Howard Kornblum                                     west5812@yahoo.com                                       C: 818-264-98...
Executive ProfileBig-Picture Strategist…orchestrates strategic technology direction that consistently takes companies to t...
    For a Large Midwestern City Government, City of Detroit:               Developed winning proposal for Oracle 11.5.9 ...
upgrading/migrating approaches, and final performance testing. SDP scope involves new functionality in core EBS, Siebel, O...
    Trusted Advisor to CTO/CIO/CFO and other project sponsors.         Interim CIO        Established Status Reporting ...
Upcoming SlideShare
Loading in …5
×

Howard Kornblum Resume R12a[1]

2,233 views

Published on

Exceptionally well qualified Senior IT Executive with PROVEN TRACK RECORD . Twenty (20) years’ experience, successfully leading programs, practices and business development as large as $60 million. Accustomed to large, complex initiatives, responsible for a hundred plus resources and multi-million dollar budgets. Proven track record of using varied business processes and technologies enabling clients to achieve their overall strategic, tactical goals and business cases. Strong ability to provide valued leadership and build effective, high energy teams needed to support the development of effective, complex global solutions for companies across matrixed management environments

0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total views
2,233
On SlideShare
0
From Embeds
0
Number of Embeds
13
Actions
Shares
0
Downloads
49
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide

Howard Kornblum Resume R12a[1]

  1. 1. Howard Kornblum west5812@yahoo.com C: 818-264-9870 H: 248-549-9096ROLES EXPERIENCE SUMMARY• Program Manager Exceptionally well qualified Senior IT Executive with• Enterprise Program Director PROVEN TRACK RECORD . Twenty (20) years’• Project Manager experience, successfully leading programs, practices• Client Partner and business development as large as $60 million.• PMO Accustomed to large, complex initiatives, responsible for• Practice Director a hundred plus resources and multi-million dollar• Acting Sr. Practice Director budgets. Proven track record of using varied business• Interim CIO processes and technologies enabling clients to achieve their overall strategic, tactical goals and business cases.TOOLS/METHODS Strong ability to provide valued leadership and build effective, high energy teams needed to support the• SDLC development of effective, complex global solutions for• Sarbanes Oxley (SOX) companies across matrixed management environments• SharePoint• MS Project SKILLS INVENTORY• Oracle Application• Implementation Methodology Core Competencies:• Oracle Unified Method • Project Planning & Management• Oracle Financials • Risk/Change Management & Mitigation• Oracle HRMS Strategies• Oracle Manufacturing • Communication Management• Oracle Process Manufacturing • Scope Development & Management• Oracle Logistic/Supply Chain • Business Development• Oracle Order Management • IT/Business Process Alignment• Oracle Projects/Service • Drive milestone completion• Oracle Ebusiness Suite and Associated • P&L, Budget Management Workflow/Accelerators • Sarbanes Oxley project compliance • Sarbanes Oxley financial preparationINDUSTRY APPLICATION • Vendor negotiations and management • Audit Compliance• Insurance • Member of Client Executive Steering• Financial Services Committees• Government • Business Case Analysis• Manufacturing/Process • Coaching & Team Building• Manufacturing • Customer Relations• Entertainment/Media • Process Improvements/KPIs• CPG/Retail • Experienced with Big 4 consulting firms• Transportation • IT Advisory Service/Process Re-Engineering• High Tech• K-12 EDUCATION• Aerospace• Pharmaceuticals MPA – University of Southern California BA – University of Arizona
  2. 2. Executive ProfileBig-Picture Strategist…orchestrates strategic technology direction that consistently takes companies to the next level.  Increased profitability of financial services product 30%; commended by CEO for reducing cost without compromising quality.  Slashed production time 40%; reengineered and centralized proposal generation, resulting in 100% short listing of 300+ RFPs.  Maintained < 6% staff turnover vs. 16%+ average; advanced employees to key management roles and 7 top awards.  Reduced department expenses 60% while increasing staff size 100%; decreased contract labor 50% and restructured recruiting.  Achieved Oracles Presidents Club and prestigious "Industry Manager of the Year" award.Results-Driven Leader…with keen business savvy and award-winning insight into complex issues impacting businesses today.  Created infrastructure that increased margins from 5% to 60%; catapulted 80% regional revenue growth for Oracle.  Captured $6 million new consulting revenue despite market downturn; outperformed competitors via superior customer service.  Closed largest deal in companys history ($600K) within 6 weeks of hire; produced $1+ million in add-on revenue in 1st year.  Generated $500K in professional services and sales from nonproducing accounts; revitalized and made referenceable.  Proven track record of managing multiple programs with annual service revenue in excess of $10,000,000 and service revenues streams in excess of $1,000,000 per month, multiple vendors and subcontractors, geographically disbursed virtual teams, pre/post sales and offshore Professional ExperienceWestWood Management Consulting, LLC – Founder/President/Management ConsultantFor Commercial and Government Clients Jan 2004 – Current  For a large Entertainment Publications, Advertising Media firm, Managed an implementation of a new technology (Netsuite), CRM, eCommerce, Content, Print and Publishing platform (Using Hybris and I-Way) to become the premier discount offer channel for consumer and business partners:  Facilitated and Coordinated Requirements Sessions with all partners. Reviewed Requirements for completeness and corrections per business stakeholders. Developed Project, Strategic and Tactical Plans to guide work effort of Vendors as well as Business Developed Consistent Methodology for Definition, Design, Development and Delivery Phase. Developed and Monitored Risk Log and Analysis for timely resolution related to touch points and all business streams  Absolute Applications, Retained to work with one of Europe’s Largest Oracle ERP Vendors, located in London, to create a Marketing and Branding Plan for Oracle in the USA, including marketing materials, tradeshow presence, and other marketing campaign techniques such as social networking.  HACTL, Largest Freight Consolidator/Shipper in SE Asia: Worked with Senior Management to develop PMO, Process and Procedures around a customized engagement, including new application features moving current system from Software AG’s ADSO to Oracle R12. Project required 3 months of planning effort to develop 3 year development and rollout plan.  ASG, EBS Vendor in Australia. Worked with client’s Senior Staff and product offerings, branding, and go-to-market strategies to allow this software vendor to react more quickly and be more competitive in the changing market place as they changed their business model  For Huntington Bank, assumed the position of acting Technical Director responsible for oversight and implementation of:  Comp Work Bench, Open Enrollment, Payroll Year End, HR Family Pack K RUP1, Offsite Managed Services (all modules on time, on budget, on schedule)  Instance/Patch Management Strategy Development, Planning and Implementation  Headed up Production Support Team for Oracle E-business Suite. Managing 15 technical staff members through 7 lines of Business. Restructured IT Department to allow substantially improved work throughput resulting in an 83% increase in work productivity. Resolved all #1 and #2 issues (100+) for all business units. Worked with other vendors on sophisticated toolsets to handle additional requirements. Set up KPIs for meaning of success with BUs and IT departments  Resolved all SV 1 and 2 problems that were keeping 7 BUs from accomplishing their required work and Candidate through Termination and Payroll Year-End. Taught client how to assume this responsibility and escalation process  Managed relationships with Oracle Critical Care and KBACE Managed Services  Technical team tracking, resource allocation and management, metric tracking and performance  Restructuring teams for cohesion, motivation, cooperation and success, including associated KPIs for measurement  Developed risk mitigation strategies as well as escalation procedures and audit compliance  Planned and successfully implemented E-Trade Stock Option Upgrade Project  Planned and successfully implemented CAAMS (EEO/VETS and Ethnicity Government Compliance Reporting Project)
  3. 3.  For a Large Midwestern City Government, City of Detroit:  Developed winning proposal for Oracle 11.5.9 to 11.5.10 Financials Upgrade ($100,000)  Developed and Managed $25 Million Oracle 11.5.9 to 11.5.10 upgrade proposal and implementation (pre and post sales) of Oracle 11.5.10 HRMS suite, including Work Brain Software, sub contract management, client relations, hardware management, change management, risk management, training, Program budget and comprehensive project scope including change management, end user training, instance management, corporate communications of project impact, resource planning, and management of all teams from requirements analysis through testing  Worked with requirements for 52 Unions, 202 collective bargaining units, 17 health plans as well as internal/external Interfaces from Pension Department, and full requirements reviews for all applications including Gap/Fit analysis.  Key communicator responsible for Executive and Steering Committee reporting. Teams comprised of sponsoring departments and technology department executives.  For Steel Manufacturer/Fabricator, Worthington Industries:  Project Directed Oracle/ERP Consulting Oracle 11.5.9 Financials, Manufacturing and HR/Payroll  Managed Program Budget in excess of $35.5 Million. Brought in Oracle Financial Project on time, under budget, had oversight over HRMS and Manufacturing Projects at request of PMO. Saved company approximately $300 Million/year  Developed Program Management Models implemented across projects for Planning, Design, Analysis, Development, Testing, Certification, Quality, Data Quality Management, Deployment, Operations, Infrastructure and Offshore and On-shore operations used across all phases and programs including all phase an go –live templates  Rebase-lining over 300 file conversations using Oracle Offshore and ETL  Member of BI Steering Committee  Lead Member of CIO Program Committee; Created and Chaired Program Touch point Meetings  Member of Finance Steering Committee  Sarbanes-Oxley Financials preparation with Audit TeamOracle Corporation – Consulting Director Sep 2007 – Apr 2009Business Development for Darigold Turned a $100K staff augmentation deal into a $500K deal. Acted as Client Sponsor and Program Manager for Oracle Financials and ProcessManufacturing. Client is now successfully live where two other vendors had failed before. Client is now a referenceBusiness Development for ACTUANT Won a $2.3 Million dollar deal by showing Manufacturing Client how to achieve rollout using Oracle Workshop R12 techniques via there MasterImplementation of a Global Instance and then roll it out to 17 Countries and associated user site locations. Worked with Oracle India to ‘chunk out’segments of $300K each, putting together teams in India and US to achieve desired rollout results. Up to this point, the client would not accept anyOracle StrategiesProgram Manager of R12 FedEx Upgrade:Implemented a global rollout for Federal Express Upgraded largest from 11.5.10 to R12. Worked with Oracle Support and Critical Customer Care totrouble shoot functional issues in 12.0.5 In the Accounting, Ledger and Sub ledger and Secondary Ledger sets. Also conducted Benchmarking studywith HP using Superdome Technology to improve customer transactional throughput.Program Manager for Escalade Sports R12:  Coordinated a team of five OCS resources to assess the production instance of a small conglomerate in the manufacturing and distribution industries.  Production software included EBS R12.0.4 GL, AP, AR, PO, WIP, OM, BOM, INV, WMS, WSH, CSD, WPS, and MSC with Demantra.  Operations included nine manufacturing locations in North America and Europe. Implementation progress was stalled after two of the nine locations went into production.  Audit report scope identified both strategic and tactical issues in core financials, WMS and shipping, Order to Cash workflow process, value chain planning, reporting, and change management for two locations which would impede the rollout to rest of plants.  Presentation of findings and recommendations for improvement were made to executive team and IT Director. Path forward proposal was assembled for Board of Directors meeting regarding resources required, and plan for execution.Program Manager for Schneider National R12:  Coordinated both client and OCS resources on multi-year IT transformation from custom development shop to packaged software (R12) including EBS, OTM, Hyperion, and Siebel, using AIA/B2B/SOA/FMW technology stack for custom and legacy applications.  In addition to PM role, was also the onsite SDP coordinator where Oracle and client are cooperatively developing software for transportation industry. This SDP effort is full life cycle from business requirements to functional and technical design, use cases, testing strategies,
  4. 4. upgrading/migrating approaches, and final performance testing. SDP scope involves new functionality in core EBS, Siebel, OTM and AIA products as well as 320+ CEMLI(s).  Major technical challenges included changing hosted environments from IBM AIX at Linux Advanced Server, migrating from Oracle OAS 10g to BEA WebLogic, multiple alpha and beta code drops from Oracle development across product families, early adopter for 11g FMW and OTM fleet management and mobile communication modules, and 140+ interfaces/integrations with legacy applications.  Major functional challenges were the eight phased releases for a five year cutover plan to Prod from QA due to application and data dependencies, and development of end-to-end use case scenarios and user acceptance criteria across products for performance testing.Program Manager for Meredith:Responsible for implementation business process strategy and supporting enterprise design of a multi-million dollar program including P&L, Planningefforts (All phase of Oracle PJM including Project Planning, Resourcing, Infrastructure Stakeholders Communications, Change Management, etc.)and Oracle Best Practices, for the Implementation of Oracle Order to Cash and Hyperion Financial Planning and Analysis across a multi-org, multi-site environment:  Development of KPIs and related AIM and PJM methodological documents  Developed Multi-rollout Road Map and associated Project Plan  Setup Models for Workshop, Deep dive sessions and project planning through phases including go-live  Modules included: Order Management/Advanced Pricing, Inventory, BOM, WIP, Project Costing/Billing, AR/Cash Management, Collections/ Advanced Collections, I Receivables, TCA/Customer Architecture, Trade Management/EDI, Projects/Project Accounting, Resourcing, Planning, Collaboration and associated workflows/accelerators  Instance/Patch Management Strategy Development, Planning and Implementation through all spanning Stage through Gold and Production  Identified and mitigated issues and risk strategies, developed escalation procedures both within client and Oracle Support, audit compliance, go-live procedures and strategies  Managed/Coordinated Shared ServicesProgram Manager for Darigold:Responsible for timely implementation of a multi-million dollar program including oversight, Oracle Best Practices, and Re- Implementation of theconsolidation of an Oracle Ebusiness Application Suite in a multi-org environment onto a single instance:  Process Manufacturing Modules including: OPM Costing, OPM Shipping, MAC, OPM Inventory, OPM Order Management, OPM Pricing, OPM Advanced Planning, Inventory, Purchasing/Procurement, Projects/Project Accounting, Resourcing, Collaboration, Financial Modules: GL, AP, AR, FA, Trade Management Production Planning Tool, Web ADI  Full oversight and planning over Communications/Schedule, Re-architecting, Project Planning, Processes Analysts, IT Development, Conversion (with China) customizations, Training, Testing (CRP, Integration, UAT), UPK/Procedure Development, Database/Instance Management, BI, Hardware and go-live planning. Project went live per schedule.  Instance/Patch Management Strategy Development, Planning and Implementation through all spanning Stage through Gold and Production  Identified and mitigated risk strategies, developed escalation procedures both within client and Oracle Support, audit compliance, go-live procedures and strategies  Managed Shared ServicesDirector, Development/Program Management & Solution Delivery, XP SYSTEMS, Moorpark, CA 2002 – 2003  Managed $12+ million divisional budget, daily operations, quality, and 6 senior department managers.  Spearheaded next-generation development, testing, and release of core eBusiness software for loan origination/financial platform.  Reduced costs $3+ million in 1 year while ensuring effective program management of 40+ resource years.  Solution Delivery Director for major clients state-of-the-art trading and settlement platform.  Closed $3.5 Million of New Business. Managed Pre and Post Sales activity  Achieved $8 Mill tax credit working with CFO and Big 4 Consulting FirmNational Practice/Enterprise Program Director, ORACLE CORPORATION, Phoenix, AZ, and NYC 1997 – 2001As a National Practice/Program Director was responsible for building, developing and managing world class matrix managed teams capable ofdelivering client-centric solutions capable of highly complex programs for multiple related projects/cross functional initiatives. Maintained a hands-onapproach to develop business, account management, alliance relationship management and consulting operations. Responsibilities included:Directed multiple large-scale cross functional, multi-million dollar ($5-$60 Million), multi-resource year (50,000+ Hours) engagements to successfulcompletion in areas of HRMS, Finance, ERP, Manufacturing, Self Service Portals and Supply Chain.  Program managed accounts including:  Developed Project Plan, Resource Plan, Quality Plan, Finance Plan, Risk Mitigation Plan  Drove the completion of milestones, identified project dependencies and resources, defined project scope and acceptance criteria manage the workplan and established effective reporting structures.  Coalition Building between Oracle and the Diverse User Community including HR, Payroll, Benefits, Retirement, AP, Purchasing, Fixed Assets, Budget, IT, Board Members, Unions.  Key communicator responsible for Executive and Steering Committee reporting. Teams comprised of sponsoring departments and technology department executives.  Managed 100+ Oracle Consultants and end user departments.
  5. 5.  Trusted Advisor to CTO/CIO/CFO and other project sponsors.  Interim CIO  Established Status Reporting and Issue resolution procedures in place.  Redeveloped Program Structure for more effective communication and accomplishments of tasks and objectives between Oracle and clients as well as other vendors.  Monitored project status against budget.  Mentored and coached to ensure quality and value program.  Managed Project kickoff including lifecycle methodology.  Program managed Y2K project, coordinating the efforts of 5 other vendors including IBM, Exodus Communications, CISCO, and Bell South.  Prepared briefing documents for Oracle Senior Staff as well as for CIO, CEO and Board of Supervisors.  Managed pre-sales and post sale marketing activities, identified client business requirements, developed solutions and deployed managing team members to implement and deliver recommended solutions. Up-sold $16 Million consulting practice business within existing accounts  Performed full Cost Center Management responsibilities including staffing, Forecasting/Planning & Revenue Growth increasing regional profitability. This also included proposal management, team development, customer satisfaction, alliance partner, management, matrix management and mentoring/coaching resulting in increased region profitability from 5% to 60%. Developed $16 Million of NLR  Developed and successfully executed on strategic and tactical plans.  Established a nationwide Project Management Office model  As the Practice Manager, had overlapping responsibilities during the transition into the National Practice and Program Director role.  Ensured delivery, satisfaction and value from Oracle solutions  Optimizing the effectiveness of a cross-functional account team including account sales executives, day-to-day implementation teams and customer support.  Achieved Employee of the Year and Presidents ClubSr. Client Partner, EMC CORPORATION, Phoenix, AZ 1994 - 1997  Opened 25+ premier accounts; developed point and enterprise solutions for frontrunners in diverse industries responsible for increase in NewLicense Revenue from $2 Million to $35 Million in 2 years handling all regional pre and post sales regional activity  Hand-selected to manage 1 of 2 US beta tests of enterprise storage platform; transformed beta into key reference site.  Planned and directed one of the first 5 successful international implementations of Symmetrix Data Migration Services product. • Responsible for developing TCO model • Responsible for the delivery of multiple or highly complex project plans • Accountable for delivering projects on time, within budget and to the satisfaction of the customer and sales. • Prepared detailed project plans, strategies and project management plan for the implementation of an engagement within the standards of project management methodologies • Defined project scope, captured in the services statement of work, by working closely with the customer and Sales to identify specific customer requirements. • Lead and managed cross functional team(s) in the establishment, planning and implementation of multiple projects and/or programs. • Identifies priorities and resources relative to each initiative, project or program. • Ensures initiative, project and/or program deliverables are met on time and within budget as required. • Facilitate partner alignment and maintain partner relationships. • Develops communications and presentations and ensures communication of project/program initiatives, messages and status to appropriate parties. • Made recommendations to senior management as necessary. • Managed communication and coordination of cross functional teams across multiple areas and with third party partners. • Prepared documentation and other communications as necessary. • Defined and reports project/program roadmap, status, development issues and success metrics. • Developed tools and analytics to support project/program success factors. • Maintained awareness of trends, business conditions and internal process and practices impacting project/program(s). Identifies areas of risk/opportunities and influences and implements continuous improvements..Sr. System Engineer/Client Partner, LEGENT CORPORATION, Marina del Rey, CA 1990 - 1994  Developed technical marketing strategy adopted as corporate standard; led presentations, demonstrations, seminars, and training.  Attracted and secured 30 new customers including largest deal in companys history and $4+ million total follow-on revenue including RFP preparation and response, pre and post sale presentation and implementation activity

×