The megacorporation gained international expansion into various markets via acquisition, joint ventures, and wholly owned subsidiaries. Acquisitions and joint ventures yielded problems with integrating technology systems into the corporate systems. This made it difficult to gather financial data consistently. Manual financial tracking and disparate systems impeded change.

Assigned as the technology lead for Argentina to oversee the rollout of the SAP technology solution consisting of eight technology domains within the home office and the market technology team. This project was part of a global effort involving six countries, 800+ staff and vendors and a total daily cost of $1 million. Provided strategic direction of the technology and delivery to market. The steering committee selected SAP financial suite as the application of choice due to the voluminous data size. This became the world’s largest SAP finance implementation. International implementations took an average of ten months, which resulted in integrating the corporation’s international market financial systems or manual processes within headquarters systems.

The integrated systems gave the company consistency in financials around the globe, improving Wall Street reports.

The farming community lacked a systematic end-to-end approach to product tracking and reporting. Barcode standards and UPC barcoding on product packaging did not exist. No entity collected farmer identification electronically to tie product usage to land acreage. Manufacturing, distribution, and POS used disparate product identification, not allowing for easy tracking of the product lifecycle.

Working collaboratively as an industry, developed barcode standards for product packaging, a farmer database for tracking product purchases, and reporting capabilities that tied the end-to-end flow and gave the ability to monitor sales throughout the chain.

Revolutionized the industry with product tracking capabilities and providing just-in-time inventory tracking.

The organization utilized a 20-year-old technology system incapable of handling growth opportunities or manage the catalog, POS, and newly expanded online presence. This forced the company to seek technology that would aid in growth. Executive leaders did not agree that a new system needed purchasing.

Worked with the vice president of customer service to build a case to obtain a budget and approval to hire a strategy firm to assess the systems and solicit bids from software companies. Selected an ERP solution with the outcome of a proof of concept hinging on the ability to meet the company’s requirements. Based on successful POC, the company proceeded with implementation. Proposed and executed the plan to replace the legacy system.

The new system enhanced the customer experience through consistent branding that made it easier to find products in the stores, website, and printed catalog, allowing for a multi-channel retailer strategy, the first in corporate history.

A startup greenfield for implementing technology solutions to sustain the vision for future growth needed software to manage customer relations. Needed a program management office to facilitate consensus and implementation. Identifying the appropriate solution included designing a vision for the company’s products and services.

Implemented a project management office to oversee the CRM implementation comprised of 15 initiatives. This provided a stable framework to enable the corporate vision, provide a comprehensive RFP, and install a solution to maintain viability for a growing business. Led six project management teams and the portfolio roadmap. Instilled best practices and processes such as in initiative intake, evaluation criteria, execution tracking and reporting, and project change control and management.

This resulted in successfully managing the program, delivering within 18 months on schedule and within the $50 million budget.

The company struggled to get products to market promptly to maintain a competitive edge and remained in the early stages of implementing a product lifecycle development approach for the account management website. A newly formed team had not yet fully deployed a standardized process for web development, causing missteps in bringing products to market with substandard quality. Customers complained that the site was not user friendly nor offered adequate account information.

Assisted the team in promptly crafting and deploying a standardized process for web development. Organized a cross-functional team of technical, business, and financial staff to coordinate capability delivery. Incorporated project management tools and templates into the product lifecycle to facilitate quality product delivery.

By introducing system lifecycle development standards, increased delivery of quality applications, reduced time-to-operations nine weeks, and brought $15 million in functionality to market in record time. Earned the corporate quarterly award for exemplary performance.

The Costa Rican government mandated that all electronically communicated invoicing in real time or risk audit fines. This impacted 276 retail stores, seven manufacturing plants, two distribution centers, and the home office. Any outlet faced an audit at any time. Electronic invoicing remained completely new for the market and the mandated effect date fell within 12 months.

Served as the program manager to implement tax compliance efforts. Needed to deliver five separate projects within 30 days to meet mandates for a live approval process with the government. The company hired a third party to act as an intermediator to electronically send the data to the government. Setup five project teams to modify systems to send the data to that third party, who then returned the code to handle the mandate at all point of sale (POS) systems, manufacturing plants, distribution centers, and the home office.

Implemented all projects within the deadline with negligible defects to avoid audit fines of $20,000 per incident.