Rachel Rutti Resume 8 23-2010

rachelrutti@yahoo.com 972-948-8844 introduction Rachel Rutti has worked in technical, consulting, and leadership positions with culturally diverse companies such as AT&T/Lucent Technologies, General Electric, Dell, Motorola, Frito Lay, Pepsico, National Instruments, Martin Marietta, Olin Brass, Fisher Rosemount, Electronic Data Systems, Hewlett Packard, Commercial Metals, PrimeCo, Hilti, American Axle, Advocare, DeVry University, Haggar Clothing Company, Scott Fetzer, Oracle Corporation, General Instrument, and American Airlines. Rachel managed and improved operations for 10 years then consulted and project managed in information technology for 10 years. Ms. Rutti benefits global companies by implementing ERP and Financial systems at the strategic management level and the tactical functional and technical levels. She makes recommendations about people, processes, and technology through all phases of systems evaluation, requirements definition, software development, and Oracle and SAP methodologies. Ms. Rutti is looking for a position that will take advantage of her background and be a culmination of her career to date. ,[object Object],leadership progression and career synopsis Rachel Rutti started her career with a bachelor’s degree in Technology. The degree covered operations management, quality systems and controls, materials, processes, and information technology. Her first IT implementation was an inventory bar code system. After this, she was hired to reverse engineer programmable controls for manufacturing lines. She was soon handed a start-up production operation for the Navy and told to run with it. This start-up gave her the breadth of experience unique to designing, setting up, and performing each functional area of an operation. She then hired and trained personnel to take over quality, configuration management, and the production and inventory control system she developed. After Rachel’s first start-up, she supervised and managed personnel and budgets. She proactively carried out process improvement, cost reduction, and employee motivation programs so she was asked to reduce costs for other Programs. This improved profitability and helped Programs adhere to fixed-price budgets. Rachel understands first-hand the end-to-end processes of an enterprise. System integrators and the user community recognize this and appreciate it. Rachel was approached with an opportunity to give back to her field and teach bachelor’s classes at night. She taught operations management, materials requirements planning, master planning and forecasting, and production processes and technology. She continued to train and consult with clients on improving the bottom line using the Six Sigma tool kit and inventory and cycle time reduction methods. She knows the power of facilitating improvement teams to carry out corporate strategies and make tactical improvements. Rachel understands the people side of managing change and the importance of corporate communications. Ms. Rutti was asked to use her business background to help companies implement Financial systems and ERP systems. Becoming an IT Consultant in the second half of Ms. Rutti’s career brought her into the world of financial accounting systems, outsourced services, offshore testing/development, SAP and Oracle solutions, and integrating new acquisitions into the current footprint. Rachel consults with C-level Officers (CFOs, CIOs), corporate Controllers, Directors, and Sr VPs of Finance and Technology by first building rapport and listening to the needs of the business. Rachel offers a valuable benefit in knowing how peer or competitor companies operate. This knowledge coupled with her pro-active nature and functional and technical expertise results in organizations moving forward because they understand their options and the cost/benefit analysis of each alternative. experience history PEPSICO SAP PROGRAM MANAGEMENT OFFICE (PMO) 2010 Provided PMO services for implementation of SAP Order to Cash at Frito Lay deploying to 11,000. Gained understanding of Pepsico’s process for on-boarding new team members to $1B Program as well as how they handled Change Requests (CRs), Issues and Risks, Leadership approvals, and RICEF Impact Analysis Templates (IAs). Attended weekly meetings with Senior VPs regarding Change Requests CRs, some upwards of $40MM. In preparation for meetings, met with Senior IT Leads, System Integration Consultants, SAP Process Team Managers, Legacy Team Manager, and Enterprise Business Solutions Manager. Reviewed technical and functional aspects of CRs and the day and dollar impacts to 1) program release, 2) other corporate programs and initiatives, and 3) post production new run costs. Determined if all impacts were documented. Audited Impact Analysis templates and RICEF object relationships. Audited IA complexity according to guidelines and the effects on functional designs FDs, field mapping documents FMDs, and technical designs TDs. The cost of CRs were dramatically different at various stages of implementation life cycle so this was discussed with Senior VPs and CIO’s as well. As part of the PMO, discussed Issues and Risks with Owners and Managers as well as the numeric factor assigned to them. Documented Status and Solutions and Mitigation plans. Reviewed business requirements for SD, OM, IM, MM in Caliber and Excel. Created Tools Training Needs Assessment for 600 member Release. Planned and project managed Tools Training that was a part of moving Release from Blueprint and Build stage to System and Assembly Test. Met with Test Manager, Business Managers, PMO, and Implementation Team Management to help ensure support and success of Training Initiative. Received special managerial recognition and thanks. MICROSOFT GLOBAL PROJECT MANAGER 2009-2010 Worked for Global Support Organization. Project Managed two highly visible Programs: the Unified Diagnostics Ecosystem (UDE) and On-line Support (OLS) deploying to 6,000. UDE entailed new development and systems integration so Microsoft will have more automated support diagnostics. OLS entailed working with the Business on 11 Projects that improved Customer Experience and reduced Support costs. There were about twenty workstreams in all to project manage as well as communicate with all levels of organization from Directors and Senior Program Managers to Support Managers, Business Managers, and Senior Escalation Engineers. Created Project plans and set up interdependencies between tasks and programs. Completed Start-up Phase deliverables such as project charter/scope, RACI deliverables, and communication plan. Discussed requirements, capabilities, architecture, and interfaces with Senior Program Management. Worked with teams in GMAC, Japan, EMEA, and Americas. Created monthly Podcasts and emails for Stakeholders and Key Sponsors. Created Powerpoint decks and Sharepoint Lists for Issues and Risks. Held global meetings on project plan, milestones, deliverables, status, dependencies, and integrating systems with other programs. EDS -HP SAP GLOBAL INTEGRATION PROJECT MANAGER, RELEASE MANAGER, TEST PM 2009 Performed the Roles of Release Manager, Test Project Manager, and Global Integration Project Manager for integration program deploying to 130,000 world-wide. Release Management included Project Managing 9 Workstream PM’s: Capability, Company Codes, Test, Training, Future Mode of Operations FMO, Management of Change MOC, Migration and Deployment, and Tax. Acted as Interim Test PM for BIT and UAT and coordinated with SIT PMs. Worked as Global Project Manager at Program Execution level. Managed RICEF and RACI deliverables and dependencies between the 9 Workstreams. Managed plan, tasks, issues, and risks on Sharepoint. Held regular meetings with several hundred program personnel. Trained global audience of 200+ on test strategy and Quality Center. Worked with Corporate Testers in China and India and program personnel in APJ, Americas, and EMEA. Worked with BIT Team Leads on test plan, scripts, scenarios, and uploading to Quality Center. Ran Daily Global Test Calls for BIT. Documented matrix Test organization for UAT. Worked on functional and technical aspects of SAP Quote to Cash, Company Code, Sales and Distribution, Warehouse, CiT Integration, Material Master, and Work Breakdown Structure. COMMERCIAL METALS SAP REQUIREMENTS/PROJECT MANAGEMENT, ORACLE IT SUPPORT, 2008 Worked with Business and Finance Management including President of Division, Controller, Invoicing Manager, Credit Manager, Sales and Purchasing Manager, Traffic and Distribution Manager, IT Support Manager, Materials Master Manager, Trader Management, Hedge Manager, and Development and DBA Management. Documented end- to-end cross functional order to cash and procure to pay business processes in Visio by working with entire team. Defined SAP requirements and then created functional design documents FDs. Relayed FD information to Developers and contributed to TDs. Managed several SAP Projects from the implementation project portfolio. While preparing for SAP implementation, provided legacy functional and technical support for Oracle Financials, ERP, and SQL Reporting. HAGGAR ERP IMPLEMENTATION SUPPORT, FINANCE/ACCOUNTING SUBJECT MATTER EXPERT, PROJECT MANAGER: Master Data, O2C, P2P, R2C, EDI, TREASURY, AR, AP, INV, FI, CO 2007-2008 Built rapport with Senior VP Finance, Corporate Controller, Director of Treasury, Credit Manager, Inventory Manager, Cost Accounting Manager, Warehouse Manager, Sales Order Manager, AR and AP Managers, GL Manager, Auditors, Tax Auditors, Senior IT personnel, CIO, PMO Manager, and the Business’ Senior level Subject Matter Experts. Wrote Executive Summaries for Sr. VP Finance and Controller on status, readiness, mitigating risk, issues, and stakeholder benefits. Worked with PMO, Business Sponsor, and key Stakeholders. Reviewed Financial Statement Data from new system with Controller and Sr. VP Finance to determine if system was accurate. Documented current and future systems architecture and business processes for Management. Documented data flow, EDI transactions, and system integration charts for Business Sponsor. Created MS Project Plan for Finance and Accounting deliverables for all stages of design, build, test, and cutover. Technical deliverables included test scripts and scenarios for standard costing and variances, legacy interfaces, master data conversions, cutover, EDI, treasury, financial reporting, cash forecasting, month end close, AP, AR, treasury, data warehouse, BI reporting, reconciliation, walk forward balances, paid-not-received, received-not-paid, and letters of credit. Mentored Treasury, AP, AR, and Inventory Accounting Managers on implementation and test process. Performed daily Excel analysis comparing a million rows of legacy warehouse data to new ERP system to check accuracy of interface. Used pivot tables and vlookups. Supported unit & integration testing, user acceptance testing, cutover, and go-live. Created training materials and end user procedures. AMERICAN AIRLINES ERP IMPLEMENTATION SUPPORT, TRAINING SAP/ORACLE 2006-2007 Worked with Program Manager, Inventory Accounting Manager, Purchasing Manager, Accounts Payable Manager, Cost Accounting Manager, Training Manager, Maintenance and Engineering Manager, and FAA Union Training Compliance Manager. Developed Overview materials for Executives and Business Sponsors, Finance and Accounting Managers, and FAA. Wrote detailed user procedures for Union personnel, EDS Outsourced Helpdesk, Managers, and professional individual contributors. Read FDs, TDs, FMDs, BR100s, MD50s and MD70s to learn system. Tested entire system while writing documentation for the following: Oracle AP Sub-ledger to SAP GL interface, Accounts Payable, Haz-mat notification workflow, interfaces to real-time systems, supply chain, inventory management, purchasing, warehouse, shipping, packing, deliveries, truck stops, cycle counting, movements, transfers, complex maintenance and repair, and returns. Delivered classroom and On-line Training using Live Meeting. ADVOCARE IT SUPPORT, PROJECT MANAGEMENT 2005 Worked directly with IT Director, CFO, Applications Manager, Order Management Manager, Warehouse Manager, AP and AR Managers, Purchasing Manager, Inventory Replenishment Manager, Training Manager, and Finance Manager for month-end-close. For corporate cost reduction initiative, observed and flowcharted order to cash, procure to pay, pick to light warehouse, quality, IT, month-end-close, and inventory replenishment processes. Built rapport with management and operations personnel and documented improvement suggestions and return on investment. Helped reduced month end close days significantly. Project managed aspects of re-implementation of OM, IM, shipping, AR, AP, GL, Purchasing, and Financials. Created MS Project plan, task list, milestones, resources, predecessor/successors, start/end dates for major database and E-business suite applications upgrade. TECHNICAL SALES AND MARKETING, ACCOUNT MANAGEMENT, INTERNAL AND EXTERNAL SALES 2003-2005 Provided Business-to-Business Inside and Outside Sales Services for Oracle DBA services firm and Blue Stone BPM Business Process Management software company. ORACLE IT SUPPORT, ERP CONSULTANT, PROJECT MANAGER, BUSINESS ANALYST 1995-1998 Worked with Program Managers, IT Directors, CIOs, Applications Managers, Finance and Accounting Managers, and Managers of all functional areas within a company. Acted as Technical and Functional Implementation Consultant and Project Manager. Provided ERP functional and technical expertise on for SD, OM, AR, AP, GL, FA, financial reporting, supply chain solutions, global architecture, and interfaces and conversions. Project managed portions of full life cycle Implementations. Clients include Hilti, National Instruments, Fisher Rosemount, Dell, Motorola, Frito Lay, GE, Lucent AT&T, American Axle, Nokia. GEORGE GROUP IT SUPPORT, TRAINER, SIX SIGMA CONSULTANT, BUSINESS ANALYST 1993-1994 Worked with IT Director, Manufacturing Manager, Production Supervisors, Inventory Manager, and shop floor personnel. Implemented an automated kanban system. Wrote the courseware and delivered training for defect prevention, quality improvement, total productive maintenance, and yield improvement. Facilitated Improvement Teams. GENERAL INSTRUMENT BUSINESS ANALYST CONSULTANT OPERATIONS IMPROVEMENT 1992-1993 Industrial Engineer: Operations Improvement and Training on Changes. Change Management. DEVRY UNIVERSITY ADJUNCT FACULTY 4 CLASSES 1991-1993 Operations Management, Production Processes & Technology, MRP Materials Requirements Planning, MPS Master Production Scheduling. MARTIN MARIETTA & SONORA SYSTEMS START-UP MANUFACTURING ENGINEER, INDUSTRIAL ENGINEER, PRODUCTION SUPERVISOR/MANAGER, PC CONSULTANT 1985-1991 Worked with Defense Contractor Program Management, Production Managers, Quality Assurance Management, C&DM Configuration and Data Management, and Design Engineers. Created manufacturing plan for Navy FA-18 ECAMS program. Designed build process, inventory and production control system, facility layout, and hired and trained personnel. Department of Defense, Navy, and Air Force logistics personnel audited system for accuracy, serial number location compliance, configuration and data management, production build accuracy, and field installation accuracy compared with system information. Reviewed engineering drawings for producibility and recommended design changes to reduce costs. Managed inventory in warehouse, performed production control activities, and supervised production personnel. Observed other airborne electronics and sheet metal fabrication operations and documented cost saving suggestions. education Bachelor of Science in Technology from Bowling Green State University in Ohio. Specializing in quality assurance and control, improving manufacturing operations, operations management, information technology, and computer programming. continuing education DBA/Developer Classroom: database administration 1&2, system administration, applications tuning, web server, develop complex data models and databases, SQLPlus, PL/SQL, flex-fields, Hotsos: SQL performance tuning: installing database and patches; running scripts; tracing sessions. Blue Cherry ERP: letters of credit module, report builder, AP voucher/export, GL export, business object builder/BRO builder, sales orders/production orders; picking, EDI 820/850, invoicing, reconciling, posting, applying cash, EOM close. Quality and Productivity Improvement Methods: six sigma, lean, Toyota production system, kanbans, business process re-engineering, facilitating teams, defect prevention, yield improvement. Project Management: waterfall, rational unified process, agile, iterative. Acronyms: FI, CO, AR, AP, GL, FA, INV, IM, OM, SD, WSH, WMS, CFG, ASCP, SCP, MM, EAM, cMRO, iProcurement, PO, PUR, SD, BW, EDI, BI. Business Processes: sales and distribution, quote to cash, procure to pay, return to credit, engineer to order, pick to light, inventory accounting, reconciliation, monthly accounting walk forward balance reconciliation, month end close, electronic data interchange (EDI). SAP and Oracle Implementation Modules: Inventory management, materials master, procurement, complex maintenance and repair, enterprise asset manager, fixed assets, inventory planning and controls, advanced supply chain planning, accounts receivable, billing, invoicing, shipping, order management, receiving, accounts payable, cost accounting, inventory accounting, materials requirements planning MRP, purchasing, iprocurement. work in process, bill of materials, engineering, configurator, and general ledger. supplement if needed to show background of hands-on system FINANCIALS work Haggar finance and accounting implementation SME AR & Credit: Trained customer master super user on entering customers and configuring customer master options specific for Haggar. Worked with credit analyst on setting up limits and holds as well as new process and system configuration for factored customers. Showed AR analyst how to receive customer remittance, enter checks, charge backs, and discounts as well as how to apply cash, reconcile, offset debits and credits, and post invoices and memos. There were million dollar checks to reconcile against all stores for Walmart or Kohls with large volumes of relatively low cost items on each invoice and many charge-backs and discounts. Worked with super users to create new AR daily walk forward report and processes. AP: Trained users on entering vouchers for first cost, freight, duty, and overhead. Created reports for standard vs. actual costs as well as new reports for journal export status. Bank Borrowing Base: Created reports for on-hand and in-transit inventory as well as letters of credit. Treasury: Created cash forecast report for monthly cash needs based on due dates for DDP orders and ship dates for FOB. Made business objects in system based on whether or not PO was a letter of credit LC/check or wire. Researched and tested LC module including functionality for bank draws, production orders, EDI interface, and LC maintenance then performed proof of concept and reported findings to treasury director. Inventory Cost Accounting: Created on-hand walk-forward reports for stock adjustments, receipts, returns, rework, shipments, invoices, and third party logistics 3PL warehouses. Created reports and monitored transactions and entries for standard cost, 1st cost, freight, duty, overhead, and variances depending on where item was in process when it was loaded into system. inventory reconciliation: Compared legacy warehouse system 1MM rows data to new ERP warehouse system on a daily basis using Excel and Access to ensure $4MM worth of inventory was accurate in both systems. End of Month: Created reports to support booking entries for inventory, receipts, invoices, stock adjustments, cost of sales, variance, rework, samples, received not paid (RNP) and paid not received (PNR). U.S. Customs: Created new reports to show which items were on PO, the quantities that were claimed with Customs, the quantities that were received at warehouse, the payments that were against the AP invoice, the gross margin report listing, and if there were applicable variances.

Rachel Rutti Resume 8 23-2010

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Rachel Rutti Resume 8 23-2010