Established a “Project Portfolio Office” (PPO), designed to provide governance over all projects across the company.  The primary objective is to ensure the right projects are run at the right time, with the right controls to ensure efficient and effective delivery of change.  These projects span the complete set of business transformation projects, including a major SAP upgrade and implementation across the newly merged organisation, as well as all engineering and New Product Development (NPD) projects over a threshold investment.  The PPO also encompassed a Change Management Office function, so supported a change readiness assessment, development of a comprehensive communications plan and integration of traditional PMO and change management processes.

Provided programme-level advice and support for the SAP upgrade and implementation project, including running planning workshops and strategy development workshops.  Provided training for senior executives in a range of programme-related areas, including Sponsor and Steering Committee roles and responsibilities, Project Governance, Risk Management, Issue Management and Scope Management.

Led the senior executive management team through a series of strategic initiatives planning sessions.  The goal was to prioritise and sequence the work, using constraints-based planning techniques, to optimise the delivery of corporate-wide change initiatives.

Conducted a strategy-focussed ERP assessment.  Following a recent merger of two equal-sized ($250M) companies, one with SAP, the other with Ross Systems, the company needed to determine which ERP is best to support them over the next 5 years as they grow to $1B.  Led a team comprising SAP and Ross experts to evaluate the options against a set of strategic, functional, technical and cost criteria.