financial, Distribution,
Manufacturing and Legal systems. I have worked with packages such as J.D.E. and
Mapics and created custom business solutions and I have acted as the customer’s MIS
Manager/Director. At times, I would oversee multiple accounts during the same
timeframe.
 Consulting Engagements:
 Lead Consultant/Project Manager for a manufacturing company where I
managed 10 people and designed systems for a leading manufacturer and
distributor of hardware and software. The designs included Tech. Support,
Financials, Returns, Authorizations, Advanced Replacements and E-Business
(Business to Business) solutions with a major vendor. Time of engagement – 2
years.
 Lead Consultant for an E-Fulfillment company where I managed 10 people and
designed systems for an E-Fulfillment business in their first successful year of
business. I coordinated efforts with multiple consulting firms and internal staff to
create an integrated system using multiple platforms and software packages
including DMMS, Oracle and custom software. Time of engagement 1 year.
 Lead Consultant for a Fulfillment company where I managed 4 people in the
design and implementation of J.D.E. solutions with their legacy systems for a
major Midwest Fulfillment business. Time of engagement – 6 months.
 Project Manager of Accounts Receivables Systems for a Technical Consulting
Firm where I managed 7 people through the life cycle of the project. I was
responsible for designing, managing, staffing of internal and external personnel
and implementing quality control standards. Time of engagement – 4 years.
 Project Manager of Financial Systems for a large manufacturing and distribution
company. I managed up to 15 people that were a mix of my consulting firm,
other consulting firm members, customer staff and vendors. This was during the
development and implementation phases of several purchased packages and
custom development for several divisions of the customer. Time of engagement
– 7 years.
 Managed multiple small companies I.T. centers. Up to 5 customers at a time. I
was in charge of development, training, security, storage and documentation for
all customers. Time of engagement – 3 years.

8. TECHNICAL HIGHLIGHTS:
Management:
Director of I. T.
Application Manager
Project Manager
Manager of consulting firm
Designer:
Custom designed multiple systems for many customers
Languages:
RPG (Free Form, ILE, 400, III, II), COBOL, Assembler, AS400 Query, SQL, CLP, DDS,
OCL
Tools:
DFU, DBU, J.D.E. Case Tool, PDM
Hardware:
IBM I5 Series,AS/400, S/38, S/36, S/34, PC, Mainframe 3090
Software:
J. D. E., Mapics, Custom, PeopleSoft, M.S. Project, HelpBox, Lotus Notes/Sharepoint,
MicroStrategy
Business Intelligence, SEQUEL, Crystal Reports, Novell, OS400, MicroSoft, Avantis,
Kronos,
Telephony:
Toshiba VOIP
Toshiba Analog
EDUCATION AND SELECTED TRAINING
Associates - Computer Science Computer Science, 1983
(Graduated with Distinction and a 3.8 GPA)
Para Professional Institute, Columbus, OH
Bachelors of Science plus in Education, 1981
(Dean’s List)
Major was Health and certified in Science and P.E.
The Ohio State University
PROFESSIONAL AFFILIATIONS:
Quest Users Group - J.D. Edwards
MicroStrategy Users Group - Business Intelligence
Ohio and National Chapter of PMI Project Management