This document provides a summary of qualifications for a management and IT consulting professional with over 20 years of experience. Some key accomplishments include implementing a global supply chain planning solution that realized $5.1M in annual benefits, defining an offshore strategy that achieved $1.25M in annual savings, and designing sales automation tools reducing costs by $900K annually. The professional has expertise in areas such as data analytics, process improvement, project management, and change management. Currently serving as an Associate Director, previous roles include Assistant Director and Manager.
Technology Leader,
Strategic Leader,
IT Executive,
IT Business Partner,
Business Technology Partner, Executive,
Chief of Staff,
Executive Director,
Chief Business Officer,
IT Leader,
IT/Finance,
VP IT Relationship Management ,
Business Partner Driving Cross-Functional Alignment of IT Strategy, Programs & Services
PMO Leadership
IT Strategy
Digital HR I Best Practices I NuggetHubRichardNowack
Digital HR is a process optimization in which social, mobile, analytics and cloud (SMAC) technologies are leveraged to make human resources more efficient. In other words, it's a tectonic shift in the way Human Resources function. The sole application of new technologies is not what makes HR digital, however.
This document gives insights in digital human resources best practices and strategies. After purchase, you get a ready-to-use presentation in PowerPoint as well as a PDF file.
The presentation shows how an HR organization for the new age has to be set up. Furthermore, it describes approaches to optimize the digital quotient of the HR department, mechanisms, required processes, helpful tools/templates and how the performance can be managed.
We provide you with the following best practices (71 slides each):
- Introduction
- Trends in HR
- Digital HR Frameworks
- Digital Workplace - Frameworks
- Digital Workplace - Methodology
- Organizing new HR
- Human Capital Technology
Julie Moore Rapacki has over 15 years of experience in management consulting, executive leadership, and project management. She has served in roles such as interim executive director, board chair, and legislative tracking. Her project experience includes redesigning processes, creating policies and procedures, and analyzing organizations. Rapacki has worked with a variety of clients, including health regulatory agencies and professional associations.
Mike Lynch is a results-driven technology leader with over 26 years of business and IT experience, including over 20 years in executive leadership roles. He has a proven track record of delivering business value and bottom line results through strategic planning, process improvement, and technology initiatives. His experience includes leadership positions as CIO, Director of Business Process Management, and Vice President of Information Systems.
The document summarizes a case study where BCC Holdings was engaged by an international oil and gas company to provide strategic IT alignment and performance optimization services. BCC Holdings took on the role of interim CIO and provided leadership resources. They developed a mandate for IT aligned with corporate strategies and assessed the current IT organization. This led to initiatives that strategically aligned IT and optimized performance, resulting in over $3 million in annual cost reductions and better alignment of IT with business goals.
Technology Leader,
Strategic Leader,
IT Executive,
IT Business Partner,
Business Technology Partner, Executive,
Chief of Staff,
Executive Director,
Chief Business Officer,
IT Leader,
IT/Finance,
VP IT Relationship Management ,
Business Partner Driving Cross-Functional Alignment of IT Strategy, Programs & Services
PMO Leadership
IT Strategy
Digital HR I Best Practices I NuggetHubRichardNowack
Digital HR is a process optimization in which social, mobile, analytics and cloud (SMAC) technologies are leveraged to make human resources more efficient. In other words, it's a tectonic shift in the way Human Resources function. The sole application of new technologies is not what makes HR digital, however.
This document gives insights in digital human resources best practices and strategies. After purchase, you get a ready-to-use presentation in PowerPoint as well as a PDF file.
The presentation shows how an HR organization for the new age has to be set up. Furthermore, it describes approaches to optimize the digital quotient of the HR department, mechanisms, required processes, helpful tools/templates and how the performance can be managed.
We provide you with the following best practices (71 slides each):
- Introduction
- Trends in HR
- Digital HR Frameworks
- Digital Workplace - Frameworks
- Digital Workplace - Methodology
- Organizing new HR
- Human Capital Technology
Julie Moore Rapacki has over 15 years of experience in management consulting, executive leadership, and project management. She has served in roles such as interim executive director, board chair, and legislative tracking. Her project experience includes redesigning processes, creating policies and procedures, and analyzing organizations. Rapacki has worked with a variety of clients, including health regulatory agencies and professional associations.
Mike Lynch is a results-driven technology leader with over 26 years of business and IT experience, including over 20 years in executive leadership roles. He has a proven track record of delivering business value and bottom line results through strategic planning, process improvement, and technology initiatives. His experience includes leadership positions as CIO, Director of Business Process Management, and Vice President of Information Systems.
The document summarizes a case study where BCC Holdings was engaged by an international oil and gas company to provide strategic IT alignment and performance optimization services. BCC Holdings took on the role of interim CIO and provided leadership resources. They developed a mandate for IT aligned with corporate strategies and assessed the current IT organization. This led to initiatives that strategically aligned IT and optimized performance, resulting in over $3 million in annual cost reductions and better alignment of IT with business goals.
Highly experienced and skilled BUSINESS ARCHITECT/ANALYST of 14 years with a proven track record for delivery in major financial and legal institutions, healthcare regulation, and contact centre environments. Extensive full project lifecycle experience, including waterfall and Agile methods.
Experienced in managing, training, and mentoring Business Analysts of all levels in the latest industry-leading techniques. Hugely passionate about raising the profile of business analysis, increasing competency of practitioners and demonstrating how it enables faster and higher quality project outcomes to the customer.
Building Out Business Process Capabilities With Business Process Centers of E...Centric Consulting
The document discusses building business process capabilities through a Business Process Excellence (PEX) Center of Excellence (CoE). It recommends establishing a PEX CoE to provide governance, expertise, and resources to identify and implement process improvement initiatives across business units. The CoE would help mature processes, build internal capabilities, and eventually transition to a federated model with self-sufficient business units augmented by the centralized CoE.
This document contains the resume of Mahantesh Patil. It summarizes his experience as a Senior IT Business Executive with over 14 years of experience in the BFSI domain. It details his most recent role as Head of Enterprise Application Delivery and Services at TESCO-HSC IT in India, where he is responsible for thought leadership, enterprise application services, resource management, vendor management, and leading initiatives in delivery excellence and agile transformation. It also provides summaries of previous roles at StateFarm Insurance and the Illinois Secretary of State.
Nicolas Schobinger | Business Transformation Academy - Post Merger Integratio...Nicolas Schobinger
This presentation was given to the European Business Transformation Conference, an event of the Business Transformation Academy (www.bta-online.com). The overall topic of the event was “Post-Merger Integration”, which is one of the main triggers for business transformation.
The case study presented is the one of SAP's own integration of acquired BusinessObjects. The presenter was leading the worldwide PMO for the Day 1 PMI phase.
The document discusses the top business objectives and HR priorities for 2019 according to HR leaders. The top 5 business objectives are growing the business, improving operational excellence, executing business transformations, innovating for success, and optimizing costs. The top 5 HR key initiatives across roles are building critical skills and competencies, developing the current and future leadership bench, improving employee experience, effective management to improve performance, and demand-driven leadership planning. The document also discusses trends affecting HR like a hot labor market, digital disruption, and social/political changes.
Next frontier for lean manufacturing From Mc Kinsey & Company Franco Ferrario
1. The document is a newsletter from McKinsey Quarterly covering various topics related to business and economics.
2. It discusses advances in lean production techniques and how technology, psychology, and analytics could further improve operations over the next 50 years.
3. It also covers topics like the future of the jewelry industry, scaling excellence within organizations, the potential of industrial robots, and the growth of digital payments in Sub-Saharan Africa.
This document is a resume for Gregory L. Shireman that outlines his professional experience and expertise. He has over 20 years of experience leading technology teams and implementing projects. His most recent role was as CEO of GLS Investments LLC, where he purchases distressed properties and converts them to rental properties. Prior to that he held several leadership roles at large companies, including Experian and GE, where he successfully led projects, reduced costs, increased profits and improved customer satisfaction.
Cousy Studio aims to satisfy customers' individual and company needs with high-quality photos and videos through a best-in-class photo studio environment. Its mission is centered around providing customers the resources to achieve their goals. The company's vision is to be the world's best photoshoot company while upholding its core values of integrity, quality, dependability, trust, respect, and excellence. Cousy Studio has short, mid, and long-term strategies focused on targeting new individual and business customers and meeting existing customers' evolving needs through strategic partnerships and digital transformation.
Building a Global Center of Excellence | Antonio Espinoza – Director of Digit...Conductor
Developing a winning SEO program and daily management process is tough. Developing this for a $20B corporation, with over 300 legal entities, while operating in all parts of the globe is a true challenge. Over the past few years Danaher has partnered with Conductor to build a winning Digital Marketing Center of Excellence for our top Operating Companies. View this presentation by Antonio Espinoza, the Director of Digital Marketing at Danaher, to learn the steps they took and the knowledge they gained in the process.
Collaborative is a growing business and technology consulting firm recognized for its consistent growth rates and thought leadership. It provides various consulting services including business architecture, business intelligence, IT architecture and implementation, data integration, software quality and performance, and program/project management. These services help clients transform their operations through strategies, designs, and implementations that improve business performance and maximize the value of technology investments.
The document outlines an organization's strategic plan to advance membership value, governance, and finance over three goals. Goal I focuses on defining and marketing membership value through educational opportunities, an improved website, certification programs, and an inclusive membership. Goal II centers on governance restructuring and policies to enhance operations. Goal III aims to provide financial transparency and training to sections through reporting, credit monitoring, and an RFP process. Key outcomes are identified under each goal related to services, technology, recognition, and administration.
Breaking the mould_unlocking_the_benefits_of_a_tailored_upstream_operating_modelFrancesco Legname
This document discusses how large oil companies can improve performance in unconventional assets, late life assets, and oil sands by tailoring their operating models. It provides examples of how operating models have been successfully tailored in the past for mature North Sea fields. For unconventionals, the document recommends moving to an asset-centric structure with local decision making, simplifying processes, and adopting a performance culture that encourages continuous improvement. Process changes include using more industry standards and empowering local asset managers. The goal is to allow for rapid decisions close to operations and factory-style drilling approaches to reduce costs.
The company has established a strategic goal to drive forward its digital maturity level. It has already begun digital transformation efforts and employees are willing to change. To achieve the strategic goal, the digital strategy will assess each production site's current digital maturity level to create a 3-5 year roadmap. This will define projects to optimize processes, increase efficiency and drive innovation through integrated supply chains, efficient asset management, and sustainability efforts. The digital transformation department will coordinate roadmap implementation and structure a global roll-out.
Mujeebur Rahmansaher has 18 years of experience leading technology teams and managing projects. He is skilled in software development methodologies and driving integration across platforms. As VP of Technology Strategy and Project Management at Deluxe AdServices, he oversees technology strategy, project identification and development, and operational support. His goals are to apply his skills to bring structure to complex organizations by developing solutions that deliver business value through tangible results.
The document outlines a proposed four-phase process for developing a Talent Acquisition roadmap. Phase 1 involves determining objectives by aligning TA goals with corporate goals. Phase 2 assesses the current state of the TA function using the Bersin maturity model. Phase 3 develops goals and plans improvements across areas like structure, skills, processes and diversity. A sample roadmap schedules improvements over quarters. Phase 4 validates the roadmap with leadership, socializes it with stakeholders, and implements the changes. The roadmap approach provides a strategic, structured way for a TA team to plan improvements aligned with business needs.
Professional Gig-Economy-2018-19-Report-CardFlexing It
Latest Research on the Professional Gig Economy in India.
The Research covers-
- Overall Trends in the Gig Economy
- Trends by Company Type
- New Breakaway/Disruptive Themes
For reports, latest trends about topics related to the future of work and the
opportunities it presents for organizations and professionals, visit Flexing It's Think Factory.
https://www.flexingit.com/Think-Factory/
The document provides an overview of The KPI Institute, a global authority on key performance indicators (KPIs) research and education. It operates research programs in 12 practice domains and provides insights through publications, training, and advisory services. The KPI Institute has 10 pillars including research, publications, learning, solutions, consulting, benchmarking, events, awards, certification, and performance centers/labs. It offers a range of services like research studies, templates, commissioned research, advisory services, and certified training courses to help organizations improve performance management.
Overview of SharePoint (WSS and MOSS) consulting services offered by 5280 Solutions. We are a Microsoft Gold Partner, and have expertise that covers the entire SharePoint spectrum.
- Harvey Nash is a professional executive and technical recruitment consultancy and IT outsourcing firm with over 3,500 employees across 30 offices worldwide.
- It has a unique portfolio of recruitment, outsourcing, and offshore development services and a strong track record, having been founded 21 years ago.
- The company has a global footprint in key markets like the US, UK, Europe and Asia and reported revenues of £420m in 2009.
Brian McGill is a detail-oriented project manager, business analyst, and operations manager with over 25 years of experience. He currently works as a senior materials planner and analyst for Tokyo Electron America, where he manages $18 million in spare parts inventories and develops inventory stocking strategies. Previously, he held various project management, operations management, and customer service roles for companies like Pacific Design, Brady Worldwide, and Chippenhook Limited. He has expertise in supply chain management, procurement, client relations, business process improvement, and project management.
Highly experienced and skilled BUSINESS ARCHITECT/ANALYST of 14 years with a proven track record for delivery in major financial and legal institutions, healthcare regulation, and contact centre environments. Extensive full project lifecycle experience, including waterfall and Agile methods.
Experienced in managing, training, and mentoring Business Analysts of all levels in the latest industry-leading techniques. Hugely passionate about raising the profile of business analysis, increasing competency of practitioners and demonstrating how it enables faster and higher quality project outcomes to the customer.
Building Out Business Process Capabilities With Business Process Centers of E...Centric Consulting
The document discusses building business process capabilities through a Business Process Excellence (PEX) Center of Excellence (CoE). It recommends establishing a PEX CoE to provide governance, expertise, and resources to identify and implement process improvement initiatives across business units. The CoE would help mature processes, build internal capabilities, and eventually transition to a federated model with self-sufficient business units augmented by the centralized CoE.
This document contains the resume of Mahantesh Patil. It summarizes his experience as a Senior IT Business Executive with over 14 years of experience in the BFSI domain. It details his most recent role as Head of Enterprise Application Delivery and Services at TESCO-HSC IT in India, where he is responsible for thought leadership, enterprise application services, resource management, vendor management, and leading initiatives in delivery excellence and agile transformation. It also provides summaries of previous roles at StateFarm Insurance and the Illinois Secretary of State.
Nicolas Schobinger | Business Transformation Academy - Post Merger Integratio...Nicolas Schobinger
This presentation was given to the European Business Transformation Conference, an event of the Business Transformation Academy (www.bta-online.com). The overall topic of the event was “Post-Merger Integration”, which is one of the main triggers for business transformation.
The case study presented is the one of SAP's own integration of acquired BusinessObjects. The presenter was leading the worldwide PMO for the Day 1 PMI phase.
The document discusses the top business objectives and HR priorities for 2019 according to HR leaders. The top 5 business objectives are growing the business, improving operational excellence, executing business transformations, innovating for success, and optimizing costs. The top 5 HR key initiatives across roles are building critical skills and competencies, developing the current and future leadership bench, improving employee experience, effective management to improve performance, and demand-driven leadership planning. The document also discusses trends affecting HR like a hot labor market, digital disruption, and social/political changes.
Next frontier for lean manufacturing From Mc Kinsey & Company Franco Ferrario
1. The document is a newsletter from McKinsey Quarterly covering various topics related to business and economics.
2. It discusses advances in lean production techniques and how technology, psychology, and analytics could further improve operations over the next 50 years.
3. It also covers topics like the future of the jewelry industry, scaling excellence within organizations, the potential of industrial robots, and the growth of digital payments in Sub-Saharan Africa.
This document is a resume for Gregory L. Shireman that outlines his professional experience and expertise. He has over 20 years of experience leading technology teams and implementing projects. His most recent role was as CEO of GLS Investments LLC, where he purchases distressed properties and converts them to rental properties. Prior to that he held several leadership roles at large companies, including Experian and GE, where he successfully led projects, reduced costs, increased profits and improved customer satisfaction.
Cousy Studio aims to satisfy customers' individual and company needs with high-quality photos and videos through a best-in-class photo studio environment. Its mission is centered around providing customers the resources to achieve their goals. The company's vision is to be the world's best photoshoot company while upholding its core values of integrity, quality, dependability, trust, respect, and excellence. Cousy Studio has short, mid, and long-term strategies focused on targeting new individual and business customers and meeting existing customers' evolving needs through strategic partnerships and digital transformation.
Building a Global Center of Excellence | Antonio Espinoza – Director of Digit...Conductor
Developing a winning SEO program and daily management process is tough. Developing this for a $20B corporation, with over 300 legal entities, while operating in all parts of the globe is a true challenge. Over the past few years Danaher has partnered with Conductor to build a winning Digital Marketing Center of Excellence for our top Operating Companies. View this presentation by Antonio Espinoza, the Director of Digital Marketing at Danaher, to learn the steps they took and the knowledge they gained in the process.
Collaborative is a growing business and technology consulting firm recognized for its consistent growth rates and thought leadership. It provides various consulting services including business architecture, business intelligence, IT architecture and implementation, data integration, software quality and performance, and program/project management. These services help clients transform their operations through strategies, designs, and implementations that improve business performance and maximize the value of technology investments.
The document outlines an organization's strategic plan to advance membership value, governance, and finance over three goals. Goal I focuses on defining and marketing membership value through educational opportunities, an improved website, certification programs, and an inclusive membership. Goal II centers on governance restructuring and policies to enhance operations. Goal III aims to provide financial transparency and training to sections through reporting, credit monitoring, and an RFP process. Key outcomes are identified under each goal related to services, technology, recognition, and administration.
Breaking the mould_unlocking_the_benefits_of_a_tailored_upstream_operating_modelFrancesco Legname
This document discusses how large oil companies can improve performance in unconventional assets, late life assets, and oil sands by tailoring their operating models. It provides examples of how operating models have been successfully tailored in the past for mature North Sea fields. For unconventionals, the document recommends moving to an asset-centric structure with local decision making, simplifying processes, and adopting a performance culture that encourages continuous improvement. Process changes include using more industry standards and empowering local asset managers. The goal is to allow for rapid decisions close to operations and factory-style drilling approaches to reduce costs.
The company has established a strategic goal to drive forward its digital maturity level. It has already begun digital transformation efforts and employees are willing to change. To achieve the strategic goal, the digital strategy will assess each production site's current digital maturity level to create a 3-5 year roadmap. This will define projects to optimize processes, increase efficiency and drive innovation through integrated supply chains, efficient asset management, and sustainability efforts. The digital transformation department will coordinate roadmap implementation and structure a global roll-out.
Mujeebur Rahmansaher has 18 years of experience leading technology teams and managing projects. He is skilled in software development methodologies and driving integration across platforms. As VP of Technology Strategy and Project Management at Deluxe AdServices, he oversees technology strategy, project identification and development, and operational support. His goals are to apply his skills to bring structure to complex organizations by developing solutions that deliver business value through tangible results.
The document outlines a proposed four-phase process for developing a Talent Acquisition roadmap. Phase 1 involves determining objectives by aligning TA goals with corporate goals. Phase 2 assesses the current state of the TA function using the Bersin maturity model. Phase 3 develops goals and plans improvements across areas like structure, skills, processes and diversity. A sample roadmap schedules improvements over quarters. Phase 4 validates the roadmap with leadership, socializes it with stakeholders, and implements the changes. The roadmap approach provides a strategic, structured way for a TA team to plan improvements aligned with business needs.
Professional Gig-Economy-2018-19-Report-CardFlexing It
Latest Research on the Professional Gig Economy in India.
The Research covers-
- Overall Trends in the Gig Economy
- Trends by Company Type
- New Breakaway/Disruptive Themes
For reports, latest trends about topics related to the future of work and the
opportunities it presents for organizations and professionals, visit Flexing It's Think Factory.
https://www.flexingit.com/Think-Factory/
The document provides an overview of The KPI Institute, a global authority on key performance indicators (KPIs) research and education. It operates research programs in 12 practice domains and provides insights through publications, training, and advisory services. The KPI Institute has 10 pillars including research, publications, learning, solutions, consulting, benchmarking, events, awards, certification, and performance centers/labs. It offers a range of services like research studies, templates, commissioned research, advisory services, and certified training courses to help organizations improve performance management.
Overview of SharePoint (WSS and MOSS) consulting services offered by 5280 Solutions. We are a Microsoft Gold Partner, and have expertise that covers the entire SharePoint spectrum.
- Harvey Nash is a professional executive and technical recruitment consultancy and IT outsourcing firm with over 3,500 employees across 30 offices worldwide.
- It has a unique portfolio of recruitment, outsourcing, and offshore development services and a strong track record, having been founded 21 years ago.
- The company has a global footprint in key markets like the US, UK, Europe and Asia and reported revenues of £420m in 2009.
Brian McGill is a detail-oriented project manager, business analyst, and operations manager with over 25 years of experience. He currently works as a senior materials planner and analyst for Tokyo Electron America, where he manages $18 million in spare parts inventories and develops inventory stocking strategies. Previously, he held various project management, operations management, and customer service roles for companies like Pacific Design, Brady Worldwide, and Chippenhook Limited. He has expertise in supply chain management, procurement, client relations, business process improvement, and project management.
Michael Smith has over 30 years of experience in operations, materials, supply chain and project management. He has a proven track record of implementing systems and processes that improve productivity, reduce costs and increase on-time delivery. Some of his accomplishments include decreasing inventory levels and lead times, improving schedule integrity, reducing overtime and waste, and freeing up space for new production lines. Mr. Smith holds certificates in production and inventory management and leads training programs to help staff improve performance.
Mrs. Terry-Lee Hollister is an IT professional with over 25 years of experience implementing productivity tools and applications for large companies. She currently works as a senior business analyst for Cummins, Inc. where she has led the implementation of their Oracle Fusion HCM system globally. Prior to this role, she has worked as a consultant providing business analysis and project management services to organizations across various industries. She has extensive experience with ERP systems like Oracle and PeopleSoft as well as tools like SQL, Visual Basic, and Microsoft Office.
Andrew Thomas is a senior engineer and project manager with over 13 years of experience in IT consulting and business analysis. He holds an MBA and a bachelor's degree in electrical engineering. He is seeking new leadership challenges and has managed projects of various sizes, including implementations of Oracle applications and Ramco software solutions. His experience includes roles in consulting, business process analysis, and project management.
The document discusses the role and key components of a Portfolio Management Office. It aims to:
1) Ensure alignment with national strategies through redesign of services, engagement with public/patients, and system partnership working.
2) Consolidate and expand its portfolio to respond to growing customer needs.
3) Provide key components like resource planning, status reporting, risk management, and finances forecasting to effectively manage projects and programs.
4) Establish standard processes, templates, and support for projects while facilitating recruitment, quality assurance, and knowledge sharing.
José Maurício is a business analyst and project manager with over 20 years of experience managing ERP implementations globally. He specializes in supply chain solutions and has extensive experience implementing Oracle EBusiness Suite for companies in various industries. Currently he is an Associate Manager at Stryker SA, where he leads a global supply chain team. Previously he worked as a consultant for Oracle Portugal, managing large ERP projects internationally.
Bob Blaney has over 40 years of experience in business consulting, project management, financial management, and IT roles. He has extensive experience implementing ERP systems and managing complex projects. Blaney holds a MBA and multiple professional certifications in areas like project management, supply chain analysis, and IT. He has worked with many industries and companies, including IBM, HP, Fidelity, and Amergent.
EL USO DE ALGUNAS FORMAS INADECUADAS DE LOS PROGRAMAS INFORMÁTICOS NO NOS PERMITEN EXPLOTAR AL MÁXIMO ESTAS HERRAMIENTAS PARA MEJORAR EL PROCESO DE ENSEÑANZA - APRENDIZAJE
This document provides information for parents and students about Mrs. Adams' first grade classroom. It outlines classroom rules and expectations, grading policies, schedules for academic stations and computer lab groups, and contact information for the teacher. The classroom will focus on developing respect, responsibility, preparation and giving best effort through various learning activities and behavioral incentives.
El documento describe los efectos nocivos del tabaco en el cuerpo humano, incluyendo la nicotina que produce dependencia, gases como el monóxido de carbono que afectan al aparato respiratorio, y sustancias cancerígenas como el benzopireno presentes en el humo del tabaco.
El poema expresa la profunda tristeza y desesperanza de la persona al no encontrar respuestas o señales en el cielo oscuro. Se siente envuelto por la incertidumbre y la oscuridad que absorbe toda esperanza. Sus pensamientos ya no alcanzan a comprender lo que siente, mientras que su alma busca consuelo en lo sublime pero solo encuentra la razón desvanecida. Teme que las noches se conviertan en un tormento eterno del que no podrá escapar.
Karthikeyan C is a project manager with over 13 years of experience in project management, ERP implementation, consulting, development and support. He holds an MBA in finance and has extensive experience working with ERP systems like Baan, SAP FICO, Ramco On-Demand and Tally. Currently he is a project manager at HCL Technologies where he is responsible for managing projects, clients, budgets and resources. He is seeking a new position where he can continue utilizing his skills and experience in project management and ERP systems.
Jonathan Parra describes his vacations with friends where they visited warm places like mesa and carmen de apicala. He went out with his girlfriend on a motorbike to explore beautiful downtown areas while friends were at the pool. They danced at a party where they met nice people, and the next day they ate and walked around smaller tourist areas. To end their trip, they went swimming before returning home, enjoying their travel and hoping to visit places again in the future.
This resume is for Terry-Lee Hollister, an IT professional with over 15 years of experience implementing productivity tools and applications. Some key experiences include successfully implementing an Oracle Fusion HCM system globally for Cummins, Inc. and gathering requirements to develop a database UML for Tag Mobile's telecommunications order system. Hollister has experience across various industries and technical skills including Oracle, PeopleSoft, SQL, and SharePoint.
Martin Howley is an IT director with over 25 years of experience in IT management, software development, and delivering technology solutions. He has a track record of successful leadership on large implementation projects, including a $550 million healthcare project. His skills include technology strategy, portfolio management, customer relations, business analysis, and agile development methodologies. He has held executive roles at several companies and received multiple awards for his performance and contributions.
This document is an executive summary and resume for Roshan Stouwie, a high-performing project management professional with over 20 years of experience. He has a track record of successfully directing global programs and managing multiple concurrent projects on time and on budget. His experience includes roles at CVS Health, Aon, and General Growth Properties, where he delivered process improvements, application implementations, and people initiatives.
David H Pilling - Technology Leader - Maximizer !DAVID PILLING
David Pilling has over 20 years of experience in IT leadership roles within the legal industry. He has a proven track record of implementing strategic initiatives to improve operations and promote growth. Pilling has managed multi-million dollar budgets and led teams to deliver software solutions and consulting services. His areas of expertise include strategic planning, process improvement, and application development.
This document provides a summary of Disha Roy's experience in product management and agile delivery across startups and large organizations. Over 15 years, she has led product strategies, roadmaps, and rollouts. She is currently the Product Head at Faircent.com, an online peer-to-peer lending marketplace in India. Previously, she held product and delivery leadership roles at Sapient and Infosys managing teams of up to 65 people.
Arnie Esquivel is an IT director with over 15 years of experience leading programs and projects in various roles at AT&T. He has a track record of transforming processes to streamline work and reduce costs. Currently seeking new opportunities as an IT program management leader where he can leverage his skills in leadership, change management, and building high-performing teams.
Robert Guswiler is a results-driven professional with extensive experience in strategic planning, IT governance, customer relations, program management, and professional services. He has over 20 years of experience leading complex projects and programs for large organizations. Most recently, he served as Vice President of Professional Services at Program Planning Professionals, where he established new business relationships and managed a large customer account. He holds a Bachelor's degree in Computer Information Systems and Marketing and is a Project Management Professional.
La Verne Clark has over 10 years of experience in program and project management roles across multiple industries. She has a track record of successfully leading organizational transformations and implementing systems like SAP and PeopleSoft. Currently, she is a Program Manager at SunTrust Banks where she creates programs to improve performance and achieve organizational goals through change initiatives.
Lois Barglind is a senior business transformation consultant with over 20 years of experience in business process improvement, organizational change management, and project management across various industries including manufacturing, banking, healthcare, and transportation. She has an M.A. in Education and is ITIL and BPM certified. Her experience includes process design, organizational change consulting, and transformation projects for clients such as HP, automotive manufacturers, and financial institutions.
Highly accomplished Management Professional with over 15 years experience directing organizational staff, software development, system design, and change initiatives. Cohesive team builder and leader with demonstrated success in identifying and cultivating top talent. Proven ability to train and lead cross-functional onsite and global teams. Consistent record of motivating teams of both direct and indirect reports to ensure corporate objectives and tight delivery deadlines were met and exceeded.
Sheila O'Connor is an experienced IT project and program manager with expertise in digital transformation, process optimization, and stakeholder management. She has over 15 years of experience managing complex programs and projects across multiple industries. Some of her accomplishments include developing the structure for an organization-wide digital transformation program, managing over 70 digital programs totaling millions of dollars, and delivering over $100 million in process improvements and savings. She is certified in project management, business process, and agile methodologies.
Loren Darling has over 13 years of experience in marketing, project management, and graphic design. She currently works as a senior project manager at W.W. Grainger, Inc. where she has led the implementation of digital asset management systems and the transformation of their intranet into an effective digital workplace. Prior to Grainger, she held various marketing and project management roles at Automatic Data Processing and has a background in commercial graphics and web design.
Craig Dickerson Resume; Learning, Leadership and Talent DevelopmentCraig Dickerson
A proven talent development professional with focused experience in learning and leadership development. Worked in the US and Europe helping companies develop strategic and effective programs to up-skill employees or prepare them for transitions. Six years of consulting has developed a broad perspective of talent challenges and solutions. Worked in Media and Entertainment, Financial Services, Energy, Consumer Products and Manufacturing industries as well as in the public sector.
MV is a new management consulting firm founded in 2016 that specializes in improving clients' financial and operational processes using corporate performance management and analytics tools. MV's consultants have experience across industries like oil and gas, consumer products, industrial products, media, and retail from national and international projects. They provide functional support, technical support, and capabilities extension to assess clients' needs and implement solutions.
John Novak is a senior executive with over 25 years of leadership experience in healthcare, IT, retail, and manufacturing. He led large-scale transformational initiatives and projects at Express Scripts that enabled multibillion-dollar savings and regulatory compliance. Most recently, he spearheaded the creation of a $50 million rules-based supply chain system at Express Scripts, allowing over $100 million in annual margin opportunities. He also played a key role in the integration between Express Scripts and Medco, developing plans to seamlessly integrate core applications.
Proven talent development professional with focused experience in learning and workforce development. Worked in the US and Europe helping companies develop strategic and effective programs to up-skill employees or prepare them for transitions. Six years of consulting has cultivated a broad perspective of talent challenges and solutions.
Bryan D. Fornadel provides a resume detailing over 26 years of experience in business and information systems leadership, including roles as an Executive Director, Director of Information Technology, and Strategic Account Manager. He has a proven track record of successfully delivering technology solutions, improving business processes, and building high-performing teams across multiple industries. The resume highlights his extensive skills in areas such as organizational development, program management, agile methodology, systems implementation, and relationship building.
Lisa Bradley has over 11 years of experience as a PMO Director and Project Manager, with a demonstrated track record of successfully delivering projects on time, within budget, and scope. She is an accomplished leader with experience managing projects ranging from $50k to $4M across multiple industries. Bradley has a passion for people development and building high-performing teams. She is proficient in Agile, PMI, Six Sigma, and other best practices for project management.
This summary provides an overview of Sudhakar Bonthu's professional experience:
Sudhakar Bonthu has over 24 years of experience in operations management, process management, and system implementation. He is currently the Vice President of IT Planning & Control at Northern Operating Service Pvt. Limited, Bangalore. Previously he has held leadership roles implementing ITIL practices and managing projects and teams at Satyam Computer Services and Hewlett Packard.
Allison Mills has 12 years of experience in technology, business, supply chain management, and international trade. She has worked in roles such as an M3 Application Administrator, Engagement Manager, Program Manager, Field Specialist, and Consultant. She has expertise in enterprise applications, computational analysis, relationship building, and continuous improvement. Her experience includes implementing ERP systems, managing global programs, and delivering strategic recommendations to customers.
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Qualifications for Management and IT Consulting Professional
Results driven business leader with 20 years of experience spanning corporate strategy and transformation, business/systems
design and analysis and project execution. Proven success in engaging and managing highly-skilled technical teams to design
and deploy innovative application solutions, tools and processes across global operations. Excels at seeing the big picture,
identifying gaps and managing initiatives. Plays an integral role within an organization by providing collaboration, motivation
and direction across teams in culturally diverse and high-growth environments. Expertise encompasses:
Data Analytics · Process Improvement · Off-shoring · Project Management
Supply Chain Management · Knowledge Management · Portals · eLearning · Collaboration Tools
Change Management · Coaching · Business Intelligence · Architecture and Integration
Selected Accomplishments
Implemented Global People Supply Chain Planning and Execution solution encompassing both Demand and Supply
Management, with dual goals of enabling process automation and Supply Chain Optimization for Professional Services
Company with 180,000 employees and $12Bn revenues.
Developed portfolio of improvement opportunities within people, process and technology streams for an operational
transformation of capacity and resource management. Results included a recurring annual benefit of $5,100,000 from
increased utilization and revenue improvements.
Defined and executed Sales transformational strategy to offshore sales process management, proposal development and
sales intelligence to India resulting in recurring annual benefit of $1,250,000 from reduced operating expenses and
improvements in productivity levels.
Designed, developed, and released web-based sales automation tools to expedite the consulting sales process and
improve win rates, resulting in $900,000 annual reduction of business development costs. Provided professional support
at high-value peaks across the proposal process to reduce cost of sales.
Cut costs by 30% consolidating intranets and portal sites into common content foundation and replaced traditional
methods of information access with collaborative self-service. Created content management governance model to ensure
consistency in process, roles and technology across business units.
Career Track
Capgemini US LLC Baltimore, MD 1998 to Present
(Formerly Ernst & Young Consulting)
Associate Director (2009 to Present)
Engagement Leader/Program Manager for Global implementation of custom developed Supply Chain Planning and
Execution toolset encompassing Demand Supply Planning and data analytics, with dual goals of enabling process
automation and Supply Chain Optimization for Professional Services Company with 100,000 employees and $8Bn
revenues. Combination of U.S., French and India teams provided nearly 24x7 capabilities across the globe to meet
extremely tight deadlines. Solution components included: Collaborative Forecasting, Analytics and Dashboard, and
Demand/Supply Planning. 8 Interfaces were developed to HR, Financial and Project Management applications. Included
large scale Data Migration from 5 Legacy applications.
Spearheaded current state assessment of capacity planning and human resource management operations for North
American Region. Developed portfolio of (BPM) business process management improvement opportunities within people,
process and technology streams. Evaluated alternatives and provided due diligence for implementation of new Capacity
and Resource Management system integrated with Time and Expense, Pipeline and Proposal Management, and Project
Accounting systems . Managed the implementation of improvement opportunity streams to completion. Results included a
recurring annual benefit of $5,100,000 from reduced operating expenses and improvements in productivity levels.
Assistant Director (2005 to 2008)
Defined and executed Delivery transformational strategy to migrate knowledge and content management operations, in
addition to the underlying portal and database infrastructure to offshore center in India. Initiative involved overcoming
barriers with respect to US negative perceptions of off-shoring, as well as cultural, language and time zone complexities.
Created standard service level agreements, metrics, KPIs and RACI model. Established COE’s (Centers of Excellence) for
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key service offerings to build thought leadership and collaboration across regional business units. Results included a
recurring annual benefit of $1,250,000 from reduced operating expenses and improvements in productivity levels.
Provided leadership and direction for US operating region, creating a CRM sales content management governance model
to ensure consistency in process, roles and technology across business units. Defined standards, guidelines, best practices
and metrics for sales process management and sales intelligence applications. The applications consist of pre-packaged
web-based sales and marketing toolkits designed to jump-start business development efforts, while enhancing revenue
growth and reducing cost of sales.
Business Analyst as part of process improvement team that designed, developed, and released web-based proposal and
sales management tools to automate the consulting sales process and improve win rates. Defined processes to regiment
proposal response process by breaking down RFPs very rapidly and identifying key elements. Provided professional
support at high-value peaks across proposal process to reduce cost of sales. Participated as independent proposal
evaluator in major proposals reviews. Served as primary point of contact between regional sales executive team and
proposal documentation team. Provided guidance to proposal managers and program managers for development of
proposal content. Created and recommended key proposal content as needed. Provided competitive intelligence and
business research to ensure RFPs are aligned with winning strategy.
Designed, developed and released 3 global collaborative content management portals and associated content
repositories. The three 12-month+ projects were a complex effort involving coordination of activities across 8 global
regions with a virtual team of 15 individuals from 10 countries. Process, technology and organizational challenges were
present. The content management system, which was released on schedule and within budget, provided outstanding
intranet tools for global knowledge sharing, competitive intelligence, and market research and analysis within the global
consulting practice.
Business Analyst as part of global virtual team that designed and improved internal enterprise CRM sales and delivery
content solutions utilizing Lotus Notes, Domino, Verity, and SharePoint applications. The team consisted of resources from
Sweden, France, India, Spain and North America. Cut costs by consolidating intranets and portal sites into common
content foundation and replaced traditional methods of information access with collaborative self-service. Redesigned
knowledge content repositories, web portals, and collaboration tools to ensure timely availability of intellectual capital and
marketing/sales collateral in support of business development efforts.
Established Global Knowledge Management Council, setting global content management policy and creating improved
knowledge and learning platforms. The Global KM Council, with representative CKOs from 10 Global regions sets direction
for enterprise wide system that provides content and collateral consultants need to effectively sell and deliver solutions to
clients world-wide. The system is web based and consists of multi-language search applications, portals, databases and
virtual collaboration tools. Involved overcoming numerous political and cultural challenges working with colleagues from
diverse international backgrounds toward a common goal.
Manager (2001-2004)
Business Analyst on team that designed developed and released the e-Learning initiative (internal global training system
for consultants) which comprised web-based learning applications and service line methodologies to support consulting
practice as part of global cost reduction campaign. The e-Learning initiative resulted in 50% reduction in costs, received
high client satisfaction ratings and was perceived as an efficient and productive alternative to traditional classroom
training.
Planned and coordinated learning and training development programs for consulting staff while managing a $500,000
annual learning budget. Developed classroom and virtual training programs providing thought leadership for experienced
consultants and orientation for new hires. Created and presented more than 100 knowledge awareness sessions through
web based applications and location based training, designed to educate consulting community on internal knowledge
applications, external research and business analysis sources in addition to competitive and market research processes.
Designed and implemented 2 web-based global consulting methodology development projects. Both projects were
delivered on time by completing development work in-house, in addition to utilizing offshore development center
capabilities. This approach reduced expenses well below budget.
Senior Consultant (1998-2000)
Application Analyst on team that implemented and integrated SAP APO demand planning module with SAP BW data
warehousing and SAP R/3 ERP for a $1 billion dollar consumer products company. Performed application development
and design, in addition to system configuration and testing. Managed design and development of business performance
and reporting tools, utilizing SAP BW and SAP APO, and trained client team on their use and functionality. Project results
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included one-time benefit of $1,670,000 from reduced investment in working capital, as well as recurring annual benefit
of $5,717,000 from reduced operating expenses and improvements in customer service level fill rates.
Business Analyst on team that reengineered and implemented fully integrated Supply Chain structure for $1.5 billion
Consumer Products Company. Significant issues in change management and process redesign specifically within
Demand/Supply Planning, Distribution, Transportation and Customer Service were attacked. Overall improvements were
achieved in customer service levels, inventory reduction and sales revenues through the implementation of Manugistics
APS, BaaN (Infor) ERP, and Catalyst WMS.
Business Analyst on team that created shared North America logistics organization for Japanese auto manufacturer where
redundant activities were eliminated and common focus applied to optimize benefits across manufacturing locations.
Determined and implemented appropriate mix of transportation, cross-docks and consolidation centers to provide most
efficient and effective material flow to plants. Appropriately deployed and integrated several forms of internet -based
technology to enable significant process innovations and supplier collaboration required for client t o remain competitive.
Technical Skills
Microsoft SharePoint- Collaborative Content Management Oracle CRM- Siebel
Microsoft Live Meeting- Virtual Meeting & Collaboration Oracle Financials- Siebel Analytics
Google Enterprise- Search Solution Oracle HRMS- PeopleSoft
Verity- Web search and retrieval SAP APO- Supply Chain Planning
Lotus Domino- Web Content Management SAP BW- Data Warehousing and Reporting
Lotus Notes- Database and Content Management Infor ERP- SSA BaaN
Microsoft Front Page- Web design JDA- Manugistics
Macromedia Fireworks- Graphic Design Catalyst- RF based Warehouse Management
Macromedia Dreamweaver- Web Design Hub Group Logistics- Transportation Management
Adobe Photoshop- Graphic Design SMC³ CZAR Lite- LTL Freight Rate and Pricing
Retain- Resource Management/Capacity Planning QlikView- Business Intelligence
Professional Memberships & Certifications
Certification: SAP BW- Data Warehousing and Reporting Council of Supply Chain Management Professionals (CLM)
Certification: SAP APO- Supply Chain Planning American Production and Inventory Control Society (APICS)
American Management Association Supply Chain Council (SCC)
Education
Towson University, Towson, Maryland 21204
Degree: Bachelor of Science, Business Administration
Curriculum: Concentration in Marketing and Finance