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Robert Lawton

12 More Rd
Hillsborough, NJ 08844
908-240-5014
rclawton@comcast.net
Confident global professional with senior executive experience in business devel
opment, operations and technology leading stakeholders toward successful strateg
ic and tactical initiatives. Coach and leader management style supporting glob
al ERP, M&A, divestitures, business restructuring, company turnarounds and proje
ct saves for well funded start-up organizations through large global multi-indus
try holding companies and Fortune based organizations. Accountable for the sale
s, delivery, management, and implementation of complex solutions across multi-cu
ltural global corporations including governance, profit and loss, risk managemen
t, compliance, outsourcing, business and technical architecture.
* Global Business, IT Strategy & Tactical Execution * Profit & Loss Manageme
nt, Best Practices
* Portfolio, PMO, Program & Project Management * Team Building, Coaching & Lead
ership
* Business Process Re-engineering - Process Improvement in complex global corpor
ate environments * Business Change & Risk Management , Stakeholder manage
ment, Business Analysis
* Business Architecture, Management & Technical Consulting, Project Saves, Busin
ess Restructuring * Organizational Restructuring, Tactical Turnarounds, Me
rgers & Acquisitions
* Systems Integration and Implementation * New Product Development & Laun
ch
* ERP & E-commerce Strategy - Delivery * Business development, Account Manageme
nt
Detailed Professional Experience:
2002 – Present: Senior Program Manager, ISGN, NJ
Senior Program Manager and executive level consulting services for diverse globa
l manufacturing, financial and pharmaceutical companies. Provide global IT Gover
nance (PMO) program – project management and leadership to other project managers (
US and offshore) managing multiple deliverables including business, quality, val
idation, system integrations, PMO administration, change management, profit and
loss, application, infrastructure, product, professional services and customer s
ervice functions.
• Manage the Senior Stakeholder Engagement Plan and Implementation
• Communicate and report to executive level management and stakeholder’s project oper
tions and technical development status, quality assurance, financial and project
performance.
• Escalation resource for the regional companies back to the core centralized team
• Business architect, analyze, document, designing, planning and executing strateg
ies for improving efficiencies for quality product delivery, operations and tech
nical development.
• Monitor progress against the project plans, managing project issues, reviewing p
roject risks, initiating risk minimization actions and issues with the program.
• Initiate and leverage relationships with key stakeholders on a regional and glob
al basis
• Developed and managed Service Level Agreements and Key Performance Indicators.
• Developed working relationships with all internal departments to support product
and operations.
• Negotiate and manage global vendors including service level agreements.
• Lead and communicate transformations, process and change throughout countries
• Sourced vendors for managed infrastructure and application solutions to reduce c
osts for technical and business operations. Offshore vendor management and capab
ilities review.
• Improved delivery of global projects by prioritized and aligning milestones with
business strategy, scope, risk mitigation and tactical delivery. PMO IT Governa
nce, PMI, PMBOK, CMM, SDLC, ASAP MSF, ITIL Waterfall, Agile, Prince2 methodologi
es, MS Project, Primavera Managed process improvement for applications, infrastr
ucture, technical, risk and continuity.
Major Project Detail:
08/2007 – 2/2009: Siemens AG and Siemens Medical Devices, supporting multiple (1000+
) global businesses units including 101 businesses of the medical device group.
SAP P2P Purchase to Pay, MDM, Central Managed Data (CMD) global project integra
ting millions of business partner data records and systems (Customer/Vendors) in
to a centrally managed database to monitor financial compliance and supporting a
udit capabilities. Worked through CFO/CIO and their teams to ensure stakeholder
engagement and quality data delivery of multiple MDM projects ensuring all data
met Master Data Strategy, Data Governance, Master Data Process Design and High L
evel MDM architecture specifications. Integration of business partners from many
non-SAP (Siebel, Oracle, JDE, Lawson, Oracle, DB2, ACCPAC, Solomon, Great Plain
s) and legacy validated systems. Program overall scope was to bring corporation
back into compliance with European and American investment regulators and to mit
igate million dollar penalties. Goal was accomplished on time and within budget
constraints. Central point of contact between the centralized implementation tea
m in Munich and each business entity throughout the world. Systems and environme
nts include – SAP R/3 4.7, ECC 6.0 (CRM, SOM, MDM, WM, AR, FI, GL, CO, BW, Enterpris
e, HR), JDE, Oracle, Manugistics, Marc Global, Siebel and many legacy systems.
07/2006 – 07/2007 Johnson & Johnson, Miami FL, SAP R/3 Order to Cash project. Functi
onal business and technical leadership supporting implementation, leading the pr
oject’s direction, planning, governance, quality, testing and status. Provided Busi
ness architect, impact analysis, change management, process improvement and ensu
re all business requirements are met using formal ASAP, SDLC and PMI processes.
Daily interaction with senior business, vendor and IT client contacts to provide
functional expertise. Integration of CRM application (Siebel) into the order fl
ow process within SAP. System integration, quality and use case development with
in validated system environment. Central contact between centralized corporate s
olution team and regional business unit.
01/2006 – 06/2006 Searchspace in New York City, NY providing PMO and professional se
rvices support for anti-money laundering (AML), broker - trading and banking sol
utions. Managed software development and managed service provider for an ASP sol
ution.
01/2005 – 12/2005 Merck in NJ supporting business, infrastructure, data center opera
tional policies and procedures. Managed cross-silo technical solutions and devel
oped service level agreements within the company to improve service, reliability
and performance.
01/2002 – 12/2004 Amersham Health in Princeton, NJ managing the merger of two global
business units and the spin-off of unrelated products and services. Provided le
adership, business architect and hands-on road map blueprint roles involving bus
iness process improvement for technology and operations focusing on SAP R3, 4.6,
4.7 HRIS, outsourced ADP Payroll and third party benefits supplier. Coordinated
change management for business process improvements for functional business sta
keholders. Worked with business partners to develop requirements, use case and r
elated quality components.
2000 - 2001: Senior Director, Realpulse, Inc. New York City, NY
Merged four companies into one brand, directed corporate development, portal dev
elopment and coordinated business operations, marketing and sales support for an
e-commerce application service provider delivering financial management solutio
ns for the commercial real estate market. Applications included financial valuat
ion and property management tools. Tibco portal builder and messaging ASP develo
pment using Sun servers, Cisco and EMC in co-location data centers environments.
• Directed 70 plus employees in development, operations, quality assurance, testin
g, product, partner and vendor management. Staffed organization from inception.
• Developed best practices and driving PMO - IT Governance and organizational chan
ge to reduce reliance on redundant outsourced services, infrastructure and facil
ities saving millions of dollars for technical, business and operational overhea
d.
• Manage conflicts, risk and facilitate resolutions between business groups, clien
ts and technical product teams. Responsible for content, development and publica
tion.
• Established strategic teaming relationships with external company’s to provide alte
nate income streams improving the original $250 million business plan mitigating
the need for additional capital.
• Mentored marketing and sales staff in technology and project delivery.
• Acquisition and implementation of new technologies. Analysis of Siebel and Sales
Force based solutions for improved CRM.
• Responsible for the management and successful execution of technical projects an
d key client
deliverables, including but not limited to: websites, online tools, and technica
l support; internal capacity planning, budgeting, and cost-management.
• Business architect - advisor to management and staff on advanced technical resea
rch studies and applications and stay abreast of new technologies and trends.
1992 -2000: Senior Program - Project Manager, Roan Technologies, Inc. Somerville
NJ
Executive support and facilitation including profit and loss for PMO, IT Governa
nce offices, business restructuring, divestitures, spin-offs, project saves, Mon
te Carlo style risk management, business process improvement (BPR) - workflows,
portal content, application development, quality, testing, helpdesk, infrastruc
ture, ERP, network and desktop solutions. Team with senior business leadership,
technology groups and suppliers to ensure timely, accurate, and cost effective b
usiness solutions.
• JAD, RAD, CMM, ISO, ITIL, PMI, UML, Rose, SDLC, PMBOK, PMO IT Governance, TQM en
vironments using MS Project for project tracking, risk and critical path managem
ent.
• Directing multiple teams of professional resources engaged in business process i
mprovement (BPR) and business continuity planning. Validated and business applic
ations for human resources, legal, finance, quality, imaging, clinical, data cen
ter and manufacturing.
• Independent assessment of 40 IT projects determining successful implementation o
f the PMI project management process and supporting quality initiatives.
• ERP, systems, functional and technical implementation review of manufacturing, f
acilities, financial, quality, validation, sales, marketing, clinical, technolog
y, data center, infrastructure, security, network imaging and human resources.
• Responsible for client management and business development, budgets to $2 billio
n, 300 resources
• Directing multiple global teams of professional, vender and technical resources
• Independent IT project reviews measuring success, failure and implementation of
the PMI project management process. Business process, change, continuity and con
tingency planning
• Business architect, B2B, B2C ecommerce, internet, portal development of 16-21 mi
llion/day site, SAP, Oracle, Peoplesoft, Windows NT, Oracle, Peoplesoft, data ce
nter development and relocation
Roan Technologies, Inc., projects:
Pharmaceutical:
01/1999 – 09/1999 Roche, providing business process engineering, continuity and cont
ingency planning capabilities. BPR analysis of ERP systems (SAP FI,CO, MM, manuf
acturing, Peoplesoft (human resources) reviewing functional and technical implem
entations for manufacturing, facilities, financial, documentation – imaging and huma
n resources. Responsible for client management and business development. SAP, Wi
ndows NT, Oracle, Peoplesoft, HP-UX.
11/1997- 12/1998 Johnson & Johnson, directing multiple teams of professional and
technical resources engaged in business process improvement (BPR) and business
continuity planning. The reviews included validated clinical systems and busines
s applications for human resources, legal, finance, quality, documentation - ima
ging, clinical, data center and manufacturing. Supported management teams to imp
lement changes locally and across business units. HP-UX, Oracle, Windows NT, num
erous custom and packaged applications.
05/1997 – 10/1997 Merck, providing an independent review of 40 IT projects for imple
mentation of the PMI project management process. Projects included infrastructur
e, business, facilities, manufacturing and ERP, HP-UX, ERP, datacenter expansion
and relocation projects on and off site. Quality assurance and validating respo
nses from Vice Presidents and managers.
Financial - E-commerce
01/1996 – 04/1997 Merrill Lynch, $25 million, 200 resource, Internet development pro
ject. Managed network, infrastructure, quality, testing, data center, facilitie
s, security, application development, vendor, consultants and liaison to busines
s groups (front office financial consultants). Mentored other business units sup
porting e-commerce initiatives - business analysis, JAD, RAD, PMBOK, SDLC, PMI,
PMO and management.
09/1999- 05/2000 Sun Microsystems – Iwon.com working on a $3 million technical proce
ss improvement effort for a 16-21 million hit per day B2C Internet portal client
. Managed team of 25 direct resources, matrix management over 150 client and ven
dor resources to meet firm deadlines. Managed network, infrastructure, quality,
testing, data center, facilities, security, application development, vendor and
consultants.
Telecommunications: 01/1992- 12/1995, AT&T, Bell Labs
$300 million, 500 global resource, international wireless implementation. Projec
t save – turnaround effort that mitigated contractual penalties of $10k per day for
failure to meet specific project milestones. Managed multiple business units and
vendors. Additional revenue streams (up-selling) where generated for client bas
ed on this project by redefining scope.
$250 million project managing 250 resources in multiple US locations including b
usiness continuity, business process improvement, divesture of data centers and
customer support centers.
Strategic planning of $2 billion plus effort across 125 USA markets. Program det
ails under client – attorney agreement.
1985 - 1992: Director, Senior Project Manager, Cockerham & Associates, Inc., NJ
Project Management Office (PMO), Project Manager, SDLC, CMM, risk management and
engineering services to federal (DOD, DOE) and commercial (General Electric, Ge
neral Dynamics, Honeywell, Kaman) clients including defense, energy and universi
ty centers (University of Texas, MIT) of learning.
• Number one office out of 10 in company for revenue generation
• Lead multiple project teams on fixed price and cost plus contracts, RFP developm
ent and contract management. Managed multiple offices, operations and administra
tion.
• Established PMO’s, mentored staff, CMM, process, Monte Carlo risk management
• Critical Path (CPM, PERT) identification and management
1980 - 1985: Operations Manager, Lear Siegler, Inc., Florham Park, NJ
Managed product flow from sales through delivery of $70 million dollar business
unit.
• Implementation leader for Materials Requirement Planning (MRP) system
• Managed Production Scheduling, Traffic and Shipping
• Master Scheduler for nine product lines
Education and Certificates:
BSBA, Hawthorne College, Business Administration
Certificate, Airport Management, Hawthorne College
AT&T School of Business, PMI, Project Management Certificate
APICS American Production and Inventory Control Society
Rutgers University, Coach Certification
Validation and Compliance Education

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