Senior Program Manager, SAP S/4HANA Senior Delivery & Integration Project Manager

12/2018 – 6/2022

Managed financial and resource aspects of multiple programs in the category of “KBR Keep the Business Running” within Research, Laboratory and Compliancy space. Proper and on-time delivery of these program business benefits, and underlying project deliverables is essential for maintaining status quo of business essential IT services. Detailed business case preparation and professional presentation was required for each scope extension to CxO-level stakeholders as these programs were granted very narrow annual budgets.

Machine Learning and Operational Effectiveness Program Manager:
- OA / OEE – Operational Availability / Operational Equipment Efficiency - Collecting Operational data from production sensors and through automated calculations to analyze and display them on Dashboard
- PCM – Predictive Maintenance - Machine Learning on processing Operational data and predicting most efficient Maintenance Windows for production line components
- Utilized Development external resources from Amazon.
- Program budget: up to $2 mil; Total team size: up to 15 members.

Enterprise Lab Platform KBR Program Manager:
- Laboratory space platform maintaining program covering multiple critical platforms (e.g., LIMS, Empower, Nugenesis, OpenLab).
- Main project goals were to deliver capacity and functionalities to business requirements and to support estimated business growth.
- Removal and upgrade of obsolete platforms was also key deliverable of respective projects.
- Program budget: up to $2 mil; Total team size: up to 20 members.

Pre-Clinical Development and Compliance KBR Program Manager:
- Laboratory and Compliancy space requirements driven cluster of projects with varying deliverable, starting from Proof of Concept, through EDI integration development to essential service build up and delivery to
Production.
- Compliance segment deliverabl es were regulatory bodies requirements on reporting allowing auditors tohave all information readily available when required.
- Program budget: up to $1 mil; Total team size: up to 15 members.

Acronis Back Up (Disaster Recovery) capability for IT manufacturing infrastructure (GxP regulatory): Managed global delivery of off-the-rack solution for data backup and restore capability to comply with new GxP
and Data Integrity policies.
- Building infrastructure in each of 25 manufacturing sites globally to prepare basis for solution delivery (managed procurement of HW equipment (initializing tender, quotation, vendor selection).
- Organizing local technology teams to deliver workstream assignments, perform application deployment and GXP testing and validation (overseen by Quality Assurance team).
- Managed delivery of SDLC (Solution Delivery Life Cycle) documentation to comply with regulatory and satisfy Quality Assurance requirements.
- Project budget planned for over $2,000,000; Total Team size: app. 30 people concurrently, overall app. 130 people.

Access Center Application Interface Migration (GxP regulatory):
Managed initiative to provide uniform UX user experience for particular business process (URF, User Request Form, to request access to be granted) for extensive list (70+) of business-critical applications
- Managing Business Requirements discussions between Business Owners and Development team (to map current processes and to propose improvements to be delivered during migration).
- Managing off-shore Development team (3rd party vendor) delivery to meet business requirements, scope and timeline.
- Complete budgetary responsibility of project financials.
- Project budget planned for $1,000,000; Total Team size: app. 15 people concurrently; overall app. 200 people.

Projektmanagement (IT), Programm-Management

9/2017 – 12/2018

E-Commerce Organizational Change Program (Apple Care insurance product):
Oversaw and managed delivery of product and process re-definition (initiated by EU legal requirements) and organizational change (business process and organizational structure). This change created opportunity for
leaning the process up and introducing number of functional improvements.
- Business Organizational Change as the result of legal requirements change where EU legal ruling required to sell insurance product in certain way required organization to modify process and implement it across
number of EU countries (AT, DE, CH, IT, FR, NL, UK, SE).
- Managed requirements and knowledge gathering sessions driven by Business Analysts across all countries in scope to map and document future solution design and delivery.
- Managed delivery of SAP team (SD, FI, BW, MM, TM, LO), e-commerce web-portal modifications, and Integration teams.
- Managed Stakeholder and Customer involvement, expectations and communication channel to maintain involvement and secure resources for extended testing phase.
- Project budget planned for €200,000; Total Team size: app. 60-70 people.

Programm-Management, Projektmanagement (IT), SAP ECC, Scrum

11/2014 – 6/2017

Delivery and Test Lead for 4PL Supply Chain integration:
Assigned to deliver on time, within specification and within budget replacement of currently used logistics systems of previous 3PL provider with newly contracted DHL Supply Chain infrastructure.
- Work streams:
• Business processes (complete mapping of generic and in-country specific processes)
• IT systems implementation, integration, throughout integration and user-acceptance testing resulted in GO LIVE and production operations switch to new systems.
§ EMEA-wide Warehouse Management Solution supported by Blue Yonder (JDA) and Oracle R12.
- Project included all EMEA, and Pakistan.
- Project budget of €2 mil; Total Team size: app. 30 people.

Warehouse Management (JDA/Red Prairie) Cloud Transformation and Migration initiative:
Operating system license (Red Hat 5.x) required build of new environment (Red Hat 7.x; 30+ cloud-based servers) and migration of 120+ JDA instances to this new environment:
- Business change strategy planning and delivery: Very detailed program plan was delivered within very short time frame and approved by Board with only few minor comments.
- Business change planning: Overall migration broke into 10 migration waves. After initial pilot, when process settled down, all upcoming migration waves were issue and disruption-free.
- Strong stakeholder management: Effective relationship enabled to communicate implementation windows sufficiently in advance to prepare business units and avoid any issues.
- Cloud Infrastructure Transformation Solution supported by Google Cloud Platform (Google Storage, VPC, Cloud Load Balancing, and Cloud IAM), Blue Yonder (JDA) and Oracle R12.
- Project budget of €1.5 mil; Total Team size: app. 40 people.

Vision Picking WMS functionality Global Pilot for UK and NL:
Took over IT work stream in DHL Supply Chain pioneered program initiative with Augmented Reality and GoogleGlass equipment implementation:
- Managed Infrastructure Delivery to provide grounds for interface testing among WMS components (JDA/Red Prairie and Manhattan)
- Overlooked Business Change process analysis and Solution Improvement Delivery for post-Pilot Clients
- Responsible for global vendor performance management
- Infrastructure Solution supported by Blue Yonder (JDA), Ubimax software interface and Oracle R12.
- Project budget of €2 mil; Total Team size: app. 40 people.

Global Infrastructure Network Backbone Upgrade:
Took over and turned around massive project to upgrade bandwidth for regional data centers in the U.S. (new site), Europe (EU), and the Asia-Pacific (APAC) to global MPLS Cloud. Led global change initiatives and
implemented stringent vendor controls to bring project back within time and performance goals while:
- Driving interconnectivity across data center sites to attain “global Cloud” presence.
- Enabling delivery of high-performance enterprise-level SAN.
- Boosting performance and availability to meet five-nines (99.999%) SLA target.
- Project budget of €25 mil; Total Team size: app. 70 people.

Virtualization Upgrade:
Hand-picked to manage supplier in upgrade of virtualized environment (server and desktop) to new Citrix release (XenApp/XenDesktop 7.6).
- Served as primary liaison to define delivery timelines and to ensure solution testing.
- Managed stakeholder communications and delivered weekly board reviews.
- Project budget of €500.000; Total Team size: app. 20 people.

Global Machine Security Certificate:
Collaborated with security partners to design robust machine security certificate program to guard corporate
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data, strengthen IT asset management/hardware lifecycle policies, and control acceptable use of personal
devices to remediate findings and recommendations for IT services audit.
- Crafted and managed comprehensive BYOD/COPE policy framework.
- Directed application testing to facilitate seamless production launch.
- Project budget of €1.5 mil; Total Team size: app. 40 people.

Projektmanagement (IT), Programm-Management

2/2013 – 10/2014

Business Change Program & SAP Service Management Transformation:
Propelled business performance by 30% through program management of EDI infrastructure build-out and development of optimized B2B workflows.
- Business Change as the result of technological upgrade where new, customer dedicated environment resulted in massive business process change (re-design of process (Standard Operating Procedures).
- Change Management process for SAP Center of Excellence required process consolidation and improvement which when successfully delivered improved process performance and reliability significantly.
- Expanded ERP (SAP) capabilities to provide real-time pricing for HP distributors through $250K custom database application design and delivery.
- Selected by senior management board to stabilize business and IT change processes, developing and delivering change plans and managing communication for implementations, working with across-thefunction
Change board.
- Managed stakeholder involvement and participation on change programs.
- Project budget of €500,000; Total Team size: app. 20 people.

E-Commerce Software Development Project Manager:
Assigned to manage Business Unit account from perspective of Business Functionality development in Agile (SCRUM) environment.
- Assigned to manage Business Partner (Internal Business Unit) account from perspective of Solution Delivery
- Managed portfolio of projects to deliver variety of functionalities for ecommerce web portal (main sales channel for the consumer electronics wholesale client).
- In close cooperation with Product Owner, organized and manage definition of requirements, their prioritization (Business Criticality) and setup of product roadmap.
- In close cooperation with Scrum master, evaluated requirements, defined interdependencies, sprints and sprints delivery.
- Supported Product Owner in story, organized daily Standups, Sprint Demonstration and Groomed backlog.
- Project budget of €500,000; Total Team size: app. 10 people.

Projektmanagement (IT), Scrum, Programm-Management

2/2012 – 1/2013

Project Management Methodology:
Sparked 90% decrease in incident response and delivery time by deploying ITIL incident management process throughout the company.
- Engineered change management processes, spearheaded employee adoption and engagement, and oversaw change management board.
Global Project and Business Change Delivery: Reduced operation and administration costs 60%+, enabled client to track goods en route from Asia.
- Simultaneously acted as business analyst and project lead, visiting client’s Moscow site on 3 occasions to develop business case and execute plan.

Projektmanagement (IT), Programm-Management

6/2005 – 1/2012

Virtual Team Leadership:
Led cross-functional distributed virtual team of 30+ remote business consultants, testers, B2B engineers, and business process testers to implement solutions across Europe.
- Managed series of user acceptance-testing workshops in US and Asia, motivated development team to resolve issues and solidified client relationship.
- Cut resource and program costs by 20%, centralized processes through business needs analysis, and built strategic alliances across the organization.

Regional Data Center Optimization Program:
This program was triggered by the opportunity to materialize cost savings by consolidation of IT services hosting facilities from number of country-based data centers to state-of-the-art centralized solution.
- Delivered Consolidation program, established new IT Support structure and processes for 100’s of IT and ERP business solution (SAP WM, OM, HR, FiCO, TM, IT).
- Successful delivery of SAP Service Management Transition (EMEA-wide Data Center consolidation program including build of new SAP infrastructure and consolidation of countries SAP instances into central Data Center). This program included full SAP Template rollout delivery.
- Project budget of €35 mil; Total Team size: app. 40 people.

Global Warehouse Management Systems Project Implementation:
Supported project delivery for global implementations of SeLECT (SeLECT UPGRADE), PROLOGS and JDA/Red Prairie WMS. Global implementations covering U.S., Europe and Asia-Pacific regions.
- Managed a team of 15+ virtual resources to deliver a $1.5M warehouse management system implementation.
- Invited to lead a 2week-long user acceptance-testing workshop in Houston, TX, motivated development team to resolve issues and solidified client relationship.
- Managed end-to-end project delivery covering all project components of project integration, scope, time, cost, quality, human resource, communications, risk, and procurement with full budgetary responsibility
- Managed business and change process analysis by overseeing business analyst team delivery covering number of Supply Chain processes
- Successfully managed offshore vendor delivery covering customization of business process flow
- Project budget of €2 mil; Total Team size: app. 35 people.

Projektmanagement (IT), Programm-Management