Global Director, Office of the CIO
New Business Integration
October 2015 to Present
Baxter International Inc.
IT Transition Consultant
April 2014 to October 2015
IT Senior Manager, Programs
June 2009 to February 2014
Manager, IT Advisory
April 2006 to June 2009
SAP Project Manager
April 2003 to April 2006
April 2000 to June 2002
Deliver post acquisition process and technology integration initiatives, focused on transition to the WhiteWave Global operating model. Develop strategy and playbook for future M&A transitions Deliver post acquisition process and technology integration initiatives, focused on transition to the WhiteWave Global operating model. Develop strategy and playbook for future M&A transitions
What company does Jeff PMP work for?
Jeff PMP works for WhiteWave Foods
What is Jeff PMP's role at WhiteWave Foods?
Jeff PMP is New Business Integration
What industry does Jeff PMP work in?
Jeff PMP works in the Consumer Goods industry.
New Business Integration @ Deliver post acquisition process and technology integration initiatives, focused on transition to the WhiteWave Global operating model. Develop strategy and playbook for future M&A transitions From October 2015 to Present (3 months) IT Transition Consultant @ Work with Global IT Leadership to ensure measured and seamless IT Service Management, SOX Controls Implementation, SAP, Applications and Infrastructure transition in Baxter's acquisition of Gambro Renal Products. Responsible for developing IT synergy targets and business case, delivery roadmap and multi-vendor team Program execution. Scope encompasses full IT transition scope, from Vendor/Contract management, Organization Design, Program Management/Execution, to final Delivery Acceptance. Synergy targets upwards of $2M in year one. From April 2014 to October 2015 (1 year 7 months) Lakewood, COIT Senior Manager, Programs @ Typical Program Execution Life-cycle Responsibilities: • Work with C-level technology and business stakeholders in concept-level program idea generation and strategic Business case development. Includes cost/benefits estimation (ROI/NPV/IRR), Case for Change, alternatives evaluation, and alignment with CIO and Business imperatives. • Responsible for all areas of Program execution, including business and IT resource management, vendor sourcing and contract management, milestone definition and planning, program level budget and forecasting, methodology governance, scope/financial control, risk and issue escalation and stakeholder communications / status reporting. Program budgets range from $13M to $28M. • Ensure program objectives are met, confirm business case benefits delivery, sponsor satisfaction and assurance of successful hand-off of program activities to ongoing support organizations. PMO improvements: (methodology optimization, implementation of portfolio estimation, financial and prioritization frameworks) Mentor and develop junior IT staff Notable Programs (in descending order of benefit): • Central Europe IT Integration Program – Led the day-to-day execution of MCBC’s post-acquisition IT integration Program of a $3.5B, Central European Business; Directly responsible for $28M Program budget and 150+ resources. • Global Procurement Transformation Program - Leading practice organizational design, process optimization, strategic sourcing and rationalization of procurement systems. Savings exceeding $20M. • Revenue Management Proof of Concept –pilot program deployment for a predictive analytics tool supporting our retail-to-cash function. • Finance “One Way” Program – concept / business case development for a global finance transformation project. Other Projects: • E-Invoicing Deployment Project • Business Consolidations System Project • Enterprise Reporting Project • Emerging Markets Portfolio Management • IT Outsourcing / Service Mgmt Project From June 2009 to February 2014 (4 years 9 months) Manager, IT Advisory @ Primary Responsibilities: • Act as Engagement Manager on key local and regional Fortune 500 accounts, leading teams in the planning, execution and monitoring of projects across the KPMG IT Advisory services portfolio. • Service and engagement delivery focus is in the areas of SAP/ERP implementation performance, optimization, risk management, change management, project management, automated controls transformation and IT governance Key Accomplishments: • Operating Model Transformation, Oil Field Services Company – Assessed, designed, implemented and monitored a full organizational, finance and technology transformation project which streamlined and automated operations, increasing efficiency and scalability across the company. • Global SAP Deployment methodology, (Fortune 10 Oil & Gas Company) - Led the design and development of an enterprise systems deployment model for a global SAP implementation program. • Controls Integration, large, industrial Metals Fabrication Company - Participated in a 120 member, global team implementation of SAP ECC6.0 with a focus on controls integration across multiple areas • Compliance Advisory Services, Top Consumer Production Company – Performed internal audit testing and advisory services consisting of a portfolio of complex application controls. • Controls Integration, Leading Organic Dairy Foods Producer - Contributed to a project team responsible for controls integration work on an implementation of SAP ECC5.0. • IT Governance program, Major Telecommunications Provider –Performed an enterprise wide IT Governance program, resulting in strategic recommendations around process efficiency, cost savings, risk and control improvements.. Key Industries: Oil and Gas (E&P, Oilfield Services), EPC, Consumer Products From April 2006 to June 2009 (3 years 3 months) SAP Project Manager @ Managed various projects within a $90M global SAP implementation program which eventually deployed to more than 100 countries; including significant work with military support operations inside Iraq and Afghanistan. Notable achievements: Migrated decentralized Accounts Payable processes, technology and data into a centralized, shared service organization; consolidating 33 independent systems into 1. Centralized systems, people and processes represented purchasing activity originating in 11 countries and spend of over $250 M per year. Converted over 400 users from a manual, paper-based time entry system onto a centralized labor capture system, significantly reducing error rates and providing real-time labor cost reporting. Led a 15 member team in the design of an integrated 3rd party purchasing system to the corporate instance of SAP financials. Deputy project manager for an initial global release of SAP, implementing project controls, budgeting, finance and HR for a $9B business unit, all in under 10 months. From April 2003 to April 2006 (3 years 1 month) Pre-Sales Consultant @ Technical Software sales, Tier 1 Telco Billing solution. From April 2000 to June 2002 (2 years 3 months) Bachelor of Science (BS), Management Information Systems @ Colorado State University From 1995 to 1999 Jeff PMP is skilled in: SAP, Project Management, Business Process Improvement, Program Management, ERP, Strategic Planning, Process Optimization, SAP Implementation, SAP Project Management, Team Leadership, Business Case Design, Business Transformation, IT Outsourcing, IT Transformation, Project Portfolio Management
Extraversion (E), Sensing (S), Thinking (T), Perceiving (P)
2 year(s), 6 month(s)
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