Tyson Foods Inc. – Director of Business Process Change, Purchase to Pay – Have provided assistants to a number of efforts in and out of Project Won.  The most notable were:

1. The Green Forest Value Stream Analysis that established the cost baseline for the pilot plant automation project

2. The requirements analysis of the Commodities Trade Risk Management system.

3. The Miscellaneous Spend project to consolidate and establish controls on the approved methods of spending (P-Cards, Services etc.)

Aore Island, Vanuatu – 50% owner and Managing Director of CBD International Ltd.  The company held a 1,000 acre coconut plantation with 4 miles of pristine waterfront, 450 head of cattle and Aore Island Resort.  Managed consolidation of debt, buy out of limited partners, refinancing and sale of a major asset, Aore Resort. (see www.aoreresort.com )  Sold my interest in September 2003.

PACIFIC OCEAN – Sailed from San Francisco to Brisbane Australia. Details are available in our web page at www.gowestsf.com

Nestlé Beverage Division - Director of Information Systems. Responsible for a staff of 70 and an 18 million dollar budget. Managed the transition to Nestlé USA systems which reduced IS costs for the Beverage Co. by 4 million per year and reduced the staff in San Francisco to 25. Well in to this staff transition the closure of the facility was announced eliminating all jobs. High morale was maintained with few unplanned or early resignations. This was accomplished through close supervision, communication and expectation management. 

Nestlé USA - Director of Planning and Architecture. Responsible for the coordination of IT efforts across Nestlé operating companies in the US representing 350 IT professionals and an operating and capital spending budget of 80 million dollars.

Coordinated and approved major projects and key technology decisions. Directed the development of annual and long-term plans and budgets within the operating company IT organizations.

·        Direct a team of 15 with 5 managers focused on:

·        Long-term and annual planning

·        Budget development, administration and tracking

·        Technology architecture

·        Office automation architecture

·        Applications development techniques and training

Key accomplishments:

Changed the approach of the organization away from independent research and documentation of standards. In its place we formed cross-company teams to make key decisions ensuring buy-in and higher implementation compliance.

Led the consolidation of 2 of the largest IT organizations in Nestlé USA.

Introduced a new IT planning process emphasizing the identification of key business initiatives and building IT plans based on these initiatives

Nestlé Beverage Co. Director of Business Systems responsible for all application development and support. Directed the work of 44 full time and contract service developers with 7 direct report application managers or team leaders.

Key accomplishments:

Facilitated the technology reengineering task force that was one of 5 teams involved in a company-wide reengineering process.

Led the 5-mo. project to reorient all NBC system to a new product hierarchy and customer rather than geographic oriented organization hierarchy. This project involved 15 developers and a user team of 30 and resulted in the modification of 750 programs on 3 technical platforms.

Directed the development of a remote sales force sales reporting tool based on IRI’s Express DB technology and Analyzer tool set.

Directed the implementation of SAP R/2 for manufacturing accounting, materials management, purchasing and finance.

Nestec Management Services, Vevey Switzerland. Manager of Applications Development, Project IMPACT.  IMPACT was a long-term international effort to standardize core software across the Nestlé group.

Key accomplishments:

Developed an inventory and assessment of applications in the 9 largest Nestlé operating companies in Europe to develop a European implementation plan.

Coordinated the development of a SAP skilled consulting team, which was deployed across Europe.

Lead analyst on an international team that defined system requirements for a generalized Nestlé manufacturing environment.

Coordinated the development of Nestlé international support teams within SAP and HP.

Coordinated SAP projects in the UK, France and Switzerland.

Hills Bros Coffee Inc. A subsidiary OF Nestlé Enterprises Inc. Manager of Applications responsible for all applications development and support. Directed the work of 28 full time and contract service developers with 5 direct report project leaders. 

Hills Bros Coffee Inc. A subsidiary OF Nestlé Enterprises Inc. Project Leader responsible for the development of a commodities management system. The system controls market trades, purchase contracts and inventory control of raw materials traded on commodities exchanges. Led 4 full time developers and remained active in the project after promotion to application manager. The system went live November 1988 and was retired in 1998.

Hills Bros. Coffee Inc. A subsidiary OF Nestlé Enterprises Inc. Project Leader responsible for sales systems including order processing, promotions management and sales reporting.

Independent Consultant. Senior Consultant at Hills Bros. leading 7 full time and contract service developers building a new order processing and promotions management system. The system went live January 1 1987 and was retired in May of 1997.

MG Technology Inc. Senior Consultant responsible for application consulting projects. Directed a consulting staff of 3 and managed projects at Breuners Furniture, Memorex Data Systems, Heublien Wines and Hills Bros Coffee.

Mervyn's Department stores. Senior Programmer Analyst focused on store replenishment and warehouse management systems.

Hughes Aircraft Radar systems group. Programmer Analyst working on the purchasing system for the engineering research department.