Greater Phoenix Area
I am blessed with over 28 years of progressive experience leading, collaborating, and developing teams to execute Global Companies’ top priority strategic initiatives for information systems, finance, supply chain, and customer service sectors. I’m technologically sophisticated and a results-driven Finance, IT and Project Management professional with demonstrated success spearheading high-performance teams to deliver large-scale projects, enterprise system implementations, financial governance and controls, organizational redesigns, merger/acquisition integrations, corporate spin-offs, divestitures, and transformation programs to improve business processes. I am adept at strategic and operations planning, business change resistance management and adoption enablement through large-scale end user training for new systems implementations. I’m an exceptional speaker, facilitator, negotiator and businessperson who forges solid relationships with strategic partners, builds knowledgeable, top performing teams and champion change. My career growth has been organic from ground-level positions to director role in both finance and project management where I gained the depth and breadth of systems functional knowledge, business acumen, and experience in all aspects of SDLC, release management and cutover planning and execution for 5 SAP Implementations. Enterprise system experience includes SAP (HANA, ECC 6.0, and BPC), SFCC, CRM, HFM, Anaplan, Blackline, Cognos, BI, Business Objects, and Workday.
Direct and manage cross-functional teams for 2 Global Companies Merger Systems Integration Program on S/4 HANA, CRM, Global platform of Sales Force Cloud Commerce B2B and B2C solutions; 3DS and Global Payment Card Industry-compliant Credit Card solutions with Nice_InContact, Semafone, Chase Orbital Gateway, TokenEx, Cielo, and CyberSource; through 5 major releases SDLC to enable combined companies to operate as one single entity with streamlined, sustainable, and scalable business processes with key controls.
Directed cross-functional finance transformation programs through SAP, Blackline (Account Rec, Matching, etc.), Workday and other financial system enablements to achieve sustainable and scalable business processes with key controls to support Business rapid strategic growth, SOX compliance and prepare for IPO. Governed and directed the controls of global financial systems and processes. Achievements: - Defined, developed and established PMO governance, proper SDLC management, phase gate requirements and controls, documentation requirements and templates, and improved relevant reporting/communication of projects/programs to remediate the identified foundational issues. - Identified and communicated to leadership of foundational IT release management, SDLC management, and solution deployment issues that caused repeated business operational issues, imposed inefficient manual business processes and cycles of "whack a mole" problems which caused high impact to the company's cost, margin and health that prevents it from making progress toward sustainable and scalable business operations.
Director of Global PMO - enabled worldwide system & process standardization for business optimization, develop PMO structure, principles, governance, and deliverables to support Executive Business Leaders. Led full effort to develop charter, scope, resources, planning, budgeting and reporting in all aspects of short-term projects and long-term strategic programs. Achievements: - Engaged by the CIO to lead a 6-month assessment of the failed implementation of SAP. I directed and managed 3 external partner firms (Accenture, SAP and PWC) with 8 internal cross-functional business teams in the planning and execution of the systems and SDLC assessment. The initiative reported findings and recommendations on the short-term interim resolutions as well as the long-term Global ERP program, linking strategic operations, collaborative ventures, and business plans to sustain ongoing business operations with minimal disruptions. I leveraged my SAP functional knowledge, project management expertise, SDLC governance and controls experience, release management and quality testing protocols, leadership, and collaborative skills to develop the integrated detailed plan that became fully aligned to drive accountability with each partner. - I was then offered the newly-created Global PMO Director role to develop and establish the company’s Global PMO protocols which included: building cross-functional teams (IT and Business); governance & controls; processes; SDLC standards, documentations, and guidelines including gate entry & exit requirements; performance & success metrics; communications & reporting guidelines; training & change management strategies; planned, developed and governed the Enterprise Release Management Structure, and Global Testing Center of Excellence. I successfully gained alignment with the internal audit and internal controls guidelines to operationalize the Global PMO, which supported the portfolio of technology and transformation programs.
Kraft Foods Group and Heinz Merger: Tu led IT and business cross-functional teams from both companies to define, design, plan, execute and deploy the tactical/operational and release management for merging the following: the two accounting calendars, month end processes, capital finance, project systems, asset accounting and subledgers, Blackline (Acct Rec, Matching, Intercompany Hub, Task Management, JE, Variance Analysis, SAP Connector & Integrations, etc.), SAP to HFM integration into one operation to enable internal and external financial reporting, and streamlined business activities. Tu led and collaborated with cross-functional IT, Business Process Excellence and Business Teams to develop and execute the full cutover plan for OTC, BTC, MTC, STP and RTR and business process change management/adoption for the Integration Kraft Foods and Heinz.