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Click here or scroll down to respond to this candidate Personal Information
Candidate's Name
PHONE NUMBER AVAILABLE
EMAIL AVAILABLE (confidential)
Street Address Wilson Wynd Way (confidential)
Lawrenceville, GA Street Address
Professional Overview
Professional Headline
Portfolio/Program/Project Manager
Personal Statement
20+ Years of managing large scale programs and projects successfully enabling strategic valued objectivesto deliver Information Technology experience in multiple industries. A balance of actual corporate Hands On experience (12+ years) and Big 4 executive consulting experience (12+ years) provide the ability to successfully deliver business integration and information technology services to clients yielding value to the stakeholders, shareholders & consumers of any company. Has a proven ability to build & manage highly productive teams in both centralized & remote environments.Mr. Telfare gained his excellent credentials, as an executive consultant with two Big 4 Consulting firms (Accenture & KPMG/BearingPoint) and managing IT programs/projects for Scientific-Atlanta and BellSouth. He also has started and is operating his own independent consulting company. Mr. Telfare holds a Bachelor degree in Computer Information Systems from the DeVry Institute of Technology, Atlanta.
Core Competencies
Enterprise Program, Portfolio & Project ManagementIT GovernanceBusiness & IT Strategy ArticulationBusiness & Information Technology IntegrationIT Organizational TransformationLarge Scale Systems Implementation (ERP, CRM, OSS, BSS, etc.)Technology Support & Outsourcing StrategiesBusiness IntelligenceSupply Chain Management
IT Architecture Road-mapping & Process Re-engineeringBusiness Operations ManagementChange ManagementInfrastructure, Capacity Planning & Disaster RecoveryYears of Work Experience
20+
Highest Degree Earned
Bachelor
References Available Upon RequestProject Manager Program Management Office
TABACALERA USA Inc. (Contract)Jun 2019 - Present (4 yrs 9 mos)
Whippany, NJ Hybrid (On premise (Hybrid- part remote since Pandemic)RELEVENT WORK EXPERIENCE
1. Initially brought in to triage and stabilize an e-Commerce implementation using Salesforce Commerce Cloud & Salesforce Service Cloud. Quickly assessed the situation and established a successful stabilization project. Next, created a program to maintain and support current ecommerce system while successfully deploying two additional e-Commerce implementations.2. As a result, the COVID pandemic, worked with the applications and infrastructure leads to come up with a way to support remote call center capabilities to minimize impact to business operations3. Worked with IT VP to establish program to manage TSAs (Transitional Service Agreements) because of an acquisition. In this program, we managed the migration of all systems and services into TUSA prior to the expiration of the TSAs4. Key to the TSA program was the migration from a highly customized Lawson ERP system (Owned by the Seller) to a new ERP platform (Owned by the Buyer) for TUSA's B2B Line of Business. In the program, we managed scope / requirement establishment, system selection process, vendor selection. We selected NetSuite as the new ERP System. I was given oversite to manage all workstream. This included data migration, integration, core ERP implementation, reporting and end user training. We were able to meet all business requirements with out of the box capabilities except for tobacco industry specific requires for taxation. ERP was successfully implemented and established a stabilization program to support continued business training and the resolution of fringe case not identified during the project5. Worked with CIO to establish business case for migrating all lines of business to common ERP platform and Warehouse Management System
Skills: Program Management Project Management Triage Mergers & Acquisitions (M&A) ConsultingManaging Director at BIS ServicesBUSINESS INTEGRATION SOLUTIONS SERVICES, LLC
Managing Director
September 2004 June 2018
Job Description
BUSINESS INTEGRATION SOLUTIONS, LLC. Atlanta, GA 2004-PresentExecutive ConsultantResponsibilities include the sales and delivery of management and system integration consulting services to companies across multiple industries (telecommunications, consumer packaged goods (transportation & bottlers), Manufacturing (Appliances), Retail (Home Improvement), as well as government (federal, state & local)). Also, responsible for establishing and maintaining relationships with key client executives (C-level & mid-Management) and strategically aligning their goals, problems and needs with the firm's capabilities to develop value propositions that are a win-win for both parties.RELEVENT WORK EXPERIENCE 1. For Lorillard Tobacco Company/Imperial Tobacco Group Brands, LLC (Industry: Manufacturing & CPG) (2014 current) a. Partnered with client s PPM & Governance organization to manage 16 disparate enterprise transition workstreams combining them into a single interactive deployment plan which was the central tool and approach used to provide oversite of IT-enabling activities to support the sale of Lorillard Tobacco Company to RAI and then to subsequently bring up a new enterprise called ITG Brands for Imperial Tobacco Group leveraging acquired assets from multiple other entities. The execution of this process was completed in less than 60 hours (started 12am Friday morning and concluded in time to bring the plants up operational Sunday night before midnight) b. After the formation of ITG Brands as an entity, I was asked to manage the information protection & retention portfolio which basically provided governance and assurance services by managing to terms and conditions agreed upon by Imperial and RAI. In this role, I worked with Legal, Records Management and Compliance organizations for the companies involved to develop a repeatable process and approach that would track the deletion/retention of data from every IT system within ITG Brands and provide Compliance Information Packages that consistently provided clarity of scope, traceability and auditable proof that ITG Brands complied with every term and condition of the Information Protection Agreements. This included establishment of budgets & billing processes between the two companies for information protection & retention portfolio 2. For Lowes Corporation (Industry: Retail/Home Improvement) (2012 2014) a. Partnered with DCT to perform IT organization assessment that resulted in IT Strategic Roadmap. Personally, responsible for driving the PPM & Governance Tracks; building & managing a team that delivered a business & IT aligned approach to successfully manage and deliver strategic investment programs/projects
b. Developed, Trained & implemented Delivery Assurance approach ( & tools) which included: 1. Tactical Stage Gating process for IT related projects which established minimum entry & exit criteria, and measured compliance for each phase of Lowes SDLC; 2. Strategic Program Review process which provided transparency & accountability for both IT & the business and created and environment to expedite problem resolution; 3. Program/Project Deep Dive process whose purpose was to perform an assessment to determine why a particular program/project has gone off track and provide the executive leadership with recommendations of corrective actions which could result in resetting the project and continuing investment or stopping the project; 4. Integrated IT Governance approach that strongly tied PPM process, with Strategic Planning, Enterprise Architecture and IT Innovation processes
3. For Whirlpool Corporation (Industry: Manufacturing) (2012 2009) a. Was commissioned by Whirlpool Corporation to perform Portfolio Program Execution Readiness Assessment of its Global Information Systems Solutions Delivery organization. In this role, I developed and implemented a program Deep Dive review methodology that assess the top strategic programs from a project management, change management & resource management perspective with an emphasis on business alignment, value, budget & scope. During this process, worked with the Global and regional CIOs discovering opportunities to drive up project utilization, reduce external spend and drive cost out of GIS baseline operations budget.
b. Post-assessment, served an operational role as IT executive liaison or coach to assist the IT leadership team in the institutionalization of this new approach across its global organization (North America, Europe Asia & Latin America) c. Defined & implemented a stage gating process for the Solutions Delivery Group & later serve an operational Delivery Assurance role partnering with VPs and Program Director executing the stage gating process in a diverse strategic sourcing environment 4. For City of Atlanta (Industry: Municipal Government) (2005 2009) a. Initially, I was asked to perform a quick assessment of the City s Oracle ERP initiative. This program had gone off track several times and had increased in scope & cost. Basically, I suggested a more out of the box strategy with a heavy emphasis on re- training the City s employees on how to do their jobs with the new tools. I provided recommendations that were well received by the client. Many of the recommendations were approved and the initiative was reset and investment was continued.
b. I was then contracted as the Technical Program Manager for municipal Oracle ERP implementation initiative for the City of Atlanta. I reported directly to the CIO and served as a liaison to the Executive Steering Committee. This was an Oracle 11i e-Business Suite implementation which included 27 modules, across 4 primary business tracks: Finance, Human Resources, Procurement and Payroll. This implementation was a total footprint deployment affecting all departments within the enterprise. In addition, we implemented Oracle Business Intelligence across all tracks & supplemented with custom reporting system containing over 100 custom reports leveraging Oracle Discover reporting tool/Oracle portal. I helped establish a Team of One mentality for the overall engagement in order to supersede cultural obstacles between legacy resources, vendors & interdepartmental management. In this role, I managed a diverse team of IBM, Oracle, independent consultants and client resources in delivering this system. A hybrid team structure of on-site and offshore resources was used throughout the development process. I developed the WBS & MS project plan that was leveraged to successfully drive the project to completion along with associated status reports and PowerPoint presentation material. I also led the conversion & interface strategy associated with the implementation, integrating with numerous systems via bolt-on applications, extensions and customizations. In addition, served as liaison with executive committee to assist in the overall risk management of the initiative and assisted client in developing RFP for post implementation support and change management processes.Senior Manager at BEARINGPOINT, INCBEARINGPOINT, INC
Senior Manager
December 1999 - August 2004
Job Description
BEARINGPOINT, INC., Atlanta, GA 1999-2004Senior ManagerResponsibilities include the sales and delivery of management and system integration consulting services to companies across multiple industries (telecommunications, consumer packaged goods (transportation & bottlers) as well as government (federal, state and local)). Also, responsible for establishing and maintaining relationships with key client executives (C-level and mid-Management) and strategically aligning their goals, problems and needs with the firm's capabilities to develop value propositions that are a win-win; for both parties. Averaged $4+ M in annual sales & delivery during my tenure.RELEVENT WORK EXPERIENCE 1. For Consumer-Packaged Goods a. Helped develop global IT Strategy for a Top 100 company. This initiative assessed current organizations, procedures and policies against best practice for successful global organizations with similar characteristics. As a result, our team developed and presented strategic options/opportunities to the client s global IT council, which were well received. Accompanied the Global CIO to Europe serving as a member of his presentation team. We deliver the approach to global IT council. Our messages were well received by the global IT council who provided approval to move forward with presenting the selected approach to the top business leadership of the company b. Led change management initiative for (JDE) Equipment Supply Chain ERP rollout which included the creation of the change plan, business and IT organizational readiness plan (3 tiers), communication planning, training and IT Transition Playbook for program, consulting and production support resources & systems c. Led organization transformation initiative for Global Supply Chain Management IT organization, which included the integration/absorption of 3 desperate supply chain organizations into a single cohesive corporate SC organization. This included the assessment of people, processes and organization capabilities focusing primarily on resource management, operations management & business management d. Led CRM systems deployment effort which included Siebel Call Center upgrade (7.5.3), call center process re-engineering to take advantage of Siebel s core functionality and improve business operations as well as delivered a reporting data warehouse pilot to improve overall performance, timeliness and accuracy of reporting service provided to external customers.
2. For Government (Federal) a. For a Department of Defense agency, established a prototypical method/approach for revenue assurance/program profitability, which was used successfully for their long-haul telecommunications programs. By utilizing this method, the client will be able to monitor and track vendor costs, and that all services are being billed back to the end-user. This method will be re-used by several other programs within the client s sector. 3. For Telecommunications (LEC) a. Established a program management office (PMO) for telecommunications affiliate billing systems as well as establish framework for desire state enterprise, program & project management office for corporate billing and customer care organization b. Served as program manager for adjunct billing services including for broadband & some network service products c. For a LEC, led tool assessment for meeting desired state billing needs. Tools includes in this assessment were Kenan Arbor BP and AMS Tapestry billing systems d. For a LEC, led effort to migrate midrange-billing platform into centralized EDS data center
Senior Manager at ACCENTUREACCENTURE
Senior Manager
December 1997 - December 1999
Job Description
ANDERSEN CONSULTING, LLP (ACCENTURE), Atlanta, GA 1997-1999Senior ManagerResponsibilities include the sales and delivery of management and system integration consulting services to companies in the telecommunications industry. Also, responsible for building effective, productive teams with resources that had either little professional experience and/or little hands-on industry experience for my engagements. I Averaged $5+ M in annual sales & delivery during my tenure.RELEVENT WORK EXPERIENCE 1. For Telecommunications (LEC/IXC/Cable) a. For an IXC, led revenue operations requirements review team which reviewed all documented Revenue operations requirements for completeness and inclusion and cross referenced each requirement to the product description, the client s critical success factors, documented processes and industry best practices. This resulted in a living document identifying a road map for the client to move forward from its AS IS to its TO BE model.
b. FOR LEC, performed business case analysis to determine IT costs for implementation funding acquisition and ongoing O&M budgeting as well help determine ROI c. For a competitive LEC and IXC, led Billing Augmentation, Wholesale Billing and Mediation Initiative which included staff augmentation/outsourcing and managing of IT wholesale billing unit (revenue assurance, customer care, operations and helpdesk) d. For a competitive LEC and IXC, lead for the Billing Stabilization Requirements Definition project which was responsible for documenting requirements that would stabilize the clients operational execution and improve the ability to audit and track the Commercial, Wholesale and LEC functional billing processes e. For a competitive LEC and IXC, led a Telecom Risk Mitigation project. The key focus and deliverables of this project was to identify operational risks (business and IT) to the business due to merger/acquisition activities and propose potential solutions for mitigation f. For a competitive LEC, lead OSS/BSS interface requirements and service level agreements definition project between client, software vendors and wholesale service providerDirector of Technical Support Service at SCIENTIFIC-ATLANTA INCSCIENTIFIC-ATLANTA INC
Director of Technical Support Service
September 1996 - December 1997
Job Description
SCIENTIFIC-ATLANTA INC. Atlanta, GA 1996-1997Director of Technical Support Service - COAXIOM ProgramManaged the technology support department responsible for supporting cable telephony joint venture. Responsibilities included LAN/WAN support, product sanitation lab support, SW/FW/HW configuration management, quality assurance & testing, help desk support and IT systems procurement. Also, served as technology liaison between SA and Siemens in this joint venture.RELEVENT WORK EXPERIENCE
1. For Telecommunications (For a Broadband Communications Manufacturer) a. led configurations management project which re-engineered software/firmware build, package and release processes for cable telephony products b. For a Broadband Communications Manufacturer, served as research and development liaison between BCM and Telecommunications Switch Manufacturer partnering in a joint Cable Telephony project
Acting Director (Senior Manager) at BELLSOUTH TELECOMMUNICATION, INCBELLSOUTH TELECOMMUNICATION, INC
Acting Director (Senior Manager)
September 1985 - September, 1996
Job Description
BELLSOUTH TELECOMMUNICATION, INC., Birmingham, AL 1985-1996Acting Director (Sr. Manager) - Billing, Strategic SystemsManaged outside-the-envelop billing services delivery and maintenance teams for other smaller communications and utility clients. Co-led program to certify billing processes to SEI CMM level 3. Served as Billing subject matter expert providing client interfacing support for large accounts having enhanced billing service products (SMDR, EDI, EMI/EMR tapes, etc...). Helped develop & implement Software Development Life Cycle for IT new systems development organization as well as legacy maintenance organization. This included business Integration (requirements), H/W & S/W procurement, development, test, maintenance environment establishment, and change control processes & procedures.RELEVENT WORK EXPERIENCE a. For a LEC, co-lead project to certify LEC billing processes to SEI CMM level 2/3 b. For a LEC, served as billing subject matter expert providing client interfacing support for large accounts having enhanced billing service products (SMDR, EDI, EMI/EMR tapes, etc) c. For a LEC, managed outside-the-envelop billing services delivery and maintenance teams for other smaller communications and utility clients d. For a LEC, segmented Commercial-Off-The-Shelf (COTS) tools market and mapped the LEC s IT core capabilities (PMO & FMO) and requirements to the best of breed tools within each market segment |
