Thomas Thein is a delivery-focused IT professional with over 15 years of experience in IT project management, application development, and SAP implementations, having managed large distributed teams and budgets across various industries. Most recently, he served as the IT Integration PMO Lead for Graphic Packaging International, where he established and led the PMO through a major corporate merger. He brings expertise in program and project management, budgeting, team leadership, and process optimization.

1. THOMAS N. THEIN
1958 Larkdale Dr ▪ Glenview, IL ▪ 60025 ▪ Cell: (847) 489-7581 ▪ tom_thein@hotmail.com
SUMMARY
Delivery-focused IT professional with over 15 years of experience working in both front-line IT consulting and corporate
positions that leverage my IT project management expertise. With a focus on application development and delivery
across large-scale, global SAP implementations, have managed large distributed teams – including offshore – to
deliver SAP, EAI, and EDI solutions across multiple industries. These hands-on implementations enabled success in
establishing and leading an IT Project Management Office (PMO) for several corporate mergers and integrations.
 Program & Project Management  Budget & Vendor Management
 Application Development & Implementation  Team Leadership & Communication
 Offshore & Distributed Delivery  Process Excellence & Optimization
PROFESSIONAL EXPERIENCE
Graphic Packaging International, Inc. • Elk Grove Village, IL 2006 – 2009
IT Integration PMO Lead – Graphic Packaging International, Inc. (“GPI”) (2008 – 2009)
Responsible for managing and tracking the project initiation, execution, closure and associated financials of the IT
Integration program as part of this $4B company’s recent merger with Altivity Packaging, LLC.
• Supported 9 IT Integration projects, reviewing project plans and schedule progress, monitoring status
reports and outstanding issues / risks, and tracking project financials.
• Tracked and recorded all IT Integration costs and savings on a monthly basis (total amount > $58 million).
Compiled costs from SAP, and worked with project leads to validate timing and recognition of savings.
Prepared reports for executive management on the financial status of each project, and recorded these
financials into the tool used for reporting to the Board of Directors.
• Prepared for and chaired the bi-weekly IT Integration Steering Team Meeting; participants included CFO,
CIO, IMSO, VP-IT Operations and IT Directors.
• Participated in the development and integration of a single PMO for GPI. Contributed tools, assets, and
best practices from Altivity’s PMO as part of establishing an optimal PMO for GPI, enabling project teams to
quickly ramp up and become productive.
• Integrated Altivity’s 2008 IT budgets into the combined 2009 IT budget for GPI. Contributed key 2008
spend details that warranted inclusion for 2009 budgeting (maintenance, remaining capital).
• Reviewed all monthly invoices from GPI’s IT outsourcing partner, allocating and documenting all costs to
the appropriate operating and/or project budget, while challenging outliers appropriately.
• Managed an office move as part of a space consolidation initiative; enabled cost savings by moving 20
occupants to two other sites and redeploying or storing 60 desks and office furniture. Represented and
mediated interests from several departments to negotiate optimal deployment approach and use of space.
PMO Lead – Altivity Packaging, LLC (2006 – 2008)
Served in this newly-created position for Altivity Packaging, a $2B company which was formed via the merger between
Field Container and the Consumer Packaging Division of Smurfit Stone Container. Responsible for establishing the
PMO to facilitate and manage the IT projects associated with Altivity’s Integration program.
• Developed and implemented the entire PMO for Altivity; includes rollout of the tools and templates,
processes, and operating model for IT projects and initiatives that enabled transparent, reliable and
standardized delivery. Process changes applied to 90 resources (40 internal IT, peak of 50 external).
• Managed the execution of 13 concurrent IT Projects and initiatives through the PMO. Led weekly status
meetings and produced a comprehensive status report for reporting overall progress of the IT Integration
effort to management. Promptly issued meeting minutes and action items to all stakeholders.
• Managed and tracked a total capital project budget of $19 million, and the IT operating budget of $24
million.
• Reviewed all monthly invoices from Altivity’s IT outsourcing partner, allocating and documenting all costs to
the appropriate operating and/or project budget, while challenging outliers appropriately.
• Developed the entire space inventory for the Elk Grove campus (5 sites, 290 desks), and coordinated
multiple desk and office moves; tracked and reported overall space utilization.

2. THOMAS N. THEIN (847-489-7581) Page 2
Accenture • Chicago, IL 1993 – 2006
(Accenture formed from Andersen Consulting in 2001)
Senior Manager (2001 – 2006)
Client: Kraft Foods North America (Northfield, IL); 2005 – 2006
• Served as the implementation planning and estimating lead as part of the mobilization phase of this global
project. Managed the activities to compile project scope and capture estimates for inclusion into the
project’s business case; from this, the project received executive approval to move forward.
• Served as the Accenture estimate lead for the subsequent phase of the project, Project RFP Response,
capturing and consolidating Accenture’s estimates and resourcing strategy included in the RFP response.
Client: PepsiCo (Chicago, IL; visits to Bangalore, India); 2005
• Served as the overall lead for application development for the initial release of the program (Release 1),
covering primarily SAP and EAI/ETL components. Led the mobilization activities to successfully integrate
Accenture’s offshore and near-shore development capabilities into the program, working with leadership
from PepsiCo and Accenture’s Delivery Center Network.
Client: Accenture (Chicago, IL; visits to Madrid and Malaga, Spain); 2002 – 2005
• Served as the SAP and EAI development lead for Accenture’s global rollout of its financials onto SAP,
implemented across all 49 countries in which the firm operated.
• Planned, managed, and delivered all of the SAP and EAI custom development work (>525 work units)
through the full project development lifecycle, utilizing offshore delivery. Development team was based in
Malaga, Spain, with a peak team size of 75 (39 SAP, 36 EAI resources).
Client: BP (Naperville, IL); 2000 – 2002
• Served as the SAP Custom Development Manager for Release 1, a major Release that harmonized the
systems and business processes of two separate organizations (BP, Amoco) onto a common SAP footprint
following their merger, impacting over 5,000 users.
• Planned, managed, and delivered all SAP ABAP work (> 150 work units) through the development lifecycle;
ensured proper resource coverage for critical testing, deployment and support phases.
Manager – Andersen Consulting (1998 – 2001)
• Served as the SAP EDI development manager for several of the client's SAP implementations. Worked
with the client's EDI Lead to prioritize the EDI development work (over 50 transactions), balance workload
across resources (onshore, offshore), track actuals against plan, ensure delivery of EDI transactions on
schedule, and ensure proper team coverage across critical phases.
• Served as the Cell Manager for Andersen Consulting’s SAP EDI Service Offering within the Chicago
Solution Center. Supported 14 different clients, implementing over 80 SAP EDI transactions. Staffed,
scheduled, and managed over 20 resources, maintaining workplans, budgets, and schedules for all client
work; managed team members’ career development.
Consultant – Andersen Consulting (1995 – 1998)
• Served as the EDI Translator Lead, leading a team of seven resources responsible for implementing the
EDI subsystem, Sterling Gentran, with SAP. Maintained workplans, project deliverables, and ensured all
EDI components were successfully converted into production.
• Hired into Andersen Consulting as an Analyst in 1993; promoted to Consultant in 1995. Served as an EDI
Conversion Analyst, focused on converting client’s suppliers onto its EDI ordering solutions; performed end-
to-end EDI and label compliance testing for over 60 suppliers.
EDUCATION
Boston College Chestnut Hill, MA
Bachelor of Science (Double Major): Finance, Operations Management
• Graduated Cum Laude from Carroll School of Management’s Honors Program
Professional Training
• Member of Project Management Institute (PMI), 2008 – 2009; pursuing PMP Certification in 12/2009
• Enterprise Project Management (MS Project Server, Project Professional)
• Completed all core training courses through Senior Manager at Accenture / Andersen Consulting