Dale Halterman is a seasoned IT manager specializing in ERP and BI implementations within the biotech sector, with over 30 years of experience in managing large-scale systems and project teams. His professional background includes consulting for Fortune 500 companies and overseeing significant projects in organizations such as Gilead Sciences and Electronic Arts. Halterman holds an MBA and PMP certification, demonstrating a blend of technical expertise and business acumen.

1. Dale Halterman, MBA, PMP
Consulting IT manager, specializing in ERP & BI implementations within the bio-tech industry
(510) 703-5849 ● dale.halterman@gmail.com ● @dalehalterman
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Curriculum Vitae Synopsis:
 Senior business systems IT manager with a deep technical background in ERP (SAP and Oracle) and compliance
applications in the pharmacology and bio-technology industries;
 Scholarship includes MBA degree with emphasis in international business and certification in project
management (PMP);
 Direct responsibility for development, implementation and support of large-scale, complex, multi-national and
highly visible systems;
 Extensive PMO experience in Fortune 500 companies;
 Managed project and support teams of 100+ individuals with annual budgets exceeding US$7,000,000;
 Expert in managing virtual project teams with off-shore resources;
 C-level presentation experience with Global 2000 companies;
Professional Experience:
Founder and Managing Consultant, August, 1991 - present
Wumly Consulting Services, Inc., Dublin, California
Total and ultimate responsibility for all aspects of a private consulting firm specializing in the management of the
information resource and business intelligence function within large organizations focused in the life sciences area.
Recommended on the LinkedIn professional networking site (http://www.linkedin.com/in/DaleHalterman).
Summary of Significant Client Engagements
Role: Business Intelligence Program Manager, 2012 - 2014
Client: Gilead Sciences, Inc. (Biotechnology, revenue US$8,000M)
Responsibilities included:
 Program management of a BI deployment, ETL
development, data warehouse and mobile device
frontend to support new Truvada drug marketing
effort and CFR Title 21 FDA compliance;
 Managed all aspects of an upgrade of the DRM
application from PSU101 to PSU109;
 Designed and implemented a master data
management (MDM) process.
Engagement highlights included:
 Served as primary point of contact for business user
base for implementation of an internal BI product;
 On-time delivery of initial implementation and two
subsequent updates to a data warehouse;
 Coordinated testing and roll-out of Claraview
(MicroStrategy) presentation layer;
 Managed all aspects of an upgrade of the DRM
application from PSU101 to PSU109.
Role: Security & Risk Management Program Manager, 2012
Client: Electronic Arts Corporation. (Online gaming, revenue US$4,000M)
Responsibilities included:
 Procurement, deployment and logistics of
information security monitoring devices across a
dynamic, worldwide topology;
 Management of a vulnerability management project,
which included website penetration testing, reporting
and remediation teams;
 Managed internal and external resources.
Engagement highlights included:
 Design and deployment of a first-generation SIEM to
consolidate, rank and report on security issues from 14
disparate security systems and services;
 Development of a CVSS model for risk assignment
including environmental metric areas of intellectual
property (IP), personally identifiable information (PII),
debit/credit/gift card information (PCI DSS) and
customer experience.

2. Dale Halterman
SAP Service Delivery Consultant with International Experience
Role: SAP/Agile PLM Program Manager, 2011-2012
Client: Pacific Biosciences Inc. (Bio-medical manufacturer, revenue US$12M)
Responsibilities included:
 Program management of a greenfield implementa-tion
of Oracle Agile PLM and SAP ERP from
Realization through Go-Live and Post-implementation
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Support Phases;
 Acted as the technical and escalation point of contact
for three outsourced implementation partners;
 Responsible for change management and
organizational development;
 Coordinated with internal auditors to ensure
separation-of-duties (SOD) and compliance with
Sarbanes-Oxley (SOX) regulations;
 Responsible for reporting weekly program status to
CFO, Operations Committee and external partners;
 Maintenance of program status, documents and
artifacts on corporate SharePoint site.
Engagement highlights included:
 Assumed control of a program which was
approximately 6 weeks behind schedule and delivered
on time, on budget and within scope;
 Developed a revised calendar of project activities;
 Design and conduct of user training in each project;
 Provisioning of SAP security roles and coordination
and tracking of Super User and end user training;
 Designed program phase tracker with links to phase
deliverables;
 Maintained the project audit notebook;
 Dispatched work to internal and external workers;
 Designed and coordinated user acceptance test (UAT)
in each project;
 Acted as de facto PMO for multiple projects.
Role: SAP Update Cutover Manager, 2011
Client: McKesson Corporation. (medical and pharmaceutical distributor, revenue US$112,000M)
Responsibilities included:
 IT governance activities surrounding the deployment
of SAP NetWeaver BW 7.0 EhP1, SAP ECC 6.0
EhP4 technical updates and semi-annual software
release (FY12R1);
 Coordination with Process Management, Change
Management and SCRUM masters to maintain
parallel production and development environments;
 Published upgrade status and articles in SharePoint;
 Designed, developed and implemented a transport
management plan;
Engagement highlights included:
 Developed and managed a 2500+ task implementation
plan for two large SAP upgrades and new
development release with no interruption to company
operations and within approved maintenance window;
 Cutover plan included minute-by-minute ramp-down,
ramp-up, rollback sections;
 Planned, scheduled and conducted mock upgrade
exercises
 Coordinated technical, non-technical enterprise-wide
teams and PMO to install and validate updates.
Role: SAP Service Delivery Manager, 2010 - 2011
Client: Recreational Equipment Inc. (outdoor equipment retail cooperative, revenue US$1,500M)
Responsibilities included:
 Management of the dispatch, follow-up and
resolution activities of ITIL-defined incidents,
problems and service requests to on- and off-shore
functional analysts and technical staffs;
 Coordination of root cause analyzes as well as
implementation of corrective programs or processes;
 Coordinated internal SAP support site in SharePoint;
 Facilitation of daily incident stand-up turnover
session.
Engagement highlights included:
 Assembled and managed cross-functional action teams
to correct application or process critical failures,
especially those which were customer-facing or
representing high cost;
 Reduced count and average age of open ITIL-defined
incidents by 66.2% and 42.7%, respectively over three
months in a new SAP installation;
 Coordinated all SAP support activities with corporate
PMO.

3. Dale Halterman
Consulting IT program manager, specializing in late-stage SAP implementations and upgrades
Role: Product Manager and SAP Project Coordinator, 2007 - 2008
Client: Santa Clara Valley Transit Authority (public transportation agency, revenue US$365M)
Responsibilities included:
 Total product development responsibility for a $7M
effort to retrofit ticket vending machines (TVMs)
platform to accept smart fare technology;
 Strategic, tactical and financial management of a
government project with state, regional, and local
stakeholders;
 Represented the agency during financial audits
conducted by state and regional governments;
 Coordinated procurement of material and services
including development of statements of work
(SOW), independent cost estimates (ICE) and
records of negotiation (RON)
.
Engagement highlights included:
 Immediately assumed the leadership role of the project
on an emergency basis without benefit of a complete
knowledge-transfer process;
 Developed a Steering Committee within the agency to
advise on issues with broad agency impact;
 Championed the project from the conceptual stage
through to a functioning prototype;
 Presented project strategy and status of agency to
Board of Directors and various sub- and advisory
committees;
 Sat on IT-PMO committee as SAP representative.
Role: SAP Integration Test Coordinator, 2007
Client: Novellus Systems (semiconductor industry, revenue US$1,200M)
Responsibilities included:
 Full responsibility for the structure and conduct of
the user acceptance test (UAT) effort for a broad
SAP customization;
 Compiled and published quantitative quality and
progress metrics in Microsoft SharePoint (MOSS);
 Planned testing components with application leads
and business analysts;
 Managed team of testers from diverse locations such
as Japan, Singapore, Thailand, Germany and the
Netherlands;
 Developed defect log and coordinated change
management activities.
Engagement highlights included:
 World-wide rollout of broad-based changes to SAP
R/3 (MM, SD, SM, PP, HR, FA, FI/CO modules);
 Developed test plan covering all modules, 3500+ test
cases over 90 day, three phase testing period;
 Regular reporting to project sponsorship and
management;
 Daily contact with client functional (Finance,
Manufacturing, Order Management, Quality, Sales)
and technical staff.
Role: Application Project & Service Delivery Manager, 1999 - 2007
Client: Agilent Technologies (electronics manufacturer, revenue US$5,000M)
Responsibilities included:
 Design, staff and delivery of managed, multiple-level
support services for day-to-day enterprise-wide
order fulfillment (order management, supply chain
management, billing and costing) suite of legacy
applications ( up to 6 resources on-site);
 Management of special projects from conception,
planning, staffing and completion, often in a matrix
environment (consultant staff, client staff and client
offshore partner staff);
 Escalation management duties including quality
assurance and issue resolution responsibilities;
 Vendor relationship management including scope
containment, statements of work (SOWs)
development, vendor performance reviews, status
dashboard reporting, manage service level
monitoring and reporting and project budget;
 Ensured project conformity to general client policies
including Sarbanes-Oxley (SOX), change
management, move-to-production (MTP) and
enterprise resource configuration documentation.
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4. Dale Halterman
Consulting IT program manager, specializing in late-stage SAP implementations and upgrades
Engagement highlights included:
 Deep support of enterprise-wide, worldwide order
fulfillment suite of applications;
 Design, test and deploy a Y2k retrofit scheme;
 Euro currency conversion;
 Fiscal year end processing;
 Participated in migration of primary ERP from
legacy application to Oracle;
 Participation in the establishment of international
headquarters in Switzerland;
 Various limited-scope projects related to corporate
mergers and liquidations;
 Proactively initiated datacenter migration project
which eliminated 25+ high end servers and over 100
enterprise application installations through redesign of
the IT dataflow and use of off-the-shelf (OTS) and
freeware products.
Role: Application Project & Delivery Manager, 1994 - 2003
Client: Hewlett-Packard Company (computing products and services, revenue US$50,000M)
Responsibilities included
 Design, staff and delivery of managed multiple-level
support services for day-to-day enterprise-wide
order fulfillment suite (order management, supply
chain management, billing and costing) of legacy
applications ( up to 9 resources on-site);
 Management of special projects from conception,
planning, staffing and completion, often in a matrix
environment (consultant staff, client staff and client
offshore partner staff);
 Escalation management duties including quality
assurance and issue resolution responsibilities;
 Vendor relationship management including scope
containment, statements of work (SOWs)
development, vendor performance reviews, status
dashboard reporting, manage service level
monitoring and reporting;
 Ensured project conformity to general client policies
including Sarbanes-Oxley (SOX), change
management, move-to-production (MTP) and
enterprise resource configuration documentation.
Engagement highlights included:
 Integration test coordination and support for an
Asian-language order fulfillment application for the
Medical division;
 Quality manager for the enterprise service bus
application;
 Member of PMO for a Asian/North American supply-chaining
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re-engineering project with daily contact
with offshore contract manufacturing, and client
procurement and product management personnel;
 Deep support of enterprise-wide, worldwide order
fulfillment suite of applications;
 Member of a trans-divisional team charged with the
implementation of Y2k retrofit;
 Currency conversion at initiation of the Euro;
 Fiscal year end processing;
 Various limited-scope projects related to corporate
mergers and liquidations.
Role: Pro Tem Director of MIS, 1994
Client: Vivitar Corporation (consumer goods distributor, revenue US$130M)
Responsibilities included:
 Management of all aspects of IT day-to-day
operations (ERP application, hardware and data
communication) to ensure uninterrupted operations
in the Americas region
Engagement highlights included:
 Relocation of Americas support center from Los
Angeles to Toronto within 48 hours after destruction
of data center;
 Execution of IT disaster recovery plan.

5. Dale Halterman
Consulting IT program manager, specializing in late-stage SAP implementations and upgrades
Role: MIS Manager, 1991 - 1993
Client: South Australia Brewing Holding Company (household appliance manufacturing,
revenue $100M division; $1,200M corporation)
Responsibilities included:
 Total and ultimate responsibility for all aspects of
the information resource in a matrix structure
reporting to division Vice President of Operations
and corporate Vice President of Information
Systems;
 Day-to-day and deep support for APICS (MRP)
application;
 Design, deployment and maintenance of point-to-point
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data network.
Engagement highlights included:
 Single vendor outsource contact;
 Relocation of administrative offices (x2);
 Design and execute financial data transport process
from Mitchell Humphrey & Co. to SAP R/2;
 Successful transition to employee staff.
Director of Information Services, August, 1990 - August, 1991
Vivitar Corporation, Chatsworth, California
Total and ultimate responsibility of all phases of the management of the information resource for a $90M
distributor. Supervised a staff of three whose duties included the following: financial and distribution systems
analysis and programming; computer center operations both locally and in Toronto, Ontario, Canada; HP3000
system management and programming (RPG); hardware and software acquisition and maintenance contract
administration; all phases of personal computer (PC) acquisition and management. Reported to the Executive
Vice President of Finance and Administration.
Data Processing Manager, June, 1987 - August, 1990
American Appliance Mfg. Corp., Santa Monica, California
Total and ultimate responsibility for all phases of the management of the information resource for a $55M
manufacturer. Duties included - but were not limited to - the following: financial (Mitchell Humphrey & Co.)
and manufacturing (in-house) systems analysis and programming; database administration; computer center
operations; HP3000 system management and programming (RPG, COBOL); hardware and software
acquisition and maintenance contract administration; remote data communications, local area network (LAN)
and wide area network (WAN) management; PC acquisition, training and implementation; disaster recovery
planning. Reported to the President of the corporation.
Educational Summary:
Master of Business Administration, 2010
School of Economics & Business Administration
St. Mary’s College of California
Moraga, California, United States
Bachelor of Science, Business Administration, 1991
W. P. Carey School of Business
Arizona State University
Tempe, Arizona, United States
Certified Project Management Professional, 2007
PMI PMP #493737, expires November, 2017
Project Management Institute
Newtown Square, Pennsylvania, United States
Certificate, Doing Business in Europe, 2009
Business Engineering School (BES) La Salle,
Universitat Ramon Llull
Barcelona, Catalonia, Spain