Jeanine Bradley - VP, Transformation PMO, RealPage, Inc.

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Work Background

RealPage, Inc.Vice President, Finance & Commercial Transformation

Mar. 2022Built a multi-disciplinary transformation team from scratch introducing portfolio, program and project management, business analysis, operational readiness and PMO capabilities into the organization for the first time at the level of discipline and structure required to support FaCT. Managed team stability and growth through multiple shifts in remit and management reporting alignment. Crafted and led detailed discovery, technology evaluations/selection and consulting partner assessments/selection working with executive leaders across RealPage to define business outcomes, scope, KPIs and business case for the FaCT initiative. Achieved board approval for $30m investment for a 2 year initiative implementing Oracle CPQ, Order to Cash, RevRec and ERP enabled by implementing MDM for critical data elements, ensuring compliance by design; all supported by operational readiness and customer migration strategies. Worked collaboratively with leaders and key partners to define the governance and FaCT team organizational structure which at its peak brought over 350 resources from 5 companies together to operate as one team. Led global business functional design and detailed technical design phase and entry into build phase of the initiative while beginning to craft multi-year roadmap for phase 2; integration of 28 billings systems and 14 ERPs into foundations built during phase 1.

Red HatSenior Director; Strategic Transformation Office (EApps)

Apr. 2021 - Mar. 2022Manage 7 direct and 74 indirect reports, serve on the Enterprise Applications team, manage a lead to cash transformation portfolio impacting revenue generating business units across the enterprise. I maintain accountability for multi-year strategic program execution. Highlights: -Direct the Portfolio Management Office, with oversight of intake process that enables prioritization, resource allocation, and performance transparency of the strategic portfolio. -Oversee a delivery Center of Excellence (COE) to ensure end to end solution design, cross-functional activity and release management utilizing agile methodologies. -Manage the Operational Readiness team, providing change management, communications, training, and operating model services to the enterprise. -Established a business capability framework to facilitate cross functional strategic priority discussion, delivery roadmaps, trade offs, and alignment.

Red HatDirector, Enterprise Applications Strategy & Transformation

Oct. 2018 - Apr. 2021Managed a hire to retire transformation through the design and implementation of Workday -Deployed Workday solution across 48 countries to 18k+ associates in 17 months (during Covid) while simultaneously integrating a Payroll transformation consolidating 14 vendors down to a single global payroll provider. -80% of associates signed into Workday within the first 2 weeks with tier 0 support keeping support ticket volumes at a manageable level during hypercare. No significant issues at go-live + 90 days.

Red HatSenior HR Strategist, Digital Business Consultant

Oct. 2017 - Oct. 2018

Railinc Corp.Senior Manager, Business Architecture and Process Excellence

Apr. 2013 - Oct. 2017Designed strategy Railinc software development by externalizing business process and policies in partnership with the North American Railroad (RR) industry. Highlights: -Challenged by all 7 North American railroads lacking inter railroad communication and collaboration especially around regulatory risks; developed a single NA railroad strategy to address. -Transformed the software development process by leveraging a software tool and business analysts to externalize business process and policies from code allowing the rail industry partners to easily understand and make changes to critical technologies supporting their business. -Increased trust and partnership for the company by leading all North American Railroads to arrive at a cross company collaborative technology solutions. -Built relationships with 40 stakeholders to begin the enablement process. -Designed a framework with common language terms to serve as a reference point and build consensus. -Aligned stakeholders on a 10-year strategy for the rail industry.

KPIT Extended PLMChief of Staff, Office of the CEO and Manager, Human Resources

Feb. 2012 - Mar. 2013Raleigh, NCReporting to the CEO, I helped position the company for sale by resolving long-standing operational challenges and assuming responsibility for a transactional HR department and helped transform the unit into a business partner. Highlights: -Led the executive search for a new EVP of Operations, filling the role in 5 months. -Managed and led a strategic portfolio of projects for the CEO's office, including leading the Human Resources department in a $5M shift from a transaction core HR services organization to a strategic partner model.

QuintilesDirector Strategic Planning

Jan. 2010 - Dec. 2011Recruited into a new role to change the CRO’s operating model, including roles, processes, new tool introduction, and impact to the technology. Building and introducing a new team from scratch to manage the $41m, 2 year program. Highlights: -Recruited cross-functional and multi-specialty leaders to help turnaround project. -Redesigned the global operating model for 1,500 people within 1 year, inclusive of process, technology, and organizational changes. -Ensured customer engagement and support, creating internal communication models to ensure success. -Achieved 20% reduction in the cost of the services provided to the pharma companies by increasing sales and simultaneously reducing contracting costs