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Work Background
Reliable Automatic Sprinkler Co., Inc.ERP Sr Project Manager
Aug. 2023Liberty, South Carolina, United StatesGreat company and great people to work with. They had challenges with their ERP implementation which has gone on for four years. Just needed some ERP PM experienced direction to turn things around and get it going in the right direction. This is a global implementation of manufacturing, supply chain management and distribution. Finance weighs heavily in this implementation as does new product development and BOM configurations.
New BalanceERP Project Manager
Jan. 2021 - Aug. 2023Boston, Massachusetts, United StatesAs one of multiple lead ERP Project Managers, will be focused on leading the critical Finance track within the global ERP program, in cooperation with the System Integrator and as part of our project management team and PMO. Provide project management to the Finance track of the global ERP Program, working with the Business lead of the track to plan and manage the track activities and plan, provide governance and oversight, and provide track status and other inputs to the project PMO.
GS1 USSr. ERP Program Manager
Mar. 2019 - Sep. 2020Central New JerseyMigrating GS1 US from legacy MS Dynamics SL and various legacy systems to MS D365 F&O with MS CE and Hitachi eCommerce Suite B2B. Implementation involved integrating these three major platforms with ebanking on SK Global and with integrations to legacy systems and Concur, Marketo, SourceLink, Five9 among others. Responsibilities include C-Level reporting, vendor selection and ongoing vendor management, following a full cycle 5 phased ERP methodology over an 18 month project timeline to a successful implementation.
FuzeSenior ERP Project Manager
Jan. 2018 - Mar. 2019Greater Boston AreaLeading company team through a NetSuite implementation moving all back office operations from a legacy system to an ERP system. Conducting business process re-engineering, accounts and invoicing updates, and customer contract realignment. Went live with first customers converted to the new billing system and everything went great.
Caddor GmbHFounder & CTO
Dec. 2017Zürich Area, SwitzerlandFounder & CTO at Caddor GmbH, a Swiss start-up formed originally for the purpose of developing and operating a DApp in the service environment industry. Currently in process of setting up an application to respond to the current COVID-19 crisis in Europe.
SonicWall Inc.ERP Program Manager
Apr. 2017 - Dec. 2017San Francisco Bay AreaManaging the business stream with the divestiture of SonicWall operations and systems from Dell.
Solera, Inc.ERP Program Manager
Jan. 2016 - Feb. 2017Dallas/Fort Worth AreaProvide business program oversight and project management for the conversion to AX 2012 R3 of 16 subsidiary companies in North America from various ERP platforms; Oracle, Dynamics SL and Dynamics GP. Primary role as the ERP Program Manager overseeing all aspects of the vendor led MS Dynamics AX implementation advocating for the business, with a secondary role of direct project management responsible for the chart of accounts migration, data migration, and third party system integrations including Ultipro payroll, Concur T&E and electronic banking with Wells Fargo and Royal Bank of Canada.
Timber Products CompanyERP Sr. Project Management Consultant
Sep. 2014 - Nov. 2015Eugene, Oregon, United StatesProvided assessment and restructuring of project for a wood products manufacturing company who had unsuccessfully tried to go live on MS Dynamics AX 2012 four times in three years. Retooled the project using strict MS Sure Step Methodology into a deployment project, building test scripts where there had been none, business involvement where they had not been, reworked deployment into a phased schedule with less risk, and prepared for full system testing leading to UAT and a successful go live.
ZeroChaosSr. Project Management Consultant
May. 2014 - Aug. 2014Orlando, Florida, United StatesPerformed an MS Dynamics AX 2012 project “rescue” of a stalled implementation at a global resource management firm. Sorted and laid out three phase plan for recovery, repaired broken vendor relationship, introduced support process and procedure improvements, established change management governance, established effective UAT process and scripts.
MigrateChief Technology Officer
Feb. 2013 - Dec. 2015La Jolla, CaliforniaManaging global ICT strategy for Migrate as they expand outside of Jordan into the Middle East, Europe and the Americas. Heading the global PMO and providing PMO outsourcing services. Involved in business development for companies wishing to expand into the Middle East and Middle East companies wishing to expand into the US market. Also worked with the Jordanian Ministry of Health in early definition of an EHR system requirements for the Hakeem project to establish electronic health records across Jordan. Branch manager of Migrate California office.
Monhabie Partners LLCPresident
Dec. 2012La Jolla, CATechnology consulting firm specializing in global ERP implementations, distributed applications, project assessments, corporate acquisitions, corporate consolidation, corporate divestitures, PMO, resource planning and manufacturing. Monhabie Partners has full project life cycle experience from vendor selection and requirements assessment to system and user acceptance testing and closure, utilizing strict methodologies pursuant to PMI and Microsoft SureStep. We have extensive experience in finance processes, accounting fundamentals, cash and banking, eBanking interfaces, financial reporting, chart of accounts, SCM, Manufacturing, MTO/CTO, retail, distribution, project accounting, loan servicing, etc.
Verify, Inc.Sr. Program Management Consultant
Dec. 2012 - Dec. 2013Irvine, California, United StatesProvide consultation and project management for an aerospace supply chain assurance firm to implement an AX ERP implementation to replace a 12-year-old legacy system and four other systems. Primary role is as the Sr Project Manager leading all aspects of the MS Dynamics AX implementation, defining the project using MS Sure Step methodology, building the consultant team, and executing through the five phases. Detailed focus on chart of accounts, treasury and banking interfaces.
Western Computer ServicesSr. AX ERP Project Management Consultant
Dec. 2011 - Dec. 2012GlobalProvide consultation and project management leadership for high end clients with complex and mission critical ERP project implementation requirements on MS Dynamics AX. Primary role is practice lead for global multi-national clients.
New York UniversitySr. ERP Project Manager
May. 2011 - Nov. 2011Consulting with the NYU Program Services Office in implementing systems, programs, and processes for the development of the new New York University in Abu Dhabi, UAE. Primary project is deployment of PeopleSoft eProcurement on top of the existing global NYU PeopleSoft ERP system. Accomplishments:
• Managed the definition, design, build and deployment of a major ERP PeopleSoft platform in just three months
• Successfully engaged and managed the offshore vendor team despite an almost fatal lack of leadership and a turnover of three project managers
• Successfully collaborated with the NYU IT and financial applications support departments in New York to integrate the eProcurement build and delivery onto the global PeopleSoft platform and support structure
KofaxEMEA Senior Project Manager
Sep. 2010 - May. 2011Managed the planning and execution of the sale of the Kofax hardware division to German investors, carving out that part of the company and creating a new company, Dicom. This involved replicating the ERP system and migrating the hardware company over, tracking the sale agreement steps to completion, and planning the facility changes and lease change requirements. Accomplishments:
• Developed tools for management to place a monetary and operational value on each of the companies that were being divested into two companies. This valuation was a key component in placing a final price tag on the sale of the hardware division.
• Determined a timeline for facility conversions and lease modifications that took into account facilities to share, to close, or to remain occupied by Kofax or the buyer after the sale.
• Developed a project plan to manage the facility changes and moves including developing the infrastructure for the buyer and which allowed Kofax to host and support the buyer for 9-12 months until they were able to take over operations themselves.
Coda Automotive LtdSr. ERP Project Management Consultant
May. 2010 - Aug. 2010Provide consultation and project management coordination for development and implementation of corporate operational processes and integration with MS Dynamics AX ERP system. A program of 19 distinct projects defines the operations and processes to develop and integrate. They include CRM, supply chain, MRP, data center, credit card processing, customs brokerage and product assembly BOMs. Responsible for determining project scope and managing change control, establishing and managing project schedule, and accomplishing the integration while adhering to the corporate executive roadmap and automobile production schedule and market readiness. Accomplishments:
• Organized various separate initiatives into one consolidated project and action plan
• Identified work load and provided metrics for measuring progress
• Coordinated with vendors in China and the US on interfacing operations with the ERP system to be able to track from orders to manufacturing to delivery and sales support
MRV CommunicationsSr ERP Project Manager
Jan. 2010 - May. 2010Consolidation of three business divisions into one business unified business model, conversion of two divisions onto Expandable ERP system for finance, supply chain, order management, etc. As lead project manager, responsible for full SDLC and all aspects of project management from start to finish. Accomplishments:
• Led the business through a definition of a new corporate structure and operating model that combined three separate operating divisions into one North American corporation
• Consolidated all corporate functions into one operating model; finance, customer support, engineering, manufacturing, order management, and sales
• Performed business process mapping to identify more efficient sharing of operational duties between the three locations
King's AcademySenior Project Manager
Aug. 2009 - Jan. 2010Devoting volunteer time to a special project that is important to me. As an officer on the Board of the Class of 1980 Association which is assisting King's Academy in Madaba, Jordan with fundraising, alumni office, and development, I helped develop and implement a web site for the alumni office.
KofaxGlobal ERP Project Manager
Nov. 2008 - Aug. 2009Project Manager for rollout of Microsoft Dynamics AX Finance ERP to 26 subsidiary companies across Europe, United Arab Emirites, South Africa, Asia, Australia and Singapore. Deployment plan called for one or more subsidiaries to be converted and deployed every 30 days. Starting February 1 my team successfully deployed Switzerland, UK, Benelux, Austria, Germany, Denmark, Sweden, Norway, Finland, Dubai and Singapore. Accomplishments:
• Deployed Dynamics AX to 26 companies on schedule and preserving business continuity placing the corporation on a single financial platform globally
• Successfully executed 25-day rollout strategies for each deployment including data migration, user acceptance testing, training and managing all open sales orders
• Integrated with corporate supply chain reorganization with re-engineered business processes
Cognizant Technology SolutionsBPR Consultant
Aug. 2008 - Oct. 2008Sr. Delivery Manager for processes included Finance Systems, Financials Integration, Order Mgmt, Customer Support, PMO Project Management and RMO consulting. Cognizant’s Business Process Consulting, BPC, leverages extensive BRM and BRP knowledge, practical implementation experience and deep business process expertise to provide enterprise-wide Business Process strategy, implementation, and integration consulting services. Tailored solutions help clients enhance their business efficiency by removing non value-adding processes, manage business rules as a company asset, and improve operational and financial performance. Accomplishments:
• Participated in new Business Process practice development allowing Cognizant to augment core CRM and BPM opportunities with process improvement offerings
• Key pre-sales participant in securing two key client contracts
Fox Interactive MediaERP Program Management Consultant
Feb. 2008 - Mar. 2008Responsibilities:
• Responsible for assessment of Oracle Finance implementation and recommendations to management of project health and viability of planned deployment on March 31, 2008. • Managed team of 13 Oracle consultants charged with joining with the FIM IT team and reviewing all Oracle design & development work to date including best practices for COA (Chart of Accounts), GL, AR, AP, Cash Management, Procurement, Fixed Assets and Tax.
• Reported on findings and recommendations directly to the company Controller, CFO and CIO. Accomplishments:
• Documented existing state of Oracle design and configuration and that opportunities for improvement existed
• Suggested that the planned deployment date would not allow for needed improvements
• Recommended a revised project plan that would deliver all requirements
King's AcademyKings Academy Opportunity Fund
Jan. 2008Madaba Governorate, Jordan
PcubedERP Resource Management Consultant
Aug. 2007 - Jan. 2008Bristol, Bristol, United KingdomResponsibilities:
• Responsible for analysis and continued management of resource allocation of business resources for a global Fortune 500 corporation. • Development of methods to analyze and report on project resource assignments, analysis of allocations and prioritization of resources between competing requirements. • Consultation and analysis of existing resource management procedures at a leading mobile phone service provider in the UK, and the design of an optimal structure for resource allocation and management of 1200+ technical experts. Accomplishments:
• Provided foundation of PMO/RMO design presented to Governance Board
• Provided analysis of existing resource management methodologies in use
• Developed transition plan to execute PMO/RMO proposals
Office DepotERP Lead Project Manager
Nov. 2005 - Jul. 2007Responsibilities:
• Responsible for global release and deployment of Oracle ERP Financials modules. Liaise between CFO, finance executives, Oracle consultants, operations and IT in identifying business process gaps and developing strategies for either Oracle customizations or business process re-engineering.
• Key point of contact for 128 member team.
• Developed comprehensive business change management plan itemizing the step by step new processes to support the new path and activities the business will adopt.
• Provide leadership for all Gate Reviews and Checkpoints enabling full UAT validation of new processes within the application scope. Accomplishments:
• Developed phased deployment project plan which was adopted by entire Oracle ERP program
• Developed program design review methodologies adopted by entire Oracle ERP program
• Developed revised global deployment strategy putting Finance implementation first
CendantSenior Project Manager
Aug. 2002 - May. 2005Responsibilities:
• Reporting to the CIO, managed interfaces with four parallel projects through UAT testing to deployment. Provided synergy across lines of business to support all phases of testing.
• Supported a parallel testing process to meet targeted timelines and expectations identified by the business goals.
• Ownership of all business signoffs and validation of gaps and retesting of defects and gaps in meeting results as expected. Verified all documentation was met and aligned prior to deployment to production. • Responsible for applications development on Back Office legacy systems, CICS Cobol on VSE, following Cendant-supported PMI project methodologies. Accomplishments:
• Conducted & coordinated extensive round-the-clock UAT defect review meetings
• Lead global deployment planning, conversion and implementation teams
• System go-live occurred in Australia and North America with zero business interruption
Universal Studios HollywoodSenior Project Manager
Nov. 1998 - Jul. 2002Responsibilities:
• Responsible for cradle to grave project planning and implementation of IT projects consisting of distributed client-server, thin-client, web applications, and network infrastructure for Universal Music Group and Universal Studios Group. Managing multiple projects for a substantial global client base using strict PMI methodologies. • Provided full test methodology to implement 52 projects successfully. Oversaw the creation of test plan and strategy to ensure scope was traceable back to business and technical requirements. Provided resource estimates and reviewed skill set to meet goals of positions. Leading role in developing PMO best practices and fostering PMI methodologies. Accomplishments:
• Installed Citrix Metaframe as the global applications delivery platform
• Instrumental in IT adoption of PMI project management methodologies
• Established Project Management Office (PMO) for Universal Music
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