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Click here or scroll down to respond to this candidate Candidate's Name ABD, PHD
Street Address Yarmouth Court
Carrollton, Virginia Street Address
PHONE NUMBER AVAILABLE
Executive Program Manager Global Human Resources Organizational
Change
EXPERIENCE
TATA CONSULTANCY
ATLANTA, GA
Global Shared Service Practice Lead
2011- Present
Within this role, my responsibilities consist of helping TATA build a world class
shared service institute, corporate training and development university, including
designing: strategy, critical training and change management solutions, job profiles,
processes and trained business analysts, for the Human Capital organization.
Designed, developed and facilitated change leadership development with a Fortune
1000 CPG company executive team that prepared them for merger integration and
systems optimization.
Worked with executive team of three leading countries within TATA to develop their
competencies as a high-performing decision-making team within a Shared Service
setting to develop Balance Scorecards, a Workforce Strategy and Governance
model.
Led organization design for a Fortune 500, global natural resources Development
Company in a post-merger integration, ERP implementation. During the
transformation, re-designing the IT organization in an outsourcing model; re-
designed HR in a new Shared Services model, including business partner
organization, centers of expertise, and leadership structure. Scope included the
North American and South American businesses, as well as the overall governance
models for HR.
Designed and catalyzed organizational change in a leading health insurer through
executive assessments, mentoring, and facilitation of the management team. Re-oriented
the Human Capital business unit to deliver demand-driven, client-centered solutions,
enhancing organizational effectiveness and business partnership. Reported to the Group
Director, HRD.
WHIRLPOOL CORPORATION (CONTRACTOR) SAINT JOSEPH, MI
Global Senior Manager, Enterprise Systems (HR) Shared Services
2008 2011
Responsible for setting the strategic direction and driving business initiatives revenue and
profit growth for one of the Shared Services Division Human Resources and Finance. In
addition, led the Accenture team in re-defining the priorities of the organization to include
policy development, benefits requirements and communications approval for product
development. This included collaboration with the change management divisions for
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project work: technology, finance and other key operational functions to include Enterprise
Compensation Planning .
Led the coordination of Accenture s Application Management Services (AMS)
internal and external resources through the Center of Excellence aligned with
concurrent change management projects that are Human Resources centric.
Managed the relationships with Whirlpool s change management counterparts
IBM and Accenture; development of functional business blueprints; aligning the
talent to manage and deliver corporate projects on time and within budget.
Provided consulting, SDLC-based concepts, integration and transition strategy for
upgrading SAP ECC 4.7 to ECC 6 worldwide.
Managed a team of specialists with expertise in the HR Enterprise services model
that deliver employee benefits, corporate communications and culture
transformation support.
Worked extensively with Legal to ensure that all human resources and legal IT
audits were in compliance, to include maintenance of all IT systems.
SMITHFIELD FOODS SMITHFIELD, VA
2004 2008
Senior SAP Human Resources Program Manager
Worked with the multiple business units to manage and set shared services
priorities and vision for the site, including building out key content verticals across
platforms, specifically the web, human resources environment. In addition,
collaborate with business partners both inside and outside the Company to leverage
integration opportunities.
Collaborated with Senior Management to define the organizational goals and
ensured that organizational missions were aligned with new technology mandates.
Designed and created the organizational structures to effectively manage and
implement all facets of business continuity.
Led management and end users in developing solutions to increase productivity
and drive cost savings to the bottom line by development and design of the human
capital roadmap.
Managed the corporate data center Oracle system for financials, payroll,
purchasing, and human resources; provided technical support services for multiple
subsidiaries.
Maintained ultimate control of the 7x 24 data center operations and support through
a seven member data center technical staff.
Implemented improved contract negotiation strategies, vendor consolidation, and
billing audits to contribute to over $14 million savings in technology costs.
Improved outgoing invoice accuracy from a 62% to 92% increase in scores on the
Human Resources scorecard.
Completeness checks - controls that ensure all records were processed from
initiation to completion In terms of Sarbanes Oxley to include the following:
Validity checks - controls that ensure only valid data is input or processed.
Identification - controls that ensure all users are uniquely and irrefutably identified.
Authentication - controls that provide an authentication mechanism in the
application system.
Authorization - controls that ensure only approved business users have access to
the application system.
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Input controls - controls that ensure data integrity fed from upstream sources into
the application system.
Forensic controls - control that ensure data is scientifically correct and
mathematically correct based on inputs and outputs
ROBERT HALF INTERNATIONAL RICHMOND, VA
Senior Program Manager (Contractor)
2002 2003
Reported to the CIO and various divisions to drive benefits savings and to research
the development of new revenue generating deals with key content partners and
formulate strategies to implement cost saving centered around benefits savings and
the implementation of Oracle Worldwide.
Implemented strategy for digital distribution of content across various platforms.
Planned and implemented processes and procedures to enable business content
unity.
Served as senior manager/consultant for an engagement with a high profile fortune
500 corporation with emphasis on learning management, staff training and
development.
Subject Matter Expert guiding an SAP HCM implementation for AlliedSignal s
acquisition of a French subsidiary; resulting in savings of over $4M previously paid
to independent insurance carriers.
Spearheaded day to day work with the business community to shape and design
new initiatives and articulate how the Oracle ERP solution met business goals and
objectives.
Led the IT organization for design, testing and roll out of an interface between the
insurance department benefits and claims management to Oracle HRMS; saved the
company over $4.2M.
NCS PEARSON ((Contractor)
RESTON, VA
Senior HCM Resources Program Manager
2000 2002
As the business leader with the firm s organization and strategy team, managed the
$16M TSA account; provided oversight for a portfolio of government consulting
engagements, and facilitating a full range of management consulting services
focused on Human Capital Management technology implementation business
transformation and performance improvement.
As program manager, implemented employee screening strategies for more than
72,000 people, responsible for the technical and supervisory roles within the newly
formed Transportation Security Agency.
Managed applications and technologies including Oracle HRMS, Tabware,
Warehouse management Systems, Kronos, Data Warehouse and EDI.
Led all areas of staffing to include recruiting, interviewing, and determining
appropriate salary levels and merit increases.
Improved staff efficiency through recruiting, training and leadership support within
six months of initial hire.
Worked with senior management to develop incentive programs and benefits
packages.
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Developed and reviewed annual performance agreements with all staff managers.
PWC
MCLEAN, VA
1999 2000
Senior Program Manager (Contractor)
As Organizational Change Management and Communication Manager for a $2B IT
Outsourcing program, managed resources and activities targeted to gain
shareholders acceptance and adoption of the new SAP HCM business model.
Worked with SAS Institute - Oracle 11i implementation to restructure the Human
Resources from a paper based transactional organization to a process driven unit
through the use of Oracle Human Capital.
Managed a staff of 15 (process engineers, developers and functional managers).
Developed and ensured adherence to weekly/annual budgets.
The project was completed six weeks ahead of schedule with a cost savings of
$580,000.
Reduced the production benefit interval from 16 days to 5 days by leveraging
quality teams using Six Sigma methodology and instituted process improvements
that elevated the outgoing product quality rating from a D to an A scorecard.
ANSWERTHINK CONSULTING GROUP, INC
Senior Change Management Program Manager (Contractor)
1998 1999
Reporting to the Division President, provided strategic direction and oversaw the
development of policies and procedures for day to day operations of a major mid
west financial institution.
Responsible for providing broad expertise across the payer sector and positioning
Cisco as a trusted advisor to Senior Business and IT Executives (CXOs) providing
innovative thought leadership and driving the expansion of their technology
initiatives.
Recognized for demonstrating outstanding leadership by providing direction and
development of ongoing organizational strategies including global compensation.
Used e-Financial marketing to maximize the financial portfolio, resulting in a twenty
percent increase within the first six months of implementation.
Managed six consultants responsible for Oracle financial technical requirements.
The project included designing, documenting, coding, and testing interfaces, forms,
and program requirements to implement Oracle financials using Oracle database
version 7.3, Oracle financials version 10.7, and Oracle forms.
GENERAL ELECTRIC (SHARED SERVICES) NORFOLK, VA
Vice President of Quality and Training
1996 1998
Reported to the Vice President of General Electric Appliances and managed 50
Quality Assurance Auditors and 5 Training Managers primary focused on
developing policies to support the business integration for recently acquired
companies in Canada and Mexico.
Provided guidance to management and resource consultants in developing a quality
strategy in transforming the training organization from a paper based transactional
division to a technology driven environment.
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Initiated and managed business transformation driven by technology and
developed benefits realization for current business models.
Assisted account teams in developing business at the executive level within
targeted accounts to capture customer mind share and build partnerships;
transformed field organization to solution selling model.
Created demand for end-to-end Cisco solutions in the payer sector as a means of
successfully deploying these applications.
Demonstrated and quantified how technology solutions can provide specific
customers with sustainable competitive advantage or improve business outcomes.
Developed relationships with services and applications partners in order to provide
customers with recommendations on total solution deployment to achieve results.
Maintained heightened awareness of current and predicted overall trends and
developments in healthcare/payer information technology and develop strategies to
respond to such trends; and through outstanding work and client service, helped
drive greater visibility to the practice nationally.
Oversaw functional operation of six call centers in Norfolk, VA, Phoenix, AZ, and
Cedar Rapids, IA comprised of 3,000 Customer Service representatives.
Managed 6 trainers for the delivery of Six Sigma, On- boarding, and the GE
training.
Ensured customer satisfaction with network design, installation, and operations
worldwide.
NEW YORK TIMES (SHARED SERVICES) NORFOLK, VA
(Contractor)
1994-1996
Responsible for all aspects of executive compensation, including working
extensively with the Compensation and Benefits Committee of the Board of
Directors and preparing all required meeting materials. Ensured accurate and timely
submission of executive compensation data for inclusion in the annual proxy filing.
Participated in the analysis of potential mergers, acquisitions and divestitures. Led
the integration of acquired or merged entities, developed integration plans and
processes, provided guidance to transition teams and support implementations.
Responsibility for the development of company HR guidelines, policies and
procedures. Served as the designated expert on the interpretation of policies and
issues both domestically and internationally.
SELECTED CERTIFICATIONS AND ACCOMPLISHMENTS
Project Management Vendor Outsourcing Certified
Program Management Customer Relationship
Management
Black Belt Six Sigma
Resource Allocation
SDLC Certified
Talent Management Certified
Disaster Recovery Certified
ITIL Certified
International HR SVC
Management Learning Management Certified
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EDUCATION/CERTIFICATIONS
PHD, Candidate Information Systems, Capella University
Harvard University Senior Executive Leadership, Fellow
MS, Management - Hampton University, Hampton, VA
PROFESSIONAL ASSOCIATIONS
National Association of Training and Development
National Association of University Women
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