Donald Holzheimer has over 25 years of experience in information technology, with a focus on SAP project management, global program management, and risk management over the past 20+ years. He is currently an Associate Partner at IBM Global Business Services, where he helps new projects get off to a strong start by ensuring project management teams have mentorship and resources. Previously he held global program director and client director roles at SAP and Cognos, leading large global implementations and programs for customers in various industries.

1. Donald Holzheimer Associate Partner
M (440) 708-4159
Donald.Holzheimer@Yahoo.com
Objective
The ideal opportunity for me would be to work for a true Global consulting organization as
leader responsible for working with customers to assess where they are with their ERP
solution, helping them develop a true Global strategy and approach, positioning Program
and Project management on the account, and staying engaged as a thought leader and
mentor for the consulting team on the ground.
Profile
25+ years of Information Technology experience, of which, the last 20+ years have been
focused around SAP Project Management, Global Program Management and Risk
Management.
I began my career as a Programmer and worked my way up to IT Manager before getting
involved with SAP as a customer. As an SAP Customer, I was able to gain invaluable
insight and understanding of team dynamics between customer, systems integrator, and
SAP before joining SAP's Professional Services Organization as a Project Manager in
October of 1996.
I managed three projects from start to finish while helping SAP develop their
AcceleratedSAP implementation methodology as Project Manager. I then moved into the
Global Support area where I worked with several customers through de-escalations and
getting troubled projects back on track as a Global Support Manager. I also helped SAP
develop their Global ASAP implementation methodology.
I then moved into the role of Global Program Director for SAP where I began setting up and
running Global Programs for SAP customers. I have worked all over the U.S., Germany, the
U.K., France, Singapore, Malaysia, Australia, and even lived in New Zealand for 18 months
managing New Zealand's largest company through their Global Implementation of SAP.
My main area of expertise is leading large (200+ member) global teams while helping
customers define Global Convergence and Deployment Strategies, Program Governance,
Global Competency Centers, Global Release Calendars, Program and Technical Integration
Committees, and Alignment of System Integrators and future outsourcing partners to the
Strategy while ensuring SAP maintains certain key positions and ownership of the solution.
I am currently working for IBM Global Business Services as an Associate Partner and am
part of an elite team of seasoned leaders that kick-off every new project in North America.
Our goal is to get projects off to a strong consistent start while ensuring the Project
Management team has what they need to be successful which includes us as mentors to the
Project Managers. We have developed a common set of Project Prep and BluePrint phase
project plans, dashboards, and deliverables that we are able to quickly tailor to fit the project
specific needs shortening up the length of the Project Prep phase and freeing up the Project
Manager to focus on building the team and establishing relationship with the leadership
team.
June 28, 2010

2. Experience Summary
09/07 – Present IBM, Cleveland, Ohio
Associate Partner Global Business Services
02/06 – 09/07 Cognos, Cleveland, Ohio
Sr. Client Director
1996 – 2006 SAP, Cleveland, Ohio
Global Program Director
1992 – 1996 USAir, Arlington, Virginia
Manager of HR Information Systems
1991 – 1992 Lubrizol, Cleveland, Ohio
Senior Programmer Analyst (Internship)
1989 – 1991 BFGoodrich, Cleveland, Ohio
Aerospace, Senior Programmer Analyst (Internship)
Speciality Chemicals, Programmer Analyst
1988 – 1989 Ohio Department of Transportation, Cleveland, Ohio
Programmer Analyst (Internship)
Experience as an IBM Associate Partner – Sept 2007 to Present
Role: JumpStart Leader Duration: 18 months
As a JumpStart Leader, I am part of an elite team of seasoned leaders that kick-off every
new project in North America. Our goal is to get projects off to a strong consistent start
while ensuring the Project Management team has what they need to be successful which
includes us as mentors to the Project Managers. We have developed a common set of
Project Prep and BluePrint phase project plans, dashboards, and deliverables that we are
able to quickly tailor to fit the project specific needs shortening up the length of the Project
Prep phase and freeing up the Project Manager to focus on building the team and
establishing relationship with the leadership team.
Role: SAP Risk Manager Duration: 24 months
As an SAP Risk Manager, Cross Sector, Provides value to GBS by effectively identifying the
risks in proposed and ongoing projects, provides informed advice to project teams and line
management on required and recommended mitigating actions, and escalates high risk
items to management's attention as a contribution to an optimized outcome for the client and
for IBM.
Industry: Consumer Products Customer: Mead-Johnson Nutrition, Evansville, IN
Project Description/Scope: MJN is one of the leaders in the pediatric nutrition industry.
MJN manufactures and sells product in 37 different countries. Prior to 2009, they were
owned by Brystol-Myer Squibb. In 2009, BMS made the decision to divest MJN and stand
them up as a separate and independent company. As part of the divestiture, they needed a
partner who could perform the following:
1 - Design, build, & deploy a new global system for all 37 countries in which they operate
2 - Manage portions of the procurement and finance business processes
3 - Provide application support in the production environment
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3. 4 - Provide IT operation support for data centers, networks, and service desk
5 - Rationalize and transition all of their legacy systems into the new systems landscape
The overall program was 26 months in duration. The SAP service area consisted of a
project team that peaked at 120 resources on-site and another 100 off-shore. It included the
full suite of SAP components including ECC 6.0, SRM, Vistex, SCM, and BI/BObj. This was
a highly complex global project that is a "one of a kind" for IBM.
Role: SAP Program Delivery Manager Duration: 14 months
Responsibilities/Deliverables: Responsible for the development, staffing, and delivery of
the global resource plan/budget ($40M in services fixed price agreement), global program
plan, and the successful go-live of our global solution into North America. Consult the
customer on how to reorganize to ensure a smooth transition from project to production by
helping the customer establish the proper governance and release management model that
will ensure the integrity of their production environment.
Achievements: As the program delivery representative on the sales team, I solutioned and
managed the successful delivery of the global solution as sold, on time, as planned, within
budget, as specified, developed and staffed the global delivery team according to the global
resource plan, aligned vendors and sub contractors into a single Global Development
environment while enforcing strict release management disciplines required to maintain the
integrity of the global solution. I have managed the team through the global and local
requirements, build, and test phases for North America, Latin America, and Europe. I
managed the global team through the final prep phase for the North American Go-Live on
10/4/10.
Industry: Consumer Products Customer: Alberto, Chicago, IL
Project Description/Scope: The Alberto-Culver Company is a manufacturer and marketer
of beauty, personal care and household products in more than 120 countries around the
globe. It is the fourth largest manufacturer of hair care products in the United States and the
second largest in the UK of hair care products for women of color in the world.
This is a global project included reengineering business processes and an new SAP
Solution that will be implemented across all regions over 3-5 years. The first location or pilot
site planned to implement the solution was the UK (Swansea and Basingstoke). This project
was being lead through the project preparation phase by another implementation partner
when Alberto lost confidence in them and ultimately awarded the work to the Big 6
consulting firm that I work for. The first step in this global project was to quickly develop a
transition plan to take ownership of the project while maintaining the original timeline and go
live dates. This pilot implementation was delivered on time, as specified, within budget with
a go-live of February 2, 2009. North America was delivered in November 1, 2009. Currently,
Latin America and Asia/Pacific are being delivered. This is the first project of this magnitude
at Alberto Culver.
Role: Program Delivery Manager Duration: 14 months
Responsibilities/Deliverables: Responsibilities included: developing the transition plan to
take ownership of this project from the previous implementation partner, developing,
staffing, and delivering against the global resource plan/budget ($26M in services),
developing the global program plan, and the successful go-live of the global solution into the
United Kingdom, consulting the customer on how to reorganize to ensure a smooth
transition from project to production by helping the customer establish the proper
governance and release management disciplines that would ensure the integrity of their
production environment.
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4. Achievements: As the program delivery representative on the sales team, I developed the
transition plan to take ownership of the global program, solutioned and managed the
successful delivery of the global solution into the United Kingdom as sold, on time, as
planned, within budget, as specified, developed and staffed the global delivery team
according to the global resource plan, aligned vendors and sub contractors into a single
global development environment while enforcing the release management disciplines
required to maintain the integrity of their global solution.
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5. Experience as a Cognos Employee/Sr. Director – Feb 2006 to Aug
2007
Cognos, Inc.
Role: Sr. Client Director/Business Development Lead for SAP BW
As Sr. Client Director, I acted as my customer’s closest Cognos advisor. I functioned
primarily in a sales capacity, and played a lead role in architecture design and/or delivery
management for strategic Cognos clients such as Miller Brewing, HCSC Blue Cross Blue
Shield, Hershey Foods, and Raytheon. I played a critical role during the initial
implementation phases of Corporate Performance Management (CPM), Enterprise BI
(Business Intelligence), and BICC (Business Intelligence Competency Center) initiatives
ensuring a smooth process transition between the sales and the delivery phases. As
appropriate, I performed milestone based quality assurance sessions with the client and the
delivery teams. I provided continuity and continued commitment while creating the basis for
Customer success and future references.
I was able to draw upon my industry knowledge and business background, combined with
my ability to assess/understand customer business issues/strategic initiatives/pain points, to
provide the context, content and depth to drive long term CPM and Enterprise BI initiatives
throughout their global enterprise in order to achieve Cognos’ long term revenue and
customer satisfaction goals.
In this capacity, I worked collaboratively with clients, sales, account teams, support, and
development to play a major role supporting the Strategic Account Executive (SAE) with
demand creation for customer specific CPM/BI and BICC solutions.
In addition to my customer responsibilities as Sr. Client Director, I helped Cognos develop
our strategy and methodology for establishing BI Competency Centers for our customers. I
positioned and sold BICCs in several of our larger accounts and mentored other Client
Directors in the delivery of those BICCs.
I was also the Business Development Lead from a services perspective for the SAP BW
practice where I lead all aspects of the beta release of C8.2 which was specifically designed
to integrate with SAP BW. In addition, I have developed and am executed our business
plan for growing this practice within Cognos.
Experience as an SAP Employee/Consultant – October 1996 to
Jan 2006
Industry: Consumer Products Customer: Nestle, Glendale, CA
Engagement Objectives: Act as the SAP on site representative in guiding and advising
Nestle management with regard to SAP products, their application and integration and
deployment, participate in meetings, discussions and decisions regarding SAP solutions,
integration and deployment, give proactive and on demand advice and recommendations
regarding the global implementation, act as the focal point in establishing communication
between Nestle, SAP, and IBM on all levels, assume responsibility for the SAP delivery in
total including resources on the project while playing an active role in the resourcing
process, act as an SAP escalation point on product, integration and roll out issues, Aid in
the definition of business deliverables and critical target dates as reflected in the business
plan, assist in the definition of Business scope and objectives
Role: Global Program Advisor Duration: 3 months
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6. Achievements: Fully met all objectives as outlined above and held in very high regards
before deciding to leave SAP to join Cognos
Industry: Automotive Customer: GM, Detroit, MI
Project Description/Scope: Establishment of a Global Strategy to align current code set
initiatives into a single Global Development environment while developing a convergence
strategy for their other 47 SAP production instances around the World, as well as,
development of a transition plan for the future outsourcing vendor
Role: Global Program Director Duration: 8 months
Responsibilities/Deliverables: Develop the Global Strategy, establish Program
Governance, establish the Global Competency Center, develop and manage the Global
Release Calendar, establish and manage Program and Technical Integration Committees,
align current System Integrators and future Outsourcing Partners to the Strategy while
ensuring SAP maintains key positions to ensure success
Achievements: Developed a Global Strategy to align current code set initiatives into a
single Global Development environment while establishing a competency center to enforce
release management disciplines required to maintain the integrity of their Global Solution
Global Program Reviews Customers: Ministry of Defense, Singapore,
DKSH, Malaysia,
Timken, Canton, Ohio
Project Description/Scope: Reviewed each customers Global Development environment,
Global Production instance plans, Transport strategy, Convergence strategy, Deployment
plans, Project plans, Governance model, Release cadence, Communication plan, Change
Management and Training plans, and made recommendations on areas for improvement
Role: Global Program Director Duration: 2 to 4 weeks each
Responsibilities/Deliverables: Developed a detailed findings report and high level
Executive presentation on areas of concern and recommendations for improvement. I also
provided examples of Global Strategies, Program Governance, Global Competency
Centers, and Release Management strategies with sample Global Release Calendars from
other successful Global Programs
Achievements: Presented my Executive presentation to their Steering committees and
followed up with the detailed finding report and sample deliverables
Industry: Consumer Products Customer: Fonterra, New Zealand
Project Description/Scope: Establishment of a Global Strategy to align Business Process
Owners into a single Global Development environment while developing a global
deployment plan for SAP SCM/APO and core R/3
Role: Global Program Director Duration: 18 months
Responsibilities/Deliverables: Develop the global strategy, manage $30M services
budget, establish program governance, establish the global competency center, develop
and manage the global release calendar, establish and manage program and technical
integration committees, align current system integrators and outsourcing partners to the
strategy while ensuring SAP maintains key positions to ensure the success of the overall
program. Also, act as the primary conduit to the internal SAP network (e.g. development,
product management, account management, training, services, etc.)
Achievements: Developed a global strategy to align business process owners, delivered
the global solution on time, as planned, within budget, as specified, aligned system
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7. integrators, and outsourcing partners into a single global development environment while
establishing a competency center to enforce release management disciplines required to
maintain the integrity of their global solution
Industry: Automotive Customer: Caterpillar, Peroria, IL
Project Description/Scope: Management of CRM 4.0 Service SDP and CDP and
establishment of a Global Deployment Strategy for all Dealers
Role: Global Program Director Duration: 18 months
Responsibilities/Deliverables: Manage the overall delivery and acceptance of the two
major development efforts between SAP and Caterpillar while working with Caterpillar’s
Program Director and Accenture’s Partners to ensure the success of the overall program,
act as the primary conduit to the internal SAP network (e.g. Development, Product
Management, Account Management, Training, Services, etc.), and provide strategic
direction to Caterpillar’s senior management team regarding release and rollout strategies.
Achievements: Worked with Caterpillar and Accenture to develop their Global Strategy,
managed the successful delivery of the two major development efforts between SAP and
Caterpillar, and helped them establish a competency center to enforce release management
disciplines required to maintain the integrity of their Global Solution
Industry: Consumer Products Customer: Kraft, Chicago, IL
Project Description/Scope: Kick-off and manage the HR, Payroll, and Time & Attendance
Program while establishing Program disciplines, Governance, a Competency Center, and
Release Cadence for deployment to all North American plants
Role: Global Program Director Duration: 12 months
Responsibilities/Deliverables: Kicked-off and manage the Global design phase while
establishing the Deployment plan and supporting Release Calendar, Program Governance,
establishment of the Competency Center and transition plan to staff it, and ensure Kraft has
the skills necessary to move forward with their Deployment while minimizing their
dependency on consultants
Achievements: Successfully kicked-off and managed the Global design phase, established
the Deployment plan and supporting Release Calendar, Program Governance, the
Competency Center, and transitioned Kraft personnel into the Competency Center and
Deployment teams
Industry: Automotive Customer: Deere, Moline, IL
Project Description/Scope: Establishment of a Global Strategy for a single Global
Development environment while developing a convergence strategy for each of their four
Division’s multiple Global Production landscapes to converge into, as well as, establishment
of a Global Competency Center to be staffed by Deere personnel with minimum consultants
Role: Global Program Director Duration: 14 months
Responsibilities/Deliverables: Develop the Global Strategy, establish Program
Governance, establish the Global Competency Center, develop and manage the Global
Release Calendar, establish and Manage Program and Technical Integration Committees,
align current System Integrators to the Strategy while ensuring SAP maintains key positions
Achievements: Developed a Global Strategy to Converge Divisional landscapes into a
single Global Development environment while establishing a Global Competency Center
staffed primarily with Deere personnel to enforce the Release Management disciplines
required to maintain the integrity of their Global Solution
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8. Industry: Software Customer: SAP-AG, Walldorf, Germany
Project Description/Scope: Management and oversight of the Global Rollout of ValueSAP
Edition 1
Role: Global Rollout Manager Duration: 6 months
Responsibilities/Deliverables: Develop a detailed Global Rollout Strategy/Approach for
SAP-AG to effectively position and roll out ValueSAP as it relates to SAP’s go to market
strategy for mySAP.com and Manage/Oversee all aspects of the Global Rollout which
includes Marketing, Communication, Development of Rollout materials, Knowledge
Transfer, Training, and Change Management
Achievements: Developed the detailed Global Rollout Strategy/Approach and successfully
managed all aspects of the Global Rollout which included Marketing material,
Communications, Development of Rollout materials, Knowledge Transfer, Training, and
Change Management
Industry: Consumer Products Customer: Georgia-Pacific, Atlanta, GA
Project Description/Scope: 4.5b Post Implementation De-Escalation, assemble and
manage a specialized task force team to resolve a significant number of post
implementation issues
Role: Global Support Manager Duration: 2 months
Responsibilities/Deliverables: Successfully assemble and manage a specialized task
force team to resolve a significant number of post implementation issues, track progress,
report status and resolution to the CIO
Achievements: Successfully assembled and managed a specialized task force team of
Platinum SAP consultants to resolve all registered post implementation issues, completed
this assignment on time and on budget and is held in very high regards by Georgia-Pacific’s
Sr. Management team
Industry: Construction Customer: Bechtel, San Francisco, CA
Project Description/Scope: 4.0b Implementation Re-Focus, assemble and manage a
specialized task force team to resolve a significant number implementation issues that were
jeopardizing Bechtel’s Go-Live
Role: Global Support Manager Duration: 4 weeks
Responsibilities/Deliverables: Conduct an ASAP Project Review, assemble and manage
a specialized task force team to resolve a significant number of implementation issues, track
progress, report status and resolution to the CIO while developing a plan that would allow
them to Go-Live on time and budget
Achievements: Conducted an ASAP Project Review during the Realization Phase,
assembled and managed a specialized task force team to resolve their implementation
issues, assisted Bechtel’s management team in assessing their implementation and putting
together a project plan that would allow them to complete their implementation on time and
on budget
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9. Industry: Retail Customer: OfficeMax, Shaker Heights, OH
Project Description/Scope: Manage, from start to finish, three Project teams through the
Implementation of HR/Payroll, Finance, and IS-Retail in a 4.0b environment using the
AcceleratedSAP methodology
Role: Project Manager Duration: 14 months
Responsibilities/Deliverables: Assemble the teams using the best resources from SAP
and OfficeMax (IT and Business), develop the Program Strategy, establish Program
Governance, establish the Competency Center, develop and manage the Release
Calendar, establish and manage Steering, Program, and Technical Integration Committees,
while ensuring the success of the overall program. Also, act as the primary conduit to the
internal SAP network (e.g. Development, Product Management, Account Management,
Training, Services, etc.)
Achievements: Successfully built and managed all three teams of SAP consultants through
three simultaneous implementations of SAP within a single Production landscape. The first
was the Human Resources module with an ADP interface, the second was a very robust
implementation of FI functionality which included AP, AR, PA, PCA, Consolidations,
Planning, and Assets Management, the third was the IS Retail Solution. I then transitioned
the Program to a SAP Global Support Manager for the final Go-Live of Retail.
Industry: Higher Education Customer: Central Michigan University
Project Description/Scope: Manage, from start to finish, two Project teams through the
Implementation of HR/Payroll and core ERP in a 3.0c environment while co-developing the
AcceleratedSAP methodology
Role: Project Manager Duration: 10 months
Responsibilities/Deliverables: Assemble the team using the best resources from SAP and
Central Michigan University (IT and Business), develop the Program Strategy, establish
Program Governance, establish the Competency Center, develop and manage the Release
Calendar, establish and manage Steering, Program, and Technical Integration Committees,
while ensuring the success of the overall program. Also, act as the primary conduit to the
internal SAP network (e.g. Development, Product Management, Account Management,
Training, Services, etc…)
Achievements: Successfully managed the team of SAP consultants through the entire
implementation process for FI, CO, FM, MM, HR-PA, HR-PD, Benefits, Travel, and Gross to
Net Payroll while co-developing the AcceleratedSAP methodology, demonstrated original
thinking, as well as, the ability to bring closure to CMU’s most significant gap issues by
fostering relationships with the German developers from the Public Sector. This project
went live as scheduled and within budget
Industry: Consumer Products Customer: Steelcase, Grand Rapids, MI
Project Description/Scope: Support an existing 3.0f HR/Payroll implementation effort, as
well as, current production environment for FI, CO, SD, MM, and PP, provide Steelcase with
timely solutions and resources
Role: Project Manager Duration: 6 months
Responsibilities/Deliverables: Provide required support and escalation of OSS messages,
as well as, identify qualified resources to support their Implementation effort
Achievements: Supported the existing HR/Payroll implementation effort through Go-Live,
as well as, their current production environment for FI, CO, SD, MM, and PP, displayed
excellent customer service skills by providing Steelcase with timely solutions and resources
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10. Industry: Transportation Customer: USAir, Arlington, VA
Project Description/Scope: HR resource management reengineering initiative, and
configuration and testing of HR-PA, HR-PD, and Workflow
Role: Project Lead Duration: 2 years
Responsibilities/Deliverables: Represent HR in a resource management reengineering
initiative, determine whether or not to integrate HR/Payroll with Finance and Procurement or
implement a best-of-breed solution, develop detailed scenarios for vendor demonstrations,
lead a review team through the evaluation process, present the results of the vendor demos
to the steering committee with the team’s recommendation, work with the reengineering
team to realign business functions as determined by the corporate mission statement,
configure and test HR-PA, HR-PD, and Workflow
Achievements: Represented HR in a resource management reengineering initiative, which
involved implementing client-server technology and considering the value of integrating
HR/Payroll with Finance and Procurement versus a best-of-breed solution, developed
detailed scenarios for vendor demonstrations, lead a review team through the evaluation
process, presented the results of the vendor demos to the steering committee, worked with
a reengineering team to realign business functions as determined by the corporate mission
statement, configured and tested HR-PA, HR-PD, and Workflow
Experience prior to joining SAP
1992 – 1996 USAir Inc., Arlington, Virginia
Manager of HR Information Systems
1991 – 1992 Lubrizol, Cleveland, Ohio
Senior Programmer Analyst (Intern)
1989 – 1991 BFGoodrich, Cleveland, Ohio
Aerospace, Senior Programmer Analyst (Intern)
Speciality Chemicals, Programmer Analyst
1988 – 1989 Ohio Department of Transportation, Cleveland, Ohio
Programmer Analyst (Intern)
Education: BS in Computer and Information Science, Minor in
Marketing,
Cleveland State University
Citizenship: United States of America (with US Passport)
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