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Robert Lawton

12 More Rd
Hillsborough, NJ 08844
Confident global professional with senior executive experience in business devel
opment, operations and technology leading stakeholders toward directing successf
ul strategic and tactical initiatives. Coach and leader management style suppo
rting global ERP, M&A, divestitures, business restructuring, company turnarounds
and project saves for well funded start-up organizations through large global m
ulti-industry holding companies and Fortune based organizations. Accountable fo
r the sales, delivery, management, and implementation of complex solutions acros
s multi-cultural global corporations including governance, profit and loss, risk
management, compliance, outsourcing, business and technical architecture.
* Global Business, IT Strategy & Tactical Execution * Profit & Loss Manageme
nt, Best Practices
* Portfolio, PMO, Program & Project Management * Team Building, Coaching & Lead
* Business Process Re-engineering - Process Improvement in complex global corpor
ate environments * Business Change & Risk Management , Stakeholder manage
ment, Business Analysis
* Business Architecture, Management & Technical Consulting, Project Saves, Busin
ess Restructuring * Organizational Restructuring, Tactical Turnarounds, Me
rgers & Acquisitions
* Systems Integration and Implementation * New Product Development & Laun
* ERP & E-commerce Strategy - Delivery * Business Development, Account Manageme
Detailed Professional Experience:
2002 – Present: Senior Program Manager, ISGN, NJ
Senior Program Manager and executive level consulting services for diverse globa
l manufacturing, financial and pharmaceutical companies. Manage the Senior Stake
holder Engagement Plan and Implementation. Provide global IT Governance (PMO) pr
ogram – project management and leadership to other project managers (US and offshor
e) managing multiple deliverables including business, quality, validation, syste
m integrations, PMO administration, change management, profit and loss, applicat
ion, infrastructure, product, professional services and customer service functio
• Systems and environments include – SAP R/3 4.7, ECC 6.0 (CRM, SOM, MDM, WM, AR, FI,
GL, CO, BW, Enterprise, HR), JDE, Oracle, Manugistics, Marc Global, Siebel and m
any legacy systems.
• Communicate and report to executive level management and stakeholder’s project oper
tions and technical development status, quality assurance, financial and project
• Business architect, analyze, document use test cases, designing, planning and ex
ecuting strategies for improving efficiencies for quality product delivery, oper
ations and technical development.
• Monitor progress against the project plans, managing project issues, reviewing p
roject risks, initiating risk minimization actions and issues with the program.
• Re-established data center, infrastructure and vendor delivery schedules at a ph
armaceutical client. Developed Service Level Agreements for backup and recovery
and business continuity.
• Developed working relationships with all internal departments to support product
and operations. Negotiate and manage multiple vendors including service level a
• Merge companies and business units focusing on Human Resources HRIS, outsourced
benefits and finance (Sarbanes – Oxley (SOX), ADP outsourced payroll)
• Sourced vendors for managed infrastructure and application solutions to reduce c
osts for technical and business operations. Offshore vendor management and capab
ilities review.
• Improved delivery of global projects by prioritized and aligning milestones with
business strategy, scope, risk mitigation and tactical delivery. PMO IT Governa
nce, PMI, PMBOK, CMM, SDLC, ASAP MSF, ITIL, Waterfall, Agile, Prince2 methodolog
ies, MS Project, Primavera Managed process improvement for applications, infrast
ructure, technical, risk and continuity.
Robert Lawton
12 More Rd
Hillsborough, NJ 08844
Senior Program Manager Continued:
Major Project Detail:
• 08/2007 – 2/2009: Siemens AG and Medical Diagnostics, supporting multiple (1000+) g
obal businesses units including 101 businesses of the medical device group. SAP
P2P Purchase to Pay, MDM, Central Managed Data (CMD) global project integrating
millions of business partner data records and systems (Customer/Vendors) into a
centrally managed database to monitor financial compliance and supporting audit
capabilities. Worked through CFO/CIO and their teams to ensure stakeholder enga
gement and quality data delivery of multiple MDM projects ensuring all data met
Master Data Strategy, Data Governance, Master Data Process Design and High Level
MDM architecture specifications. Integration of business partners from many non
-SAP (Siebel, Oracle, JDE, Lawson, Oracle, DB2, ACCPAC, Solomon, Great Plains) a
nd legacy validated systems. Program overall scope was to bring corporation back
into compliance with European and American investment regulators and to mitigat
e million dollar penalties. Goal was accomplished on time and within budget cons
traints. Central point of contact between the centralized implementation team in
Munich and each business entity throughout the world.
07/2006 – 07/2007: Johnson & Johnson, Miami FL, SAP R/3 Order to Cash project. Funct
ional business and technical leadership supporting implementation, leading the p
roject’s direction, planning, governance, quality, testing and status. Provided Bus
iness architect, impact analysis, change management, process improvement and ens
ure all business requirements are met using formal ASAP, SDLC and PMI processes.
Daily interaction with senior business, vendor and IT client contacts to provid
e functional expertise. Integration of CRM application (Siebel) into the order f
low process within SAP. System integration, quality and use case development wit
hin validated system environment. Central contact between centralized corporate
solution team and regional business unit.
01/2006 – 06/2006: Searchspace in New York City, NY providing PMO and professional s
ervices support for anti-money laundering (AML), broker - trading and banking so
lutions. Managed software development and managed service provider for an ASP so
01/2005 – 12/2005: Merck in NJ supporting business, infrastructure, data center oper
ational policies and procedures. Managed cross-silo technical solutions and deve
loped service level agreements within the company to improve service, reliabilit
y and performance.
01/2002 – 12/2004: Amersham Health in Princeton, NJ managing the merger of two globa
l business units and the spin-off of unrelated products and services. Provided l
eadership, business architect and hands-on road map blueprint roles involving bu
siness process improvement for technology and operations focusing on SAP R3, 4.6
, 4.7 HRIS, outsourced ADP Payroll and third party benefits supplier. Coordinate
d change management for business process improvements for functional business st
akeholders. Worked with business partners to develop requirements, use case and
related quality components.

Robert Lawton
12 More Rd
Hillsborough, NJ 08844
2000 - 2001: Chief Technology Officer - Portal Development, Realpulse, Inc. New
York City, NY
Merged four companies into one brand, directed corporate development, portal dev
elopment and coordinated business operations, marketing and sales support for an
e-commerce application service provider delivering financial management solutio
ns for the commercial real estate market. Applications included financial valuat
ion and property management tools. Tibco portal builder and messaging ASP develo
pment using Sun servers, Cisco and EMC in co-location data centers environments.
• Directed 70 plus employees in development, operations, quality assurance, testin
g, product, partner and vendor management. Staffed organization from inception.
• Developed best practices and driving PMO - IT Governance and organizational chan
ge to reduce reliance on redundant outsourced services, infrastructure and facil
ities saving millions of dollars for technical, business and operational overhea
• Manage conflicts, risk and facilitate resolutions between business groups, clien
ts and technical product teams. Responsible for content, development and publica
• Established strategic teaming relationships with external company’s to provide alte
nate income streams improving the original $250 million business plan mitigating
the need for additional capital.
• Mentored marketing and sales staff in technology and project delivery.
• Acquisition and implementation of new technologies. Analysis of Siebel and Sales
Force based solutions for improved CRM.
• Responsible for the management and successful execution of technical projects an
d key client
deliverables, including but not limited to: websites, online tools, and technica
l support; internal capacity planning, budgeting, and cost-management.
• Business architect - advisor to management and staff on advanced technical resea
rch studies and applications and stay abreast of new technologies and trends.
1992 -2000: Senior Program Manager, President Roan Technologies, Inc. Somerville
Executive support and facilitation including profit and loss for PMO, IT Governa
nce offices, business restructuring, divestitures, spin-offs, project saves, Mon
te Carlo style risk management, business process improvement (BPR) - workflows,
portal content, application development, quality, testing, helpdesk, infrastruc
ture, ERP, network and desktop solutions. Team with senior business leadership,
technology groups and suppliers to ensure timely, accurate, and cost effective b
usiness solutions.
• JAD, RAD, CMM, ISO, ITIL, PMI, UML, Rose, SDLC, PMBOK, PMO IT Governance, TQM en
vironments using MS Project for project tracking, risk and critical path managem
• Directing multiple teams of professional resources engaged in business process i
mprovement (BPR) and business continuity planning. Validated and business applic
ations for human resources, legal, finance, quality, imaging, clinical, data cen
ter and manufacturing.
• Independent assessment of 40 IT projects determining successful implementation o
f the PMI project management process and supporting quality initiatives.
• ERP, systems, functional and technical implementation review of manufacturing, f
acilities, financial, quality, validation, sales, marketing, clinical, technolog
y, data center, infrastructure, security, network imaging and human resources.
• Responsible for client management and business development, budgets to $2 billio
n, 300 resources
• Directing multiple global teams of professional, vender and technical resources
• Independent IT project reviews measuring success, failure and implementation of
the PMI project management process. Business process, change, continuity and con
tingency planning
• Business architect, B2B, B2C ecommerce, internet, portal development of 16-21 mi
llion/day site, SAP, Oracle, Peoplesoft, Windows NT, Oracle, Peoplesoft, data ce
nter development and relocation
Robert Lawton
12 More Rd
Hillsborough, NJ 08844
Roan Technologies, Inc., projects:
01/1999 – 09/1999: Roche providing business process engineering, continuity and cont
ingency planning capabilities. BPR analysis of ERP systems (SAP FI,CO, MM, manuf
acturing, Peoplesoft (human resources) reviewing functional and technical implem
entations for manufacturing, facilities, financial, documentation – imaging and huma
n resources. Responsible for client management and business development. SAP, Wi
ndows NT, Oracle, Peoplesoft, HP-UX.
11/1997- 12/1998: Johnson & Johnson directing multiple teams of professional and
technical resources engaged in business process improvement (BPR) and business
continuity planning. The reviews included validated clinical systems and busines
s applications for human resources, legal, finance, quality, documentation - ima
ging, clinical, data center and manufacturing. Supported management teams to imp
lement changes locally and across business units. HP-UX, Oracle, Windows NT, num
erous custom and packaged applications.
05/1997 – 10/1997: Merck by providing an independent review of 40 IT projects for im
plementation of the PMI project management process. Projects included infrastruc
ture, business, facilities, manufacturing and ERP, HP-UX, ERP, datacenter expans
ion and relocation projects on and off site. Quality assurance and validating re
sponses from Vice Presidents and managers.
Financial - E-commerce
01/1996 – 04/1997: Merrill Lynch for a $25 million, 200 resource, Internet developme
nt project. Managed network, infrastructure, quality, testing, data center, fac
ilities, security, application development, vendor, consultants and liaison to b
usiness groups (front office financial consultants). Mentored other business uni
ts supporting e-commerce initiatives - business analysis, JAD, RAD, PMBOK, SDLC,
PMI, PMO and management.
09/1999- 05/2000: Sun Microsystems – iWon.com, working on a $3 million technical pro
cess improvement effort for a 16-21 million hit per day B2C Internet portal clie
nt. Managed team of 25 direct resources, matrix management of over 150 client an
d vendor resources to meet firm deadlines. Managed network, infrastructure, qual
ity, testing, data center, facilities, security, application development, vendor
and consultants.
Telecommunications: 01/1992- 12/1995, AT&T, Bell Labs
$300 million, 500 global resource, international wireless implementation. Projec
t save – turnaround effort that mitigated contractual penalties of $10k per day for
failure to meet specific project milestones. Managed multiple business units and
vendors. Additional revenue streams (up-selling) where generated for client bas
ed on this project by redefining scope.
$250 million project managing 250 resources in multiple US locations including b
usiness continuity, business process improvement, divesture of data centers and
customer support centers.
Strategic planning of $2 billion plus product development effort across 125 USA
markets. Effort was to reestablish the local telephone system across the contine
ntal United States to allow the company to provide local phone service. Alternat
ive planning including teaming with established RBOCs.
Robert Lawton
12 More Rd
Hillsborough, NJ 08844
1985 - 1992: Director, Senior Project Manager, Cockerham & Associates, Inc., NJ
Project Management Office (PMO), Project Manager, SDLC, CMM, risk management and
engineering services to federal (DOD, DOE) and commercial (General Electric, Ge
neral Dynamics, Honeywell, Kaman) clients including defense, energy and universi
ty centers (University of Texas, MIT) of learning.
• Number one office out of 10 in company for revenue generation
• Lead multiple project teams on fixed price and cost plus contracts, RFP developm
ent and contract management. Managed multiple offices, operations and administra
• Established PMO’s, mentored staff, CMM, process, Monte Carlo risk management
• Critical Path (CPM, PERT, GANTT) identification and management
1980 - 1985: Operations Manager, Lear Siegler, Inc., Florham Park, NJ
Managed product flow from sales through delivery of $70 million dollar business
• Implementation leader for Materials Requirement Planning (MRP) system
• Managed Production Scheduling, Traffic and Shipping
• Master Scheduler for nine product lines
Education and Certificates:
BSBA, Hawthorne College, Business Administration
Certificate, Airport Management, Hawthorne College
AT&T School of Business, PMI, Project Management Certificate
APICS American Production and Inventory Control Society
Rutgers University, Coach Certification
Validation and Compliance Education