Corporate Experience
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Ministry Calling
Executive Pastor role in local church.
Executive Pastor role in local church.
Executive Pastor Strengths
Business Ministry Chemistry/Character
Extensive experience in corporate business Experienced church leader Calming influence in tense situations
Strong leadership and staff management Fiscally responsible Team player
Solid communicator and motivator Accommodates church culture Consensus builder
Comfortable and confident 2nd chair leader Team builder Loyal and dependable
Enables and introduce new technology/process Shepherd of the staff Joy to supervise
Experience with Saas, Cloud, On-premise solutions Turns ideas into actions Heart to serve
Project management skills and experience Implements measurement systems Mature walk with the Lord
Business Ministry Chemistry/Character
Extensive experience in corporate business Experienced church leader Calming influence in tense situations
Strong leadership and staff management Fiscally responsible Team player
Solid communicator and motivator Accommodates church culture Consensus builder
Comfortable and confident 2nd chair leader Team builder Loyal and dependable
Enables and introduce new technology/process Shepherd of the staff Joy to supervise
Experience with Saas, Cloud, On-premise solutions Turns ideas into actions Heart to serve
Project management skills and experience Implements measurement systems Mature walk with the Lord
Corporate Experience
Oracle Corporation, Irving, TX 2000-Present
(A publicly held $22B enterprise computer hardware and software company)
Sr. Practice Director, Oracle Consulting: Primavera GBU (2008-Present)
Additional responsibility: In May 2009 was given additional team of 15 portfolio management consultants (ProSight) to lead and integrate with existing Federal Practice. In January 2013 was given additional responsibility of 12 SaaS consultants (Skire/Unifier) to lead and integrate with existing practice. Additionally responsible for approximately 10-20 partner consulting resources at any given time.
Primavera Systems, Inc. (Acquired by Oracle Corporation in 2008), Chicago, IL
(A privately held $210M provider of Enterprise Project and Portfolio Management (PPM) software)
Director, Primavera Professional Services (2003-2008)
Additional responsibilities: Responsible for managing and maintaining Primavera’s Chicago Office and office management staff. Office accommodated 15 field employees, with 3600 sq. ft of office space and training center facility. Lease and vender negotiation and coordination.
Manager, Professional Services (2001-2003)
Responsible for managing client consulting engagements, including all phases of implementation from initial scoping of efforts through end user rollout. Combined business and technical role. Managed Primavera’s largest TeamPlay implementation at Motorola (50,000+ users).
Mechanical Dynamics, Inc, Ann Arbor, MI 1995-2000
(A publicly held $35M provider of engineering and analysis software)
Project Management Office (PMO) Manager (1999-2000)
Managed Corporate Project Office. Conducted requirements analysis, managed evaluation and tool selection process, served as project manager on system implementation of Primavera TeamPlay Enterprise software solution. Responsible for development of training and project audits to insure conformance to processes and standards. Primary system administrator and internal change agent/champion. Departmental lead for ISO quality certification.
Consulting Manager (1997-1999)
Managed major account tool implementation and professional services efforts. Major accounts included: General Motors, Ford Motor Company, Chrysler, Navistar, Eaton, Goodyear, Johnson Controls. Managed group of eight consultants, responsible for proposal generation, staffing, work management, and all client interaction.
Applications Engineering Manager (1995-1997)
Managed pre-sales staff of 5 application resources to support sales and account management efforts to major automotive clients. Primary responsibility was for the Big3, where 75% of the company’s consulting work was focused. Managed customer relationships, supported local user group communities, and technical requirements for Big3. Exceeded sales quota each year and qualified for President’s Club.
MacNeal-Schwendler Corporation, Southfield, MI 1991-1995
(A publicly held $100M provider of engineering and analysis software)
Manager, Automotive Integration Services (1994-1995)
Responsible for new business development of integration services arm in the automotive industry. Provided consulting, software integration and customization of entire line of MCAE and solid modeling products.
Supervisor, Ford Motor Company Account Team (Implementation Services) (1992-1994)
Managed on-site consulting team at Ford Motor Company. Managed $1.5M software development projects annually in addition to a $650K of integration services and consulting projects. Grew support organization from three to six support engineers, providing support and applications development for Engine, Chassis, Transmission, and European operations. Earned coveted “Customer Satisfaction Award” in 1993.
Application Engineer (Sales) – Aries Technology Inc. - acquired (1991-1992)
Served as lead on-site representative at client site (Ford Motor Company) and managed all client support, technical interface, and business support. Recruited additional members to provide support for other functional divisions inside of Ford.
Oracle Corporation, Irving, TX 2000-Present
(A publicly held $22B enterprise computer hardware and software company)
Sr. Practice Director, Oracle Consulting: Primavera GBU (2008-Present)
- Manages team of 30-50 consultants, engagement managers, technical consultants, and consulting sales
- P&L responsibility for $16M consulting practice
- Responsible for managing the three main pillars of a practice: people, process, tools
- Work closely with major account license sales management
- Accountable for operational/financial metrics and overall business results of practice
- Responsible for maintaining strategic direction, ensuring profitable growth of the practice, quality of consulting delivery, and maintaining customer references
- Developed strategy to successfully implement plans to achieve business objectives on scorecard
- Accountable for growing a significant revenue stream and expanding customer current base
- Develop and manage partner network
- Reports to Vice President of Consulting for Oracle Primavera Global Business Unit
Additional responsibility: In May 2009 was given additional team of 15 portfolio management consultants (ProSight) to lead and integrate with existing Federal Practice. In January 2013 was given additional responsibility of 12 SaaS consultants (Skire/Unifier) to lead and integrate with existing practice. Additionally responsible for approximately 10-20 partner consulting resources at any given time.
Primavera Systems, Inc. (Acquired by Oracle Corporation in 2008), Chicago, IL
(A privately held $210M provider of Enterprise Project and Portfolio Management (PPM) software)
Director, Primavera Professional Services (2003-2008)
- Responsible for management of largest and most strategic account implementations, quota of $10M+
- Managed vertical practice as P&L with specific annual growth goals
- Managed team (40 total resources, 16 direct employees) of Engagement Managers, Client Solutions Manager, Client Relationship Managers, Trainers, Application and Technical Consultants who manage or staff all aspects of client engagements
- Responsible for working with Sales Team in pre-sales process to respond to RFPs and customer meetings to discuss product implementation
- Upon selection, responsible for contract negotiations, proposal generation, and creation of work orders and final agreements
- Forecast and manage consulting pipeline to insure adequate staffing and utilization of direct and sub-contracted resources
- Develop and maintain relationships with 3rd party firms (Independent Contractors, Primavera Solution Providers and Global Solution Partners)
- Managed the Primavera Implementation Methodology content to insure that best practices and lessons learned from engagements were being captured, stored, and taught to new implementation team members
- Focused effort on repeatability in delivery and supporting a movement to fixed price delivery
- Managed customer relationships at the executive levels to ensure satisfaction and repeat business.
- Reports to Vice President of Professional Services
Additional responsibilities: Responsible for managing and maintaining Primavera’s Chicago Office and office management staff. Office accommodated 15 field employees, with 3600 sq. ft of office space and training center facility. Lease and vender negotiation and coordination.
Manager, Professional Services (2001-2003)
- Responsible for Engagement Management team serving the IT and High Technology market segments Grew the PPM team three fold (from two to six consultants) Project and Engagement Managers to customer demand
- Developed standard implementation methodology and associated training content to train internal and external consulting staff
- Served all vertical industries with implementation leadership, and assisted in response to RFP/RFQs to secure new clients
- Created new position of Client Relationship Manager, to manage post-sales interactions with our larger and strategic client base
Responsible for managing client consulting engagements, including all phases of implementation from initial scoping of efforts through end user rollout. Combined business and technical role. Managed Primavera’s largest TeamPlay implementation at Motorola (50,000+ users).
Mechanical Dynamics, Inc, Ann Arbor, MI 1995-2000
(A publicly held $35M provider of engineering and analysis software)
Project Management Office (PMO) Manager (1999-2000)
Managed Corporate Project Office. Conducted requirements analysis, managed evaluation and tool selection process, served as project manager on system implementation of Primavera TeamPlay Enterprise software solution. Responsible for development of training and project audits to insure conformance to processes and standards. Primary system administrator and internal change agent/champion. Departmental lead for ISO quality certification.
Consulting Manager (1997-1999)
Managed major account tool implementation and professional services efforts. Major accounts included: General Motors, Ford Motor Company, Chrysler, Navistar, Eaton, Goodyear, Johnson Controls. Managed group of eight consultants, responsible for proposal generation, staffing, work management, and all client interaction.
Applications Engineering Manager (1995-1997)
Managed pre-sales staff of 5 application resources to support sales and account management efforts to major automotive clients. Primary responsibility was for the Big3, where 75% of the company’s consulting work was focused. Managed customer relationships, supported local user group communities, and technical requirements for Big3. Exceeded sales quota each year and qualified for President’s Club.
MacNeal-Schwendler Corporation, Southfield, MI 1991-1995
(A publicly held $100M provider of engineering and analysis software)
Manager, Automotive Integration Services (1994-1995)
Responsible for new business development of integration services arm in the automotive industry. Provided consulting, software integration and customization of entire line of MCAE and solid modeling products.
Supervisor, Ford Motor Company Account Team (Implementation Services) (1992-1994)
Managed on-site consulting team at Ford Motor Company. Managed $1.5M software development projects annually in addition to a $650K of integration services and consulting projects. Grew support organization from three to six support engineers, providing support and applications development for Engine, Chassis, Transmission, and European operations. Earned coveted “Customer Satisfaction Award” in 1993.
Application Engineer (Sales) – Aries Technology Inc. - acquired (1991-1992)
Served as lead on-site representative at client site (Ford Motor Company) and managed all client support, technical interface, and business support. Recruited additional members to provide support for other functional divisions inside of Ford.
Education
Secular:
Iowa State University, Ames, IA — Bachelors of Science, Industrial Technology
Ministry:
Executive Pastor Training: XPastor Certification (in process)
Level 1 - Operations (101 Staffing and 102 Communications complete)
Porterbrook Network (Missional/Discipleship Learning program and Seminary):
Theological Education Curriculum for Discipleship and Ministry (in process)
Secular:
Iowa State University, Ames, IA — Bachelors of Science, Industrial Technology
Ministry:
Executive Pastor Training: XPastor Certification (in process)
Level 1 - Operations (101 Staffing and 102 Communications complete)
Porterbrook Network (Missional/Discipleship Learning program and Seminary):
Theological Education Curriculum for Discipleship and Ministry (in process)
Training/Certifications
Member, Project Management Institute (PMI) Member, AFSMI (PS org) Technical Writing Skills (General)
Advanced Project Management Principles (APM) Solution Sales (Sales) Six Thinking Hats (Communication)
Accelerating Implementation Accreditation (OD) Consultative Sales (Sales) Effective Negotiations (General)
Organizational Change Leadership (OD) Value Selling (Sales) Project Manager Competency (PM)
Time Management (General) DSG Sales Process (Sales) Team Dynamics (Teamwork)
Project Management (PM) Salesforce.com (Sales) Management communications
Member, Project Management Institute (PMI) Member, AFSMI (PS org) Technical Writing Skills (General)
Advanced Project Management Principles (APM) Solution Sales (Sales) Six Thinking Hats (Communication)
Accelerating Implementation Accreditation (OD) Consultative Sales (Sales) Effective Negotiations (General)
Organizational Change Leadership (OD) Value Selling (Sales) Project Manager Competency (PM)
Time Management (General) DSG Sales Process (Sales) Team Dynamics (Teamwork)
Project Management (PM) Salesforce.com (Sales) Management communications
Spiritual Gifts
Pastor/Shepherd, Administration/Leadership, Evangelism
Pastor/Shepherd, Administration/Leadership, Evangelism
References
See reference tab, and included in separate document
See reference tab, and included in separate document