Global Director, HR-IT
TeleTech, Inc.
Total years of experience :24 years, 9 Months
Part of the Human Resources senior management leadership team overseeing technology for HR-IT Systems
Responsible for integration between Talent Acquisition (Taleo), HR (Oracle), Timekeeping (Kronos), Payroll (Oracle) and Performance (Cornerstone) systems and Learning Management System (Meridian)
Work closely with Human Capital, Operations and IT executive management to develop a 3-year roadmap/project plan for the Global HR-IT systems/projects
Core member of vendor/product evaluation team to evaluate moving from Oracle HR & Payroll to either ADP or Workday solutions. Effort included providing accurate financial Return on Investment (ROI) analysis
Established global operating procedures for business managers to support company operations on a 24/7 model (Payroll & Timekeeping)
Eliminated corporate risk by implementing a Business Continuity plan for HR systems.
Identified areas of opportunities in employee pay calculations that saved the company over $1m annually
Direct responsibility for a staff and budget of 40 employees across 5 countries (onshore & offshore).
Managed a staff of project managers and solution consultants by providing guidance and direction on project execution and delivery
Act as Engagement Principal on all key, strategic accounts within the Manufacturing & Energy verticals. Primary role was to offer strategic direction, guidance and best practice recommendations to Customer Executive Management in the areas of HR, Payroll and Timekeeping systems. Advanced knowledge of HRIS management
Provided leadership, guidance and direction to enterprise project managers on global accounts to help ensure efficient, on-time and on-budget delivery of complex solutions
Assisted the Energy Sales team as Subject Matter Expert (SME) on Energy Accounts
Provided weekly and monthly status reports to senior management on team performance measuring actual versus planned hours for project managers and solution consultants.
Offer personnel with timely, constructive, and actionable feedback to increase individual and team effectiveness.
Budgetary responsibility including reviewing budget and forecast goals with internal management on a regular basis to ensure individual and team goals are attained
Managed an international staff of five project managers and two project coordinators providing guidance and direction on project execution and delivery
Worked closely with Senior IT Management and Executive Business Leaders on formulating IT strategy and yearly IT roadmaps in line with long term goals
Responsible for management (IT & Business) reporting on all cornerstone IT projects including Engineering, Fabrication, HR and other G&A systems
Implemented gating process to ensure acceptable earned value levels during project life cycle
Established standardized PMO guidelines, methodologies and documents to bring structure to the project management process
Brought structure to project approval/rejection process by organization projects into functional portfolios with projects prioritized based on input from functional area directors and VPs
IT-PMO successfully completed 52 projects valued at $37m approximately in 2011
Developed and implemented project plans specifying goals, strategy, staffing, scheduling, identification of risks, contingency plans and allotment of resources for each phase of the project per PMI standards
Managed portfolio contained 19 projects managed from initiation to completion with overall revenues of $15 million approximately
Functional manager of diverse project teams including programmers, web designers, db administrators and other project staff with partial responsibility for annual remuneration and bonus
Implemented PMI management policies for all internal and external projects by adhering to PMBOK standards
Degree in Management with minor in Finance
M.I.S & Entrepreneurship, minor in French, University of Houston (3.77 / 4.0)