VICE PRESIDENT I&T
CSL Behring
Total years of experience :26 years, 11 Months
Publicly held biopharmaceutical company (ASE: CSL.AX); $12B in revenues with 29, 000 employees. Hired to establish and manage the I&T Business Ofice that is focused on ensuring the efectiveness and eficiency of the Global I&T organization. Functions included in the I&T Business Ofice are Portfolio, Program and Project Management, Organizational Change Management, Technical Change and Release Management, IT Service Management, Service Integration, SAP Run Operations (ECC & S4), Vendor Management Ofice (VMO), I&T Process excellence, Business Process Definition, Optimization and Automation
• Conducted a self-audit of the strategic relationship with managed service provider and developed a performance improvement plan.
• Led the Get to Green initiative focused on maturing service delivery operations with tangible results (21% reduction in aged incident backlog)
• Defined and implemented an alternate Service Delivery Model and Service Delivery Governance to improve Service Delivery
• Defined and stafed the I&T Business Ofice that was focused on Service Delivery Excellence.
• Established IT Asset Management (ITAM) capability to reduce annual run rate by $18M.
• Expanded use of ServiceNow platform to include ITSM, Global Procurement and HR Operations
• Strengthened internal procurement processes that has improved policy compliance and delivered annual run rate savings.
• Drove the reduction in overall incident volume of 25% year on year through focus on root cause analysis.
• Consolidated two ServiceNow instances into one to deliver $500K reduction in annual run rate.
• Drove the business case to transform Global Infrastructure to deliver a projected 31% reduction in annual run rate
Hired to assume leadership of a business-critical Program which was focused on replacing the Donor Management System (DMS) and the Plasma Logistics Management System to enable Donor Engagement through to Base Fractionation.
Conducted a detailed health assessment of the project and implemented increased project management discipline
Placed program on held when vendor failed to improve delivery execution
Led a detailed assessment of alternate scenarios as a basis of the go forward strategy.
Oversaw the definition of the Plasma Business Capability Map covering Donor Engagement through Base Fractionation as the basis for future technology enablement.
Identified and built relationships with viable alternate DMS solution providers.
Hired by the CIO to lead both the global ERP and Business Engagement function focused on serving all of the G&A functions. Acted as the CIO Chief of Staff for 400 FTE and 2200 service providers.
Implemented an $80M ERP upgrade and integration program; merged 2 Oracle ERP systems into a singular global instance serving 38 countries and 12, 000+ users which reduced operational support costs by ~20%
Defined the IT strategy and created the 3-year business plan to transform the IT function; on track to improve IT Services delivery and optimize operational run rate spend by ~37%
Managed the initiative to create a Gilead Business Service Center
Created the strategy and business case to replace Oracle with SAP S4 as Gilead’s core ERP.
Led the initial phases of Project BlueStream, a ~$250M multi-year business transformation program enabled by a full suite of SAP technologies including SAP S4, Ariba, SAP IBP & SAP Analytics Cloud
Recruited by Head of Enterprise Applications to lead the ~200-person Global ERP function that supported SAP, JDE Enterprise One, Navision and ServiceMax applications. Managed $35M OPEX budget to maintain operations and a ~$30M annual project portfolio.
Restructured the Global ERP function; improved span of control, eliminated layers and transitioned to an organization with regional focus that achieved a $2.6M run rate reduction in the first year
Improved Global ERP operational metrics
o Decreased incident backlog by 83% to best in class levels
o Improved Mean Time To Resolution by 60% with continued positive trend
o Reduced total intake of incidents by ~50%
Defined ERP Strategy that consisted of 2 pillars including Modernize & Rationalize and Industrialize Execution Capability with the goal of simplifying a heterogeneous solution landscape that included 102 instances of 70 ERP’s
Aligned with the Modernize and Rationalize pillar of the strategy
o Deployed SAP S4 for the CCG organization to enable a strategic distribution initiative; focused on increasing revenue
o Initiated implementation of SAP S4 for an SDG manufacturing plant (mix of Discrete and Process Manufacturing)
Recruited by Head of Enterprise Applications to lead the ~265 person Global ERP function that supported applications (Ariba, SAP, Model N, Tracelink, Biztalk), performed Custom Development, managed Master Data, Managed ERP programs and performed automated Testing. Managed $30M OPEX budget to maintain operations and a ~$50M annual project portfolio.
Transformed the structure, staffing and processes of the Global ERP function with the following results
o OPEX run rate reduced by 52% whilst expanding sites supported by over 100% and increased functional scope
o Improved operational metrics (Reduced Incidents by 63%, improved time to resolve by 75%, Increased enhancement throughput, reduced cost of enhancements by 50%, improved quality of delivery)
Successfully implemented a $42M SAP upgrade on time and below budget, deployed Serialization and Jurisdictional Control
Defined and deployed a Service Management construct aligned to Business Capabilities as part of an overall IT transformation
Managed the Enterprise Applications (Legacy (JDE), ERP (SAP), MES (Wonderware), Technical Integration (PI), Portal, Business Intelligence, & Testing) and Enterprise Data Management Functions.
Successfully delivered a $100M business solution that included SAP ECC 6.0, SAP CRM, SAP APO, Wonderware, Adobe & Kronos.
Defined, established and managed the Enterprise Applications COE to provide ongoing ERP support
Defined, established and managed the Enterprise Data Management function
Improved user experience by deploying an Adobe Flex based front end for Plant Maintenance and Quality Management users
Recruited to establish the CRM practice within IBM’s Mid-Market sector. Had responsibility for selling and managing the delivery of CRM Strategy and CRM Technology (Siebel, SAP CRM & Salesforce.com) projects.
Built a portfolio of clients that included Nissan Forklift, LTD Commodities, Synthes & Arcapita
Responsible for selling and managing the delivery of business transformation initiatives that included Strategy, Business Process and Technology Enabled Transformation. In addition had responsibility to recruit and mentor consultants and build collateral in support of the practice area. A sampling of the nature of projects delivered and clients served include
Strategy - Consolidation of customer contact centers, creation of a customer segmentation framework & model as a basis to optimize go to market approach, development of application selection frameworks, business process & supporting technology maturity model assessments, project portfolio analysis and alignment to business strategy, capability deployment roadmaps and business cases. Sample Clients include; Agilent, Cisco, HP, Johnson & Johnson, Marconi, Nokia, Nortel and Siemens.
Business Process - Defining / redesigning mega process domains; Forecast to Stock, Order to Cash, Plan to Produce, Procure to Pay and Record to Report. Sample clients; Agilent, Graco, Harley-Davidson, HP, Marconi and Nortel.
Technology Enabled Transformation - Management of complete end to end lifecycle implementation of Tier 1 technology enablers with many initiatives being global in nature. Implemented ERP (Baan, Oracle & SAP), CRM (SAP CRM and Siebel), Advanced Planning Optimization (i2) and SOA/EAI (SAP PI, Tibco & Websphere) solutions. Sample Clients; Agilent, ASE, Graco, Harley-Davidson, HP, Nvidia, Siemens, Nokia, Marconi and Nortel.