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Kirk Mathew Robinson

CEO and Founder

Interim (CIO | CTO | COO | CRO), Board Member, ERP Executive Expert

Colleyville, Texas

Section title

Kirk Mathew Robinson's Email Addresses & Phone Numbers

Kirk Mathew Robinson's Work Experience

SoftTele International, Inc.

CEO and Founder

McLean, Virginia, United States

STI Equity Fund I

Managing Partner and Board Member

Mclean, Virginia, United States

MedSys Group

Interim Senior Executive Advisor

Dallas/Fort Worth Area

Kirk Mathew Robinson's Education

Saint Augustine High School

College Prep

Northwestern University

Graduate; Graduate, Electrical and Computer Engineering

Jackson State University

Bachelors of Science, Computer Science / Accounting / Math / Electrical Engineering

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About Kirk Mathew Robinson's Current Company

SoftTele International, Inc.

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Kirk Mathew Robinson works for SoftTele International, Inc.

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Kirk Mathew Robinson is CEO and Founder

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Kirk Mathew Robinson's personal email address is ki****[email protected]

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About Kirk Mathew Robinson

📖 Summary

CEO and Founder @ SoftTele International, Inc. McLean, Virginia, United StatesManaging Partner and Board Member @ STI Equity Fund I REIT : residential and commercial real estate Mclean, Virginia, United StatesInterim Senior Executive Advisor @ MedSys Group Industry: Healthcare, Hospitals, Clinics, Life Sciences, etc.ERP / ERM – Oracle Cloud, Cerner, EPIC, INFOR Cloud / Lawson, Peoplesoft, Workday, Allscripts, SAP S/4 Business Development Selection Expert and Solutions Road mapping & Delivery Digital and Business Transformation Program Delivery Dallas/Fort Worth AreaInterim Senior Executive Advisor @ Leidos Client: Department of VA Industry: Federal Government & Healthcare / Hospitals / Clinics / Supply Chain / Strategic Sourcing Program : Claims, ERP, Supply Chain and CGI Modernization Program Arlington, VAInterim and Fractional CIO @ Bain & Company Industry: Project Size: Oil & Gas, Auto Parts &Logistics, Management Consulting, Streaming, Media, Investment Banking, FinTech, Software, Gaming, Healthcare Network and Systems (Hospitals) Oil & Gas software market study focusing on hydrocarbon accounting with such vendors as P2, Merrick, Quorum, EMK3, Trinity Petroleum, SAP, Impress, etc.ERP market study focusing OEM and Logistics with digital and virtual supply chain impact that includes 3D printing, AI artificial intelligence testing and IV&V , IOT, 5G, machine language ML, distribution center and warehouse management, improved P2P solution, smart /additive manufacturing and drone technology.Interim CIO turnaround plan and roadmap for systems landscape environment along with a cybersecurity assessment for media, DevOps, Agile, NetSuite, and communications company.Executive Restructuring and Turnaround SAP S/4 HANA and Revenue Recognition solution and roadmap, for a technology company. FinTech solution validation with lessons learned and impact assessment that includes AWS, SOA, DevOps, Agile, Scrum, Web Services, Kafka, Cloudera and Teradata Cloud for Big Data, Machine Learning, and Analytics Executive solution delivery, IV&V, advisory and roadmap for a NetSuite implementation for streaming media company in an Agile (Scrum), SOA, Microservices, DevOps, GDPR environment.Healthcare System – Workday ERP impact assessment and discovery for the Peoplesoft, Kronos, and EPIC current environment. This included roadmap, deliverables, cost projections (TCO), and human resource planning.Healthcare Network – turnaround plan and roadmap for the Inform Lawson, Kronos, and EPIC transformation program. This included realignment of deliverables, cost projections, and along with human resource planning. Global, NYC, NYInterim CTO and Board Member @ eRetailer and wedding online advisory service provider. From Startup to Operations managing the implementation of the technology cloud solution (SaaS, IaaS, and Paas), DevOps, Hadoop, Python R, OpenSource, Private Cloud implementation on Azure and AWS, video conferencing, desktop automation, virtual training, Product Catalog, Slack, ZenDesk, and mobile development / delivery. Austin, Texas Area, United StatesManaging Partner and Board Member @ STI Equity Fund II We are in M&A mode for both public and private companies, especially in the funeral / death care industry. Dallas, Texas, united statesExpert Witness @ IMS ExpertServices Executive Reports, Trusted Advisor, and Expert Witness for ERP failed implementations, CRM failed implementations, EMR failed implementations, HCM / HR failed implementations, SaaS / PaaS / IaaS failed migrations, Telecom / Utilities / Medical failed billing systems implementations, Logistics / Manufacturing applications failed implementations and Vendor / Professional Service investigations Global, NYC, New YorkInterim Senior Executive; SVP (IT, SCM, and Manufacturing) @ Cardone Industries Mid-Market Auto Parts RemanufacturerCustomers:Location: Role: Philadelphia, PA (HQ), US, Canada, & Matamoros, Mexico Interim Executive ( CIO / SVP of SCM- Level Trusted Advisor)Duration: 7/2018 - 2/2019Project Size: Mid-Market Company; 6,500 employees; $650MM in SpendCustomers: AutoZone., NAPA., GSA, Rock Auto, Pep Boys, O'Reily, many moreTurnarounded and Stabilized a failed Transformation program with SAP ECC 6.0, EWM, Successfactors (EC, ECP, LMS, EC) Workbench, Concur, MuleSoft, and JDA (Demand, Supply, MRP, Order-to-Promise, 360) , PLM, EDI, ACSIS ELM Labeling, and AS/400 for car parts remanufacturing company. Managing Westernacher for EWM, TMS, SCM, & Manufacturing and implementation of SAP/Oracle TMS along with 3PL consideration. Other vendors such as SAP, BackOffice Associates, Spinnaker, JDA, E&Y, MEBC, Rimini Street, FIT, IBM and many more. They have 11 plants with DCs, warehouses, and manufacturing in US, Canada, and Matamoros, Mexico. Advised, negotiated purchase, and start phase 1 of SAP Ariba Clould Suite transformation, SAP Cloud Analytics, SAP Activate, HANA 2.0 Standard Edition, and other products & services. Implementation of Ariba Cloud Suite for indirect procurement in Phase I and Phase II will be direct procurement. Fully responsible for people, process and technology for operations / manufacturing, IT, supply chain, distributions, warehousing and logistics. Working directly with the COO and SVP of SCM / Transportation to implement new processes in the plants. This included management, advisory, (3 day, 8 Week, and 3 Month) assessments, business case, legal contracts development and redlining, solutions for turnaround, CAPEX, OPEX, legal contracts, roadmap, deliverables, cost projections (TCO), vendor selection, realignment, and human resources. Used JIRA, Smartsheet, ASAP, MuleSoft, SAP PO, Dell Boomi, and Agile / Scrum (Tribes) for management of this program.Established online SAP / LMS training From June 2018 to February 2019 (9 months) Greater Philadelphia Area, Canada, Texas, and Matamoros MexicoInterim VP SAP Executive Delivery @ Florida Crystals ASR Group (previously Florida Crystals) acquired Redpath Sugars and Streamline Foods in Canada. Deliverables consisted of migrating them from their JDE and MAS 90 applications over to SAP ECC 6.0 (IS-Mills) in the areas of Financials, Order to Cash, SCM, Enhanced Warehouse Management, Distribution Center, S&OP, Smart Manufacturing, 3D Printing, cybersecurity, automation, robotics, artificial intelligence, Six Sigma, MES, 3PL, Plant Operations, MM, HCM, Procurement, BI, S/4 HANA, RevPro, BigData, Hadoop, Tableau, Manhattan WMS, ADP Cloud solution, Kronos T&E, and Concur to the current corporate instances as plants. This is a digital supply chain transformation program for all business units, vendors and joint venture partners. Managed team, developed charter, scope, AFE, CAPEX, OPEX, implementation plans, developed the roadmap, project plans, and executive assessment documents. Along with resource selection, vendor management, and P&L responsibilities. . From May 2013 to May 2016 (3 years 1 month) Toronto, Ontario, CanadaInterim Executive Delivery - Chief SAP Solution Architect / Platinum @ SM Energy Company SM Energy was soliciting proposals for an SAP ECC 6.0 IsOil industry solution implementation. Our systems integration team included Sparta Consulting and Quorum Business Solutions. This implementation consisted of the Financials, Human Resources, Digital Supply Chain Management, Joint Venture Accounting (JVA), Profit Revenue Accounting (PRA), Well /Land Management, UpStream and DownStream processes. SM Energy solutions will consist of SAP ECC 6.0 – IsOil full suite of products (FI/CO, PS, SD, Success Factors, HCM, MM, PM, PP, SCM, GRC, GEO.e, ERSI, MES, EAM, BI/BW, S/4 HANA, SAP EAM Mobile /Afaria, EAM, Mobility, and LE). The third-party applications consisted of ADP integrations, Quorum Division Orders (DO) and Land Management Suite (LMS), OilDex, Hyperion, ARIES, AES, EMK3, Ascent 143, Wellview, AVM, JIBLink, Concur, PowerPlan, many more. • Acted as the Chief SAP IsOil Solution expert, and Program Manager • Acted as the Platinum level consultant for all R/3, IsOil, PRA, and JVA for solution, design, and configuration. • Lead all detailed deliverables for PRA (master data, production, revenue, volume allocations, valuation, tax/regulatory reporting, contractual allocation, contracts and pricing) and JVA (master data, capture, cash calls, overhead cash, calculation, JIB/JIBE billing, partner netting, suspense processing and allocations) modules. • Assisted the Quorum Solutions team with the custom workflow / master data design for SAP PRA / Quorum Division Order custom design with will integrate/interface to AVM, PRA, JVA, SAP MDM and EMK3. • Integration with Quorum Gas Plant management • Responsible for To-Be solution documentation, software selection responses, strategy and roadmaps, Business and Technical Architecture diagrams, TCO, implementation cost projections and RFI/RFP process. • Advised Sparta to purchase SAP Rapid Deployment Solution (RDS) for R/3, PRA, and JVA to expedite implementation delivery. From January 2013 to May 2013 (5 months) Denver, Colorado, United StatesInterim SAP SPM Executive Delivery / Advisor @ Intel Corporation Intel is implementing SAP Service Parts Management (SPM) solution for spare parts / aftermarket business. In this process consists of the Reverse Logistics, Spare Parts Management, RMA process driven by AI and Big Data, plant robotics implementation in APAC region, Digital Direct Procurement, Customer Service, Warranty, Service Management, 3rd Party Logistics outsourced warehouses, micro centers, regional distribution centers, and LEAN 4.0 / smart manufacturing. Intel has SAP ECC 6.0 – MySAP full suite of products (SCM, APO, GATP, CRM, S&OP, GTT/GTS, and SNC). • Acted as the SAP SPP expert advisor, Solution Architect and Program Manager • Managed the Business – IT Alignment objectives, SAP / Intel off-shore development team in India, and executive steering committee and C-Level deliverables • Leaded, advised and delivered on the delivery, BPP, configuration, development of the key SAP SPM Service Parts Planning deliverables for the entire ASAP process. • Developed immediate, Short-Term and Long-Term Strategic SPP strategic roadmaps and architectures • Advised Intel to purchase SAP Rapid Deployment Solution (RDS) for SPP to expedite implementation delivery. • Delivered a previous project SPM/SPP Lessons Learned executive report From January 2012 to December 2012 (1 year) Chandler, AZ, United StatesInterim VP, ERP Executive Advisor @ Celgene Celgene has purchased Abraxis and Gloucester Pharmaceuticals would to integrate and consolidated their enterprise portfolio systems. Celgene has Oracle EBS r12 (financials, SCM and Smart manufacturing), Siebel, SAP ECC 6.0 / MySAP, Rockwell PMX / MES , Oracle FUSION /SOA, Mega, Oracle Clinical and PeopleSoft 9.2 HRMS/HCM . This is a FDA regulated, LEAN, Kaplan Educare (LMS) and GXP validated env. • Acted as the ERP Executive Advisor, Program Manager, ERP PMO, and Chief / Solution Architect • Developed As-Is People, Process and Technology Assessment for the RFI and RFP process • Short-listed System Integrators such as IBM, Oracle, Deloitte, Cognizant, and CSC • Managed the Business – IT Alignment objectives and executive steering committee and C-Level presentations • Advised on the development of the key ERP Business Critical Requirements, and Vendor Scorecard Matrix, and Vendor Scenarios • Celgene massive M&A growth plan the architecture must scale, so the TOGAF architecture framework was selected. Generated Enterprise and Application level diagrams in IDS Scheer ARIS. • Assisted with the Solution Architect for Celgene’s RMOps (Global Risk Management Portal) which will be developed in Oracle’s Weblogic platform to the management of physicians, pharmacies, and patients. • Oracle AIA/SOA and EBS integration with Channel Partners / BPO • Trained and Environments: HIPAA, ICD 9, EMR, Validated (GXP) environments, FDA, etc. • Managed and support a Workday FLC implementation for EU / UK BUs.• Managed Product Serialization business case, roadmap, POC, and phase implementation using SAP AII and Trackwise for warehouses, 3PLs, and regional distribution centers along with S&OP• Delivered Solution for the Financial Consolidations, HR, SCM, and Procure-to-Pay (P2P) Strategy • Architected strategic integrations of Siebel CRM, Hyperion FMS, Agile, Vertex, Siebel Analytics,, BPM, ERPs, Oracle Fusion, Sterling Commerce, EDI, RFID, etc. From January 2011 to December 2011 (1 year) Warren, NJ, USA; London, England UK, Brussels-Capital Region, BelgiumInterim VP, ERP Executive Advisor @ VCE EMC Professional service is responsible for Acadia’s a (VCE) Cloud Computing solution provider and manufacture. Acadia is backed by an joint partnership with EMC, Cisco, and VMWare. EMC consulting services are responsible for the strategic IT roadmap, infrastructure development, business architecture, IT alignment, Enterprise Applications environment, and ERP Vendor selection. - The role consisted as Cloud Evangelist and BigData for all internal and external applications.• Short-listed ERP SaaS Vendors such as NetSuite, Glovia, Workday, Plex, and SAP Business ByDesign • Advised on the development of the key ERP Business Critical Requirements, Vendor Scorecard Matrix, ITO / Manage Hosting Solutions, and ERP Vendor Scenarios • Developed immediate, SaaS, Short-Term and Long-Term Strategic ERP roadmaps. . • Vendor Management, Short-listed for ERP demo and selection process for Lawson M3/S3, Plex, Info ERPLN/Baan, JDE Enterprise, SAP R/3 ECC – MySAP, Global Shop Solution, and Glovia • Develop Strategic Transformation Architecture to integrate, BPM, ERP, TradeSphere, EDI, WMS, TMS, 3PLs, DCs, and Mobile. From September 2010 to January 2011 (5 months) Dallas, TX, United States, Franklin, MA, United States; USA; Cork, Ireland UK;Interim VP, SAP Executive Advisor @ BHP BHP Billiton is the world’s largest primary resource company. It was created in 2001 by the merger of Australia’s Broken Hill Proprietary Company (BHP) and the UK’s Billiton. The SAP ECC 6.0 IS-Oil & Gas, IS-Discrete / IS-Mining was enhanced by BHP Billiton SAP team for commodities / derivatives trading, JVA/PRA, tax reporting, back-office processing, taxation, treasury management/banking/funding, Basel II, financial modeling / future performance projects, risk management, compliance/ regulatory, taxation, and financials reporting.• Acted as SAP Executive IM&C and OCM Advisor are as follows; SOX roles impact assessment, future state processes map, and chaos/risk management • Advised on the configuration and integration of the mark-to-market, hedge management, risk, value at risk, compliance, and treasury / currency business drivers for SAP environment.• Validated the SAP Strategic Solution for the EMEA, UK, and US rollouts • Managed the all of the deliverables to BHP Billiton executive steering committee • Developed technical impact assessment for the following modules FI,CO, MM, SD, BI, WM, LE, SM, PRA/JVA, CRM, SRM, HCM, GEO.e, ERSI, EAM, GIS, and FX• Assessed the ECC 5.0 vs ECC 6.0 fit/gap critical requirements• Upstream / Midstream / Downstream process integration• Suggested to BHP to purchase SAP PRA and JVA to integrate with their custom hedge/treasury management solution.• Discrete manufacturing for cables, steel ore, beams using raw commodities including extended warehouse bins / yard management, distribution centers, and 3PLs From May 2010 to September 2010 (5 months) Houston, Texas, United States; Singapore; Holland, The NetherlandsInterim Sr. IT Director, ERP Executive Advisor @ State of Alabama Project Size: 40K Employees, 168 Agencies, $280 million• Chartered a crisis management team and assessed the immediate impacts. Due to American Recovery and Reinvestment Act of 2009 (ARRA), OMB reporting requirements, and Federal Stimulus Package dollars the State of Alabama is require to redesign and re-implement current processes. The State of Alabama Finance Transformation Program (STAARS) Lead a team to develop short and long term solutions to adhere to the ARRA guidelines. The environment consists of CA PPM, Grants Solution, Kronos, Fieldglass, CGI AMS Advantage, PeopleSoft, BI/Business Objects/EDW, Documentum, and the varies Mainframe applications.• Assessed the State of Alabama HCM Performance Appraisals processes with in Performance Management, Personnel Administration, Compensation Management and PPDS As-Is and To-Be for proposal SAP ECC 6.0 implementation and integration with Taleo.• Responsible for the State of Alabama immediate Procure-to-Pay (P2P) transformation solution and design for spend analytics, SRM, AP, PO, ARRA, Contracts, Business Intelligence, and Sourcing for vendor assessments along with current internal re-implementations for direct and in-direct procurement. The key areas focal points have been grants and funds management with DHS MMIT (Medicaid and Medicare), DHR, Mental Health, Department of Corrections, Local Governments, and Department of Finance. EPIC / Lawson Implementation for 26 hospitals, 3 Corrections clinic facilities, and 8 clinics. Migrated from JDE to Lawson and McKesson / Cerner to EPIC. We implemented 13 modules of EPIC. We had 3 project managers reporting to me for the project. EPIC was the implementation partner. Team size was about 55 people and the budget size was $95M • Implementation of Ellucian Banner ERP for the Alabama State, University of Alabama, and University of Alabama Birmingham. Along Interactive Online Campus Solution, CBT, and Advanced Distance Learning (LMS). From February 2010 to June 2010 (5 months) Montgomery, Alabama, United StatesInterim Sr. IT Director, ERP Executive Advisor @ State of Alabama The State of Alabama Office of the Comptroller’s transformation (BPR) and assessment program covers financials, grants management, asset management, SCM, procurement, personal and payroll (HRMS), and technology processes with over 425 sub processes. The State of Alabama currently uses CGI AMS Advantage ERP applications (statewide) along with PeopleSoft (DOT), 25 plus legacy applications, and Lawson (ABC). There are over 168 State Agencies that in the scope of this project. • Responsible for As-Is documentation, To-Be documentation, ITB process for ERP software selection, strategy ERP roadmaps, Business and Technical Architecture diagrams, Vendor Management, TCO, and RFI/RFP process for the ERP integrators. Provide technology special advisor services to DOT, Department of Education, and DHS• Developed and delivered a vendor specific Software-As A-Service (SAAS) / Cloud Computing solutions, an Enterprise Content Management (ECM / EDM), an vendor integrate solution for OTC/SCM/PLM, an integrate solution for Procure-To-Pay, a human resource WFM and time management, and a public sector CRM/Citizen portal solution whitepapers for the Executive Steering Committee. • Developed an IT internal executive marketing strategy plan for products and services, to provide for the State’s Departments. Conducted an impact assessment for the State of Alabama’s existing processes and applications using TCO, change management, and EVM. From August 2008 to January 2010 (1 year 6 months) Montgomery, Alabama, United StatesVP Oracle EBS Program Director @ United States Air Force The eLog21 Transformation Program represents the Air Force’s commitment to transform current logistics processes in support of the Warfighter. This transformation effort offers vast improvements to logistics effectiveness and costs; it represents an approach that cuts across stovepipes, eliminating burdensome processes and legacy systems Air Force-wide.The eLog21 program is a part of the Expeditionary Combat Support System (ECCC) initiatives. Oracle EBS r12 is the chosen ERP platform. The program consisted of transformations, implementation, and IV&V activities. The following work streams are in focus: financials, SCM / Demantra, iProcurement, eSourcing, Logistics, WMS, TMS, 3PL, warehouse, distribution centers, 3PL, Lean Manufacturing, Product-Lifecycle Management (PLM, a Siemens Integrate solution), EAM, Materials Management, and MRO. • Responsible for business development and pre-proposal RFP preparation.• Developed and delivered presentations to executive staff, COTR, ECCS, Computer Science Corporation, and GAO. • Used Oracle’s AIM project management methodology along with government DFAS and DODaF methodologies• Managed a team of FTE members, civil employees, and vendors (insourced and outsourced).• ERP delivers consisted of transformation oversight, blueprint and configurations validations, integration and realization validations, UAT / verification testing and change management delivery approach. • Pre-Sales / Business development deliverables and presentations From February 2010 to May 2010 (4 months) Akron, Ohio, United StatesSAP Executive Change Management Advisor @ Brock Group Brock is a specialty contractor in the Oil & Gas industry and is a $3B global company with multiple locations. They are in an extremely active M&A growth pattern and are preparing to go public in the immediate future. Brock has hired IBM Global services (represented) as the integrator to implement “IBM Express Solution” for SAP ECC 6.0. The SAP implementation covered financial consolidation of multiple acquisitions using BI/BPM/SEM/Outlooksoft and the NewGL, SD/RRB, HCM, FICO, eCATT, Solution Manager, RE-FX, ERSI, EAM, GIS, Treasury, MM, LE, TM, EAM, JVA, PRA, Adobe, CRM, SM, unicode configuration, time & entry using CATS/Adobe Forms, Order-to-Procure process, Procure-to-Pay process, HCM performance management, performance administration, organization management, compensation, management, fixed assets (revaluation), SAP Audit Management/MIC, IS-Oil & Gas, Solution Manager, RWD Infopak for training, and contract billing. • Responsibilities, as the SAP OCM Advisor are as follows; all organization communications throughout Brock enterprises and vendors, communications strategy, SOX roles impact assessment, current vs. future state processes map, change management plan, roll-out/transformation approach, stakeholder assessment, training plan, chaos/risk management and executive/governance management. • Assessment Management (Well and Land Lease Management)• SOX / Financial Governance • GRC and Tax Reporting processes• Upstream / Midstream / Downstream Business Process Transformation and Integration From February 2008 to August 2008 (7 months) Houston, Texas, United StatesSAP Executive Solutions Advisor @ Cessna Aircraft Company Cessna Aircraft Company is a manufacturer of general aviation aircrafts and one of the Aerospace & Defense (A&D) leaders. Cessna is part of Textron, which is an $11 Billion global multi-industry company. This was a partner agreement with Deloitte consulting services and SAP America for business transformation program. The assessment covered SAP ECC 6.0/ MySAP in the following areas: (FI, MM, PM, SD, Taxware, SCM, MRO, EH&S, PP, QM, MES, Shop Floor, WIP, RE-FX, eCATT, Solution Manager, integration to GIS/ESRI, MRP, Procurement, MDM, APO, IBM WMB, Product Costing, BPM, BPS/BPC/SEM, and IM). This was a high-level assessment for Cessna Executive, Textron COE and Senior IT management. The other applications were Lawson M3/S3, Ariba, and Kaba Benzing. • Represented SAP America at Cessna to perform an independent Impact Assessment of the current SAP implementation (IV&V), which was in the blue-printing stage. The next deliverable consisted of a serialization approach/design to solve vendor part numbers / product serial number / material master, Spare Parts Management (SPM), UID, after-market parts SCM, 3PL, enhanced warehouse and material master numbers assignment in SAP and other third-party systems. From September 2007 to October 2007 (2 months) Wichita, Kansas, United StatesInterim VP ERP @ Harland Clarke MacAndrews & Forbes Worldwide Corp (private equity & holding company), which currently owns Clarke American, one of the largest check manufacturing and financial services companies is being merged with John H. Harland Company at a transaction value of $1.7 billion. A member of the Clarke American “Clean Team”, responsible for the ERP evaluation and integration. The selection of the target ERP system for the combined companies because Clarke American was using SAP R/3 version 4.6c and John H. Harland was using Peoplesoft Financials, Inventory, SCM, and HCM version 8.9. Performed Change Agent Transformation responsibilities to ensure for a smooth transaction into the SAP defined BPP for day-to-day operations.The deliverables for the ERP selection evaluation process consisted of people, process, technology, cost, product roadmap, fit/gap, integration process and footprint in each company, resources, conversion timeline, the architecture, etc and responsible for day-one financials integration. Assisted with Clarke American SAP upgrade assessment, New GL assessment, SLO Assessment, business cases to version MySAP 2005/Netweaver ECC 6.0 and managed the SAP ECC 6.0 upgrade. Reported to C-Level executives for directives and gave recommendations to them to meet aggressive merger timelines for cost, integrations, etc. Major integrations with Siebel Marketing Analytics, Fieldglass, Aspect eWorkforce Management, Genesys CTI, and Billing applications.Advised the BPP and configuration efforts for the HCM performance management, SAP Audit Management / MIC, organization management, payroll, personnel administration modules in SAP ECC 6.0. The focus was in the performance appraisals, Vuru integration, warehouse, S&OP, distribution center, 3PL, MES, Lean Manuf, Kaba Benzing time clock systems integration, and MSS/ESS. Established and managed the SAP Center-of Excellence (COE). Captured synergies savings of some $200 million plus for the combined companies. From January 2007 to October 2007 (10 months) San Antonio, Texas, United StatesVP Program Manager/ Solution Architecture : SAP @ BC Hydro • Responsibilities, as the Client SAP Advisor are as follows, technology refresh /basis, TOC, roles impact assessment, current vs. future state processes map, change management plan, roll-out/transformation approach, governance, turnaround and risk management and executive/governance management. • Project management and delivery• SAP IS-U Upgrade Assessment from SAP 5.0 to SAP ECC 6.0 with NewGL • Developed As-Is People, Process and Technology Assessment • Upstream/Midstream/Downstream processing for distribution • Delivered solutions for JVA / PRA along with treasury and cash management with integrations to FX• Upstream / Midstream / Downstream process integration• The clients needed turnaround strategists because the critical Go-Live date was missed and budget overruns for implementation. From December 2006 to March 2007 (4 months) Vancouver, British Columbia, CanadaVP Program Manager/ Solution Architecture : SAP @ The AES Corporation • Responsibilities, as the Client SAP Advisor are as follows, technology refresh /basis, TOC, roles impact assessment, current vs. future state processes map, change management plan, roll-out/transformation approach, governance, turnaround and risk management and executive/governance management. • Project management and delivery for Global Project• SAP IS-U Upgrade(FICA, CCS, Billing, EDM) Assessment from SAP 5.0 to SAP ECC 6.0 with NewGL • Developed As-Is People, Process and Technology Assessment • Upstream/Midstream/Downstream processing for distribution • Delivered solutions for JVA / PRA along with treasury and cash management with integrations to FX• Upstream / Midstream / Downstream process integration• The clients needed turnaround strategists because the critical Go-Live date was missed and budget overruns for implementation. From December 2006 to February 2007 (3 months) Arlington, Virginia, United StatesInterim Senior Director, Turnaround Strategists @ Lockheed Martin Lockheed Martin is one the world’s largest government contractors. The SWIFT Program Transformation was an initiative of the executive management and board of directors to integrate, re-implementation, and cutover of the SAP 4.7 R/3 suite (APO, COA, WBS, FICO, SD, MM, WIP, PP, WM, MRO, SCEM, IM, RE-FX, eCATT, GIS/ESRI/ArcView, Solution Manager, Enterprise Asset Management, BW, ECC 5.0, ECC 6.0 (upgrading), PM, MES, LE, Maximo, Shop Floor) environment with the new implementation of Peoplesoft 8.9 Financials (GL, AP, AR, Billing, PO, AM, COA, Contracts, and Projects). This initiative enhanced the contracts and billing processes of the $74 Billion backlog in projects. At the same time, Lockheed Martin acquired Aspen System Corporation and converted their Deltek Costpoint Financials (ERP) to the Peoplesoft Financial (ERP) system. Deloitte was the primary integrator responsible for SAP and PeopleSoft. The key driver was the business reengineering of the FQA (chartfield structure) to new chartfield structure to support Peoplesoft and SAP integration. • Responsibilities were leadership, acquisition integration strategy, all Go-live management activities for SAP, Peoplesoft and the Aspen conversion to Peoplesoft. • Performed Transformation, Cutover and OCM responsibilities to ensure for a smooth transaction into the SAP defined BPP for day-to-day operations. • The client needed turnaround strategists because the critical Go-Live date was missed in June 2006 thus creating budget overruns for implementation. The internal cost of the 2 year program to date is in excess of $422 million. From July 2006 to November 2006 (5 months) Greenville, South Carolina, United StatesVP, SAP @ GE Healthcare Returned to GE to turnaround the Supply Chain and Logicists Transformation Program and lead the team through some business integration problems. This program will reduce the capital expenditures in COGS by 27%. GE have total re-engineered their supplier financing model for equipment that will save ups of $7 Billion in cost and financing over 5 years. This will be the business model for the future of supply chain management for companies. • Managed the GE’s internal staff, software integrators and their deliverables in a more aggressive manner to meet the timeline. • Responsible for implementation of Radio Frequency Identification (RFID)/AIT/AII technology to the current SCM, MES, and CIM environments for the back office systems architecture in GE. This is Six Sigma lean environment. • Managed the SAP Center-of Excellence (COE) for the EU region. The SAP instances covered all EU countries, US, Canada, Singapore, Russia, UAE, Brazil, South Africa, and Mexico.• Implemented the SAP RFID and WM solution medical device equipment. From November 2005 to May 2006 (7 months) London, England, United KingdomSr. Director, Peoplesoft Subject Matter Expert @ Anthem, Inc. WellPoint is the nation's leading health benefits (insurance) company serving the needs of approximately 28 million medical members nationwide. WellPoint has $47B annual revenue. The merger of WellPoint and Anthem created the largest health care benefits company in history. This project will reduce the capital expenditures in IT budget by 3.8%. • Responsibilities are program management as well as Subject Matter Expert (SME) for Peoplesoft Financials Integration (BI, GL, KK, AP, AR, PO, AM, allocations, PC, COA, and CA), onsite vendor management of Peoplesoft, Ariba, Commerce One, Hyperion, IBM, and Planview.• Established the Peoplesoft Center-of Excellence (COE). From July 2005 to November 2005 (5 months) Thousand Oaks, California, United StatesInterim VP, Peoplesoft (Trusted Advsior to the CIO) @ CBRE CBRE specializes in office, retail, and industrial, multi-family and other commercial real estate assets. They have affiliate and partner offices in over 200 offices worldwide. This project has reduced the capital expenditure budget by 13.8% and will add $47M to the budget over the next 2 years.• Responsibilities were to reform current Peoplesoft 8.8 and 8.9 architecture for all modules (Financials, CRM, SCM, and HRMS). All directives came from the CIO on what was expected. • Refined Transformation (BPR) approach and update development, release and migration schedules. • Established a governance process for the PMO to manage the Peoplesoft implementation.• Accounted for the concerns of global rollout involving multiple locations, languages, and currencies. From March 2005 to August 2005 (6 months) Newport Beach, California, United StatesSr. Director, SAP @ GE Healthcare State of the Art: Supply Chain and Logistics Transformation Program• Responsible for implementation of Radio Frequency Identification (RFID)/AIT/AII technology to the current SCM, MES, and CIM environments for the back office systems architecture in GE. • GE trained us on Six Sigma on all methodologies and belts. • Our actions were as follows: strategical planning, strategic solution architecture, critical path analysis, and BPR. • Responsible for the delivery of written report that commandeered changes reducing COGS by 16% over the next 8 years. • Evaluation and suggest of RFID related vendors and products for Proof-OF-Concept. Impact assessment was done for the GE’s SAP R/3 5.0 upgrade in February-2006. • Gap/Fit analysis from the existing GE’s Ariba Buyer platform to match the functionality of SAP CCM 2.0 workflow and data mapping for evaluating of implementing into GE’s Healthcare business unit. For the Healthcare business unit, we had to meet to all HIPAA compliance rules and best practices. From March 2005 to May 2005 (3 months) Saint Petersburg, Russian FederationConsultant to Chief Deputy Officer/ Subject Matter Expert @ US Department of Education • Responsible for creating end-to-end solutions for the ED network and systems environment. The environment has over 300 application/systems such as the EDCAPs Oracle Financials 11i AIM (GL, AP, Grants, Purchasing, AR, FA, and Billing) integrations, eGrants (CACI for their eGov solution), Ariba implementation, Legacy Mainframe, portals, and client service systems. • This consisted of evaluation of new technical products and services, implemented a Microsoft .Net architecture, developed roadmaps for equipment and device refresh, business process re-engineering for new data centers, generated capital/ budget plans for the entire ED network and system spending for each fiscal year, subject matter expert for SECURITY compliance (acting CISO) and technical assessment reports for executive senior staff. • Used and implemented the Federal Enterprise Architecture Framework (FEAF), Technical Reference Model, views, guidelines and practices. • Planned and managed a $21 million technical refresh transformation budget for hardware and network equipment. Along with a new data center migration and build-out. From March 2004 to February 2005 (1 year) Washington, District Of Columbia, united statesERP Subject Matter Expert @ IBM • Responsible for an independent study of 5 ERP systems (SAP, Oracle, Peoplesoft, Lawson and AMS Advantage) for the IBM GBS - Business Consulting Services Division. The matrix consisted of all of the models of each software vendor in a very detailed matrix structure for RFP and RFI purpose. • This deliverable was used to assist Fortune 100 clients and public sector clients in the selection process. • Delivered the AMS Advantage requirements and scorecards for the financials, procurement, general requirements, and human resources areas for the State of Delaware. From April 2004 to June 2004 (3 months) New York City, New York, United StatesSr. Director, Turnaround Strategist @ CGI • Coordinated upgrades of HR and financial systems for Commonwealth of Massachusetts. Utilized PeopleSoft HRMS version 8.8 and AMS-Advantage Financials and Grants Management version 3.0 implementation while conforming to state (Facts I and II Reporting, etc.) , CAS, and federal requirements.• Managed a team comprised of domestic and offshore (India, China) development resources for a $150 million implementation and upgrade project. From August 2003 to February 2004 (7 months) Fairfax, Virginia, United StatesChief Strategic Architect, SME @ U.S. Department of Homeland Security Department of Justice (DOJ) - Office of Justice Programs TransformationImplemented Treasury Enterprise Architecture Framework (TEAF) and Federal Enterprise Architecture Framework (FEAF) under presidential mandate. Re-engineered current applications to allow for eGov initiative with joint agencies under Homeland Security. Grants Management System (GMS) was upgraded, also integrated with Oracle E Business Suite 10i Federal and other legacy systems. From April 2003 to July 2003 (4 months) Washington, District Of Columbia, United StatesSubject Matter Expert @ Verizon Responsible for BSS and OSS strategical assessment, restructuring, merger and acquisition integration, business process re-engineering, roadmap and implementation plan for the enterprise integration of Genuity and its three acquisitions. The environment included Siebel 2000 (Billing, CTI, and CRM), Kenan Arbor/BP, MetaSolv TBS, Peoplesoft Financials and HRMS, SAP R/3 Financials FI/CO module(s), Ariba, Information View, and Vitria (EAI). Managed the team to conversion of PeopleSoft to SAP. From June 2001 to October 2002 (1 year 5 months) Burlington, Massachusetts, United StatesChief Information Officer @ USDA SoftTele applied for the Small Business Innovation Research (SBIR) grant for the United States Department of Agriculture (USDA). SoftTele is a private equity backed and early-stage startup. This visionary and innovation project was to solve the communications and business intelligence for farmers through out the US and the world.• Designed and develop a 3G palm pilot application and the integration solution to for back-office processing. The business model consisted of streaming media, market data, current business financials, procurement, and supply-chain capabilities to the farmer on-the-go. • Oversaw the product development SDLC from concept-to-production using existing 3G-palm pilot application framework. The “Farm Wonder” application interfaced Peoplesoft, SAP logistics, Ariba, etc. From March 2001 to December 2001 (10 months) Reston, Virginia, United StatesProduct Advisor, Subject Matter Expert @ Sybase SYBASE developed a turn-key portal solution for Telecommunication and Utilities Companies. The Electronic Bill Presentment Payment (EBPP) was to deliver shorter time-to-market solution using the existing architecture frame. • Evaluated an internal portal product for Sybase product launch for market readiness, product placement, market impact, impact to current middleware vendors functional and technical architectures in the Telecom / Utilities verticals, and the TCO. • Delivered the design modifications, documentation of product advantages and opportunity areas, and market study data for product placement. Market value of product was $927 million. From February 2001 to April 2001 (3 months) Concord, Massachusetts, United StatesChief Technology Officer / Consultant @ Winstar Communications Winstar is a conglomerate of Communications, eCommerce, New Media, Entertainment, and Retail companies. • Served as Chief consultant on technology to Executive Team. • Contributed to the definition of key strategic business objectives leveraging Winstar’s IT capability. • Selected large-scale purchases such as Genesys-CTI, Peoplesoft applications, Oracle, BEA, EBPP, and TIBCO. • Established the strategic enterprise plan for the IT infrastructure. Adhered to methodologies including The Open Group Architecture FrameWork (TOGAF), Telecommunication Management and Network (TMN) and Unified Modeling Language (UML). • Created concept for architecture of Winstar Internet Platform (WIP) and Office.Com (B2B).• Responsible for integration projects resulting from Mergers & Acquisitions. • Included in these projects was the Migration of 19 billing systems to one core system for Winstar Communications Division and consolidation of fixed-wireless networks. • Managed and integrated a $355 million infrastructure for EAI projects, ERPs (consolidations from Oracle ERP, Perot, JD Edwards, and Great Plains to Peoplesoft), OSS, and billing systems implementation. • Managed staff of 47 internal and external (vendors). • Strategic input and assessment for 8 company acquisitions and 3 mergers in one year. From April 1999 to February 2001 (1 year 11 months) Herndon, Virginia, United StatesInterim CTO @ (a Winstar Company) A unit of Winstar (New Media, eCommerce, B2B start-up), with a one-third equity stake held by CBS Corp., is a Web destination for business-relevant content , as well as commerce, community, and communications services from best-of-breed partners and in-house experts, according to the company.’s list of content partners includes COMTEX, Data Broadcasting Corp., Knight-Ridder/Tribune, L2S, Multex’s Market Guide, Marketwatch, and Stockpoint. Companies providing additional tools and databases for corporate research include Dun & Bradstreet (D&B), Gale Group, Responsive Database Services (RDS), the U.S. Small Business Administration (SBA) Classroom, and Winstar Telebase, Inc. The SmartShop has been developed with leading e-commerce partners including, Hello Direct, Inc., MasterCard, OfficeMax, RoweCom, and Finally, the infrastructure has been developed with technology partners including Aeneid Corp., Blue Barn, Cambridge Technology Partners, CommTouch Software, Digital River, and Transium Corp. From April 1999 to July 2000 (1 year 4 months) New York, New York, United StatesDirector @ 3Com Managed team responsible for implementing Call Technologies telecom products such as Call Provider. Clients included Ameritech, SBC, Verizon, Worldcom, Bell Canada, Sprint, and Bell Atlantic. Assisted with business development and on-site projects for all of the above clients. Designed strategic architecture solutions to integrate with BSS and OSS systems such as SAP, Peoplesoft, Oracle, Lawson, JD Edwards, Siebel, Genesys, Custom Billing Applications, Arbor BP, Saville, Convergences, SEMA/LHS BSCS, Verizon Applications, Lucent, Nortel, Wintel, AMC, Cisco, etc.ACD / IVR solution delivery (infastructure, CPE, and software) From January 1999 to May 1999 (5 months) Reston, Virginia, United StatesDirector @ LHS Group Largest telecommunication billing software company based in Germany with a customer based on all of the continents. • Managed vendor relationships with clients such as Nextel, Telecorp, Sprint, Alltel, AT&T, 360, OminiPoint, Iridium, Global Star, PacTel, ComTel, Bell Canada and many more. These clients were located in North America, Central America, Europe, and South America. • Managed a team of 129 senior implementation consultants that focused on the LHS BSCS billing system configuration and integrations to ERP systems such as SAP, Siebel, Peoplesoft, Lawson, Oracle, Great Plains, Baan, etc. • Responsible for business development of $238m in revenue, vendor management, contract related expenditures, negotiation of new contracts, and the end-to-end delivery of the BSCS system for clients. • Negotiated strategic partner deals such as Vertex, Lucent, MetaSolv, Crammer, Andersen Consulting, IBM, Ernst & Young, Cap Gemini, HP, PWC, KPMG, ADC, AMS, Deloitte, Arthur Andersen, Logica, etc. implementation agreements for BSCS product.• Managed the implementation and upgrades of Peoplesoft Version 7.x Financials and HRMS modules which cover multi-currencies, multi-languages, and 24/7 global production operations. From July 1998 to January 1999 (7 months) Atlanta, GA USA, Brazil, Colombia, Canada and EMEAChief Information Officer Group @ Transdev North America • Responsible for turnaround and restructuring critical business concerns such as the cash flow management process, company financial restructuring, and funds allocation for RTA by realigning their current business strategic plan and procedures to adhere to the company’s mission. • Coordinated the efforts with a team of thirty-five highly skilled internal and external resources. • Developed enterprise systems architecture model, add additional standards and protocols for data exchange, software, operational policy, generate a new roadmap for all new implementation to the enterprise, business processes and interconnectivity of network information systems• Negotiated vendor selection such as Trapeze and JD Edwards ERP systems, restructure their maintenance agreements with IBM for equipment. From March 1998 to August 1998 (6 months) New Orleans, Louisiana, United StatesProgram Manager @ Teligent Teligent was a Fixed Wireless Telecommunication start-up company offering service globally. • Managed a functional and technical team of 85 that provided requirements and implementations of Saville CBP billing systems and Lawson ERP systems with a budget of $98.3 million plus. This team was responsible for all facets, such as integration to back-office systems, regulatory and the taxation compliances, provisioning, customer care, billing, financials models (such as AP, AR, PO, AM, Vertex, and GL) and human resources modules (such as Compensation, Benefits, Payroll, and Time & Labor) activities. • Assisted with the initial ERP assessment of Oracle ERP v8 to replace Lawson ERP due to company growth. • Delivered results in an extremely aggressive, deadline-oriented environment because of the business startup objectives. From January 1998 to August 1998 (8 months) Vienna, Virginia, United StatesProgram Director @ BTG • Successfully implemented a 7x24 Global Business and Operation site tasked to provide operational, and technical support to BTG’s business partners in 15 countries.• Operational responsibilities included; Business Strategy Development and Execution, Financials, Processes, Procedures, Documentation, Infrastructure Design, Selection and Implementation of Supporting Systems and Tools, Recruiting, and Training Multi-lingual Business Analysts supporting 17 languages. • Responsible for the implementation of PlanView time reporting system for Ernst & Young (one of the Big 6 accounting firms). From September 1997 to December 1997 (4 months) Fairfax, Virginia, United StatesProgram Director / Manager @ EDAW • Managed team of project mangers who were responsible for developing an Activity Planning and Facilities Management application for US Naval Support Centers, which integrated facilities maintenance, financial management, engineering, environmental, space management, and reporting systems. The application was developed in Visual Basic 5.0, Microsoft Access, ArcView, GIS and Oracle 7.3.2. From March 1997 to September 1997 (7 months) Alexandria, Virginia, United StatesProject Manager @ Freddie Mac Managed an implementation team that developed a Multifamily Management Application for Freddie Mac Business Partners called Loan Prospector. Loan Prospector included processing integration to a Credit Rating, Capital Markets and Investment Banking transactions systems and integrated with SunGard, Murex, Peoplesoft Financials, Hyperion, etc. Full Life-Cycle development (SDLC) in a Client/Server (Three-Tier) environment. From September 1996 to March 1997 (7 months) Mclean, Virginia, United StatesProject Manager @ Cordant Managed team that designed and developed an application for the United States Postal Service using an interactive point of sales system. This project consisted of Full Life-Cycle development in a client/server environment. From January 1996 to August 1996 (8 months) Reston, Virginia, United StatesProject Manager @ Philip Morris International Managed team that designed and developed a manufacturing application. This application saved Philip Morris over four million dollars per year in tow waste. Acted as Product Lead both for business and technical support. MES, plant maintenance, shop floor, and PLC integration project to help reduce tobacco cost by adding the correct amount of filter tow to tobacco ratio for cigarettes. From November 1994 to August 1995 (10 months) Richmond, Virginia, United StatesSenior Consultant @ = c.1963 Revised a long distance calling card system was a part of the $76.3 million project that saved MCI $491 million in Mexican calling card fraud.Developed programs and scripts change parameters in the custom billing applications platforms using UNIX C and tools. From May 1994 to September 1994 (5 months) Cedar Rapids, Iowa, United StatesChief Information Officer / CTO @ Crescent City Computers Visionary, leader and designer of an on-line multimedia real estate multi-listing system for the largest real estate brokerage start-up in the southeast. We were acquired by Latter & Blum Corporation. From August 1993 to May 1994 (10 months) Jackson, Mississippi, United StatesSoftware Engineer @ IBM Managed the B1/CMW secured AIX software operating systems environment for US DOD clients . Performed customer demonstrations for imaging process system for tactical tank simulations for a state of the art advanced training system programs. From January 1993 to August 1993 (8 months) Manassas, Virginia, United StatesERP Anaylst @ Entergy Entergy is the largest utilities company in the Southeast Region of the United States with market value of $17 Billion. They focus on the gas, electric, oil and power markets. Lead a team with the Peoplesoft ERP acquisitions integration of Arkansas Power & Light, Mississippi Power & Light, and Louisiana Power & Light. From June 1991 to December 1992 (1 year 7 months) New Orleans, Louisiana, United StatesSystems Engineering @ IBM Developed Interactive multimedia classroom system and distance learning for IBM advanced training systems for DOD (Army, Navy, and Air Force) clients. A member of the DOD sales and marketing team for advance training systems. Supported IBM Semiconductor Division for seven months with presentation development and custom applications. From December 1989 to May 1991 (1 year 6 months) Manassas, Virginia, United States

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