Keith Inman has over 24 years of experience in IT consulting, project management, and auditing. He has managed projects ranging from $690,000 to over $16 million. Currently he is a senior E-commerce manager at Southeastern Grocers, where he manages the development and support of multiple ERP and E-commerce projects. His experience includes roles at Accenture, Walmart, CSX Transportation, PGA Tour, and Citibank.

1. KEITH INMAN
KEITH_INMAN@ATT.NET
904-923-5884 CELL 904-285-5884 HM
CURRENT WORK LOCATION: JACKSONVILLE FL.
WWW.LINKEDIN.COM/IN/KEITHINMAN2
SUMMARY:
IT consultant with over 24 years working for Accenture LLC since college graduation with B.S. degrees in
Computer Science, Accounting and Business Management coupled with 14 years IT PM / support manager, 8
years IT Audit and 3 years as a programmer working in a variety of industries, predominantly banking, retail and
logistics. Work with ERP, Business Centric Deliveries, Internal, Enterprise Wide, n tier, Third Part and E-com
projects. Excellent experience using a variety of project management and IT Audit tools including certifications in
Oracle SDLC protocol (Stacks), PMP, MS Project, Clarity, SharePoint, PCI DSS, ISO, CISA and Teammate
among others listed below. Budgets range from $690,000 to over $16 million. Experience with IT Steering
Committees on all phases of RFP’s with multiple assignments while reporting to upper level management.
EXPERIENCE:
ACCENTURE LLC - JULY 1986 – PRESENT (ALL ASSIGNMENTS BELOW THRU ACCENTURE LLC)
Southeastern Grocers LLC formally Bi-Lo Holdings LLC, Jacksonville, FL May 2014 – Present
SR. E-com Manager over Development / Support, 3rd
Party Software Upgrades, BI and PMO Consultant
• Manage complete build out of new 401K entitlement E-Com project for the inclusion of 3 grocery store chains
running under a single procurement / accounting process and 2 ERP IT projects included below.
• Utilize SDLC Agile methodology running on Oracle technology and Oracle software stacks for E-Ccom401K
project tracking and addressing roadblocks associated with different phases of implementation gaps.
• Identify all possible stakeholders for initial IT audit and BRD formulation in following steps of the SDLC process.
• Perform initial IT Audit using current CISA techniques through identification of existing internal and security control
issues/exceptions. Examine control gaps for possible process inefficiencies and establish KPI’s.
• Develop 3 separate business charters to outline objectives to be performed in order to accomplish Stakeholder
needs and reduce pain levels.
• Setup support team findings, problem resolution logs and flowcharts utilizing Teammate software.
• Develop percentage of high risk white paper documentation using CAATS. All IT Audit procedures are
documented, tracked and reported utilizing Teammate IT Audit Software modules including monthly reporting on
reclamation results and fault tolerance data to upper level management.
• Work as support / problem resolution manager over all 3 projects once installed with project budgets ranging from
$1.2 - $7.4 million while providing consulting services to the PMO group for an IT project development
methodology change from waterfall to Agile in the area of SP template setup and project deliverable assignments.
• Manage budgets, release escalations from stakeholder signoffs and problem escalations to upper management.
• Wrote and managed RFP for E-Ccom401K application with multiple entitlement portals associated with
PeopleSoft customizations needed to form a seamless conversion of new file structure and interface properties.
 401K Eligibility Project - Consolidation of all 3 Grocery Store subsidiaries running under the Southeastern
Grocers umbrella to provide a web based E-com, n tier 401K entitlement system, while also providing employees
4 different avenues for entitlement approval and enrollment. Certified through the BI Group for knowledge
transformation of the Technical and Functional specs.
• Identified current control boundaries for PeopleSoft's 401K module to be included in the BRD as areas of interest.
• Delivered monthly status for all projects to the IT Steering Committee while managing internal projects through
SharePoint templates, customized for the SDLC process.
• Assigned individual tasks for all stakeholders and tracked progress through Clarity including T&A. All billing is
entered into PeopleSoft Accounting Software.
 POS Invatron Software Upgrade (Eplum Module). Third party vendor application upgrade that maintains and
updates all information needed for in-store scale weighed items. Handheld barcode scanners are used for
inventory updates.
• Hired and manage support group to supply a more intelligent staff during core hours of 6 A.M. – 1:00 P.M.
 Consultant to PMO and BI Groups - Assisted the PMO Group in the formulation of an RFP and plan of action
for presentation to the IT Steering Committee for the move of the IT Division from Waterfall to Agile development
Methodologies.

2.  Provided internal direction for automated Q/A & ISO 14001 Mgt Standards – Provided RFP for SME’s and
assisted with the installation and training of preferred solution, Win-Runner and Load-Runner as an automated
testing tool. Teach how to use Win-Runner to generate auto scripts when test actions are created or use Test Script
Language (TSL) for self creation. The scripts can be used for efficiency of code generation and Load-Runner for DB
efficiency through reports generated by the testing software. It also produces real life load bearing testing as well.
• Utilized HP ALM (HP Application Lifecycle Management tool) for performance, load-bearing ratios, utilizing
TeamSite software for content management with the formulation of a Charter document and BRD posted to
SharePoint templates.
• After IT approval for change to Agile methodology, lead design conversion plan for installation of Atlassian / Jira
Q/A software with RFP approval for 3rd
party vendor ( IT Central Station). Including server and data center options
for better control while remaining compliant with enterprise IT, security and IP privacy policies.
Walmart Inc., Bentonville, AR Feb 2012 – Mar 2014
E-Com IT Project Solutions Manager
• Manage a 2-phase installation. Phase 1 includes an IT Audit, utilizing Teammate (ReSA) for new 3rd
party (MS
Dynamics CRM), RMS, evaluation of PIM groups associated with Point-of-Sale data operations. Including risk
optimization, financial reporting, risk analysis utilizing RMF processes. Controls compliancy, gap fit analysis, ROI
and reclamation data reported through the Teammate EWP module.
• Developed business charter to include the use of upfront kiosks at all Super Walmart areas only. Utilizing an ERP
3 tier solution, all other POS terminals will continue to run under the SAP retail software suite.
• Design RFP for solicitation of new financial monitoring software used in Kiosks only in Super Walmarts.
• Setup demos of Sales Force and MS Dynamics CRM packages, utilizing a self- written 30-point grade-out
spreadsheet for all attendees. After site visit evaluations it was clear that MS Dynamics was the best product,
based on auto interfaces with MS suite and the soon to be released cloud technology.
• Utilize CAAT's in compliance with the client's policies and procedures to determine ACL (Access Control List) and
filtering techniques (SQL queries, Access Reports).
• Utilize Veracode IT Audit Software for code compliance and completeness of conversion programs to backend
SAP postings.
• Phase 2 included the third party installation of MS CRM Dynamics Sales, Customer Support, Marketing and
Product Tracking modules, training of sales force and support for 3 months after go live date. A third party vendor
handled web hosting.
• Determined all Stakeholder and department heads associated with the project.
• Provide Visio flow chart to upper IT management for approval of pre-installation tasks utilizing SDLC process.
• Formulated direct relationships with SME's from each area through weekly status meetings and shadowing of
departmental SME's to document their daily activities and current operational pains.
• Responsible for the creation of cross-functional project teams while working directly with SME's in the SAP,
Operations Support, Sales and Marketing areas for preparation of technical documents for the development team.
• Held daily start-up meetings and weekly sprint iteration meetings with Development, Q/A and Business Partner
team members.
• Responsible for set up of SharePoint templates for internal tracking of complete project, including separate
templates for training and support hours of Regional Managers conducted by myself. Held training sessions on all
customization and made screen modifications where needed.
• MS Project utilized for overall project tracking through MS installation and support staff.
• Deliver sign-off document including reclamation reports and graphs to Stakeholders for new install.
CSX Transportation, Jacksonville, FL Feb 2007 – Dec 2011
IT Project Manager & IT Audit Controls Consultant
• Perform an internal IT Audit utilizing modules of TeamMate Audit software and a PIM evaluation of all IT and
Business Stakeholder groups involved with the train profile process. This includes but not limited to security
controls (outside the PIM discovery) and a high-risk evaluation performed through identification of existing
process pain levels by department with documentation tracking through the EWP module and reporting through
the TeamCentral module.
• Develop Project Charter to serve as summarized version of complete objectives and SOW to be performed in
order to accomplish Stakeholder needs and reduce pain levels from a daily operational perspective.
• This procedure decreased potholes and roadblocks from the initiation of the project and became very useful
during the reclamation process while assisting with budgeting controls as well.
• Provide clear and concise documentation on audit conclusions to all Departmental Stakeholders.

3. • Interacted with all five divisions including Directors, Managers and SME's to develop a detailed BRD and a
Prioritized Pain Area Assessment Chart by division.
• Act as Site Administrator for SharePoint Templates and workflow development for the entire project through all six
stages of the SDLC.
• Tracked all departmental project release procedures, deployment and launch dates.
• Conducted Post Mortem KPI's and reviews to assure all SLA improvements and procedures were met.
• Documented all findings in the EWP module of TeamMate, which rolls up into the Central module for reporting.
• Attended and reported on BI (Business Intelligence) meetings to assure that at an enterprise level all five divisions
are aware of IT initiatives through self-deployed templates using SharePoint software.
• Created monthly status reports through SharePoint to provide all Business Partners of current project status.
 Project Manager / Support Manager
• Managed the E-Com enterprise wide build-out of Conrail RR's Property Lease Tracking application with CSX RR's
Property Lease Tracking application to form a best gap fit model for Windows platform upgrades that will serve
both companies needs while operating under the CSX name after the acquisition.
• Utilize MS Project for SDLC (six-phase project tracking methodology).
• Developed a Process Tracking Map of both Lease Tracking Apps utilizing SME's to create a Best Gap Fit analysis
delivered through Power Point, Visio and Excel presentation software. All documents and flowcharts were
presented to upper management with approximant time lines and resource needs at a 10,000 foot level pending
any changes in the initial process plan and conversion efforts to backend accounting apps.
• After approval, setup and managed the initial kickoff meeting to show the consolidation of both applications based
on initially approved presentation.
• Manage the setup and hiring of current CSX / Conrail’s employees to supervise and handle support questions
related to landowner’s for new lease tracking application.
• Managed the build out of the SOW based on the business requirements document after approval of all SME's
involved in the project with the assistance of the Director of Application Development.
• Manage complete infrastructure of the project through daily sprint and weekly burn down meetings to assist in
allocation of resource needs for the following weeks. These meetings include all stakeholders that have task
assignments, including development, Q/A, software support, networking, DBA's, operations and all business
partners tracked against initial budget.
• Gain all stakeholder signoffs on parallel production runs, including procurement programs for payouts to
landowners and backend postings to Oracle Financials.
• Utilized SQL scripts and Chrystal reports through all stages for compliance with Process Tracking Map.
PGA Tour, Ponte Vedra Beach, FL Feb 2000 – Dec 2006
Sr. Project Manager
• Create RFP for the addition of a new inventory and GPS tracking system for all 16 TPC facilities.
• Manage the infrastructure addition of new GPS system at each club facility for tracking of all golf carts with touch
screen monitors. This project also incorporated the installation of handheld bar code inventory readers at each
club with nightly cash feeds to the corporate office in Ponte Vedra Beach Florida.
• All hardware and software purchases, Lease Tracking agreements and SLA agreements were also under my
management with signoff from the legal department.
• All daily financial transactions were summarized automatically at EOD for direct deposits to the corporate office
JDE accounting applications. Also all D&R documents varied pending each location of the TPC facility. After
developing the initial templates for D&R sites, all supervisors could then just fill in the blanks based upon the D&R
offsite location.
• After implementation templates and documentation were ironed out at the TPC of Ponte Vedra we then could
utilize the same method and techniques at each of the other 15 TPC courses by the use of 2 supervisors reporting
through myself and allowing for multiple installs simultaneously. Total project tracked through FileNet enterprise
management tool and Visio flowchart summary of all changes including D&R procedure
 IT Audit Process Manager & E-Ccom3rd
Party Vendor Web Development Manager
• Created design template for 3rd
party RFP to aid in the sales of PGA Tour merchandise.
• Perform an internal controls audit of all departments involved and manage all phases of the MS CRM installation
for the Sales, Customer Service and Product tracking for all TPC courses and the newly deployed website hosted
by the third party vendor (Fanatics) to handle all PGA TOUR merchandise internet sales. Setup an on-going data
audit using CAAT's (SQL and Access queries) for extraction of all payments and inventory shipments to Fanatics.
Assuring the PGA Tour was being compensated correctly and with on-time payments.
• The Audit Discovery Report determined several shipments were never paid for or depleted from the accounting
system in the first month of production runs.
• After further investigation the stocking code received by Fanatics was missing a crucial serial number.

4. • Problem resolution required 3 backend conversion executables with no down time in web performance levels. All
project and budget tracking was measured utilizing FileNet management tracking tool. The sales module allowed
for tracking of internet sales plus all 16 TPC course sales for the Golf Shop, F&B, vendors and distributors.
Citibank Inc. Jacksonville FL, Tampa FL and Manhattan NY Aug 1991 – Nov 1999
IT Web Development Project Manager
• Worked as Project Manager over the development, assembly and deployment of all application build outs for the
re-engineering effort of the frequent flyer program.
• Utilized MS Project (CMA) software for project tracking viewed by Stakeholders.
• Utilized IRIS software for the identification of needed resources, tracking of development life cycle and task
assignments, interfaced to SharePoint for internal IT project tracking.
 PCI Audit Compliance Manager (Encryption Upgrade for all ATM’s S.E. Region)
• All ATM’s were audited via FDIC for compliance encryption upgrade.
• Managed the compliance effort of all controls related to ATM software and keypad encryption for S.E. locations.
• Responsibility included the management of 84 total employees, T&A and budget regulation for complete project,
including signoff on all machines reported to corporate office in Manhattan N.Y.
• All project tracking was done using FileNet enterprise Management tool, which was also viewable by stakeholders
and all Business Partners.
Baywood Technologies Inc. Jacksonville FL May 1988 – Jul 1991
Software Delivery Manager
• Respond to all RFP’s for possible purchasing of wood product, procurement and maintenance software.
• Manage development and support efforts for all modules of wood product, facility maintenance, and access
control related software running on client server and ASP platforms in both SQL server and Oracle database
platforms.
• Utilize Load Runner and Win Runner for automated testing deliverables and regression testing for proof of
concept changes.
Blue Cross- Blue Shield Columbia S.C. Jul 1986 – Apr 1988
Business Analyst / SQL Programmer
• Performed IT B/A and SQL query duties for the initial development of a web based application Medical
Information Management System (MIMS) to be used initially by all physician offices for filing claims, verify benefits
and prescription tracking for all BCBSSC patients.
• Programmed new online interface to MMIS (Medicaid System) utilizing Cobol/CICS screens.
• Perform fact-finding meetings with providers and agents to develop a best-fit analysis for claim form and patient
information input on newly developed display screens, including the ability to check patient benefits online without
any phone calls to a support desk.
EDUCATION
University of South Carolina - 1986 Attended on full golf scholarship
School of Business Management - B.S. Computer Science & Accounting
CERTIFICATIONS:
School of Logistics Management -American Public University (APU)
Certifications obtained through Anderson/Accenture Corp. Business School Chicago IL:
CISA Cert, ISO 9001 IT Cert, PCI DSS Cert, Sarbanes-Oxley (SOX) Cert, Clarity Cert, SharePoint Cert, PMP (PMBOK,
need 30 PDU’s to gain re-activation, set to attend seminar in Orlando to gain PDU’s) Cert, MS Project Cert, Visio,
Access, RMP (Risk Management Professional) Cert, COBIT & COSO Cert, InfoGenesis (POS) Training, Q/A .