GEORGE P.

MILLER, MBA
4000 Ritamarie Drive Residence: (614) 538-0518
Columbus, Ohio 43220 Mobile: (614) 264-4558
gpmiller@wowway.com

IT manager / project manager / program manager / business process analyst hybrid; I solve complex
business problems utilizing process re-engineering and technology implementation.

SUMMARY
• 15+ years experience as a project management
• 20+ years experience as a business process analyst / re-engineer
• Capable of effectively communicating with technical and non-technical staff at all levels, from C
levels to clerks and production workers
• Resolved political and interpersonal conflicts with win – win solutions
• Expertise in understanding and applying business strategies
• Capable of defining tactical solutions with minimal direction
• Effective champion of process change
• Lead process design and re-design efforts
• Determine the effects and possible unintended consequences of process changes
• Develop and modified process documentation
• Successfully implemented new technology to meet business requirements
• Effective liaison between functional management and technical staff
• Effectively translated business requirements into systems requirements
• Deliver projects on time and within budget
• Develop and manage technical and functional training plans
• Effectively managed multi-discipline project teams of up to 100 people
• Directly managed development teams of 15
• Effective matrix manager
• Effectively managed dispersed, international project teams
• Successfully negotiated hardware and software contract changes and terminations
• Multi-industry expertise delivering complex, high risk, mission critical technology and process
based business solutions
• Extensive experienced in producing cost savings in multiple industries
• 5+ years experience in integrating acquired companies and spinning of divested business units
• Experience in ERP, EDI, financial, payroll, and HRIS applications
• Extensive experience and expertise in SOX remediation and auditing

PROFESSIONAL EXPERIENCE

Consulting Engagements

Fifth Third Bank – Employee Access Review – Project Manager 2009

Scope: Review employee access to all enterprise applications in preparation for the divestiture of the
Fifth Third Transaction Processing Division as a joint venture.
Environment: Purchased and proprietary application software; Purchased (Control-SA) and proprietary
security provisioning software, Mainframe, UNIX, and Wintel platforms.
Deliverables: Developed a project plan for and managed the delivery of the annual employee access
review: managed project deliverables, developed metrics and reports, ran project status meetings,
 GEORGE P. MILLER, MBA

coordinated project with EPMO divestiture projects. Project delivered on time and within budget under a
compress schedule. Developed conceptual requirements for a replacement worker access reporting
system.

Wendy’s International – Fixed Asset Revaluation – Project Manager: 2008 - 2009

Scope: Defined project scope, developed project plan, and managed project deliverables to revalue fixed
assets for the Wendy’s International – Arby’s integration.
Environment: Proprietary fixed asset management application and Excel extracts for reporting.
Deliverables: Developed project methodology and project plan facilitating the revaluation of Wendy’s
fixed assets as required by the Wendy’s – Arby’s merger. Worked with 2 CPAs to challenge third
party asset valuations, ensuring consistent asset valuations across similar stores and similar
equipment.

National City Corporation – IT Operational Change Management – Project Manager: 2008

Scope: Develop data management organizational change management project plan. Develop strategic
data warehouse integration plan.
Environment: Proprietary mainframe and UNIX / Oracle based data warehouses.
Deliverables: Evaluated application data feeds to legacy data warehouses in support of the planned
strategic data warehouse migration. Developed data management organizational change
management project plan. Set up data management organizational change management SharePoint
document repository. Developed documents to publish department successes to upper
management.

Chemical Abstracts Service – Internal IT Provisioning Process Re-engineering: 2007 - 2008

Scope: Re-engineer internal IT requisition and procurement processes and align IT requisitioning,
inventory management, and procurement systems to new business processes.
Environment: Oracle ERP inventory management modules and proprietary requisitioning, procurement,
and inventory management applications.
Deliverables: Re-engineered Chemical Abstracts internal IT requisitioning, inventory management, and
procurement processes. Challenged established requisitioning and procurement processes to drive
process efficiency improvements. Performed workflow analysis of requisitioning and procurement
processes. Defined IT requisitioning and procurement requirements from conflicting end user
interviews and written requests. Wrote customer uses cases. Decomposed procurement and
inventory data to build a “to be” data model. Evaluated existing application capabilities against
revised processes and identified application data, process, and integration weaknesses. Developed
3 application requirements documents (minimum changes to support new processes, integration
and partial replacement of existing applications, and complete replacement by an integrated
application suit). Evaluated software make / buy options. Established project SharePoint
document repository.

Sterling Commerce Managed Services - ASP Based EDI Translation - Project Manager: 2007
Scope: Resolve issues on 2 in flight ASP based EDI translation projects.
Environment: ASP version of Gentran and ConnectDirect.
Deliverables: Worked with Sterling Software and outside customers to determine root causes for ASP
implementation project schedule slippages. Converted a 2 year overdue fixed price ASP implementation
that was late due to customers’ third party ERP implementation slippage into a time and materials
contract. Recommended cancellation of an ASP installation project where the project slippage resulted
from the customer’s inability to maintain the EDI functional and technical staff required to perform to its
contractual obligations.

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JP Morgan Chase - Sarbanes-Oxley Significant Deficiency Remediation - PM: 2005 - 2007

Scope: Remediate corporate wide (all lines of business and all geographic regions) SOX significant
deficiency in access administration and access recertification,
Environment: SAP General Ledger, PeopleSoft HRIS, line of business banking applications; associated
data networks; and mainframe, AS400, UNIX, and Windows application hosting infrastructure.
Deliverables: Developed project charter, project methodology, and project plan. Ran weekly project
status meetings. Resolved inter-LOB remediation policy and procedure disagreements. Developed
project reporting tools and data entry forms. Developed high level project strategy documents for upper
level management. Identified application control deficiencies and required remediation. Identified non-
compliant applications that required replacement to meet SOX auditing standards. Collected, analyzed,
and normalized data form disparate sources. Performed workflow analysis of access request processes.
Identified DBA and developer access administration deficiencies, and identified process and reporting
changes required to remediate deficiencies. Developed risk based remediation strategy to determine
which risks to remediate, which risks required compensating controls, and which risks to accept. Led
international team composed of North American, European, and Asian application and infrastructure
professionals to remediate the SOX significant deficiency. Directed a staff of 4 application and platform
risk remediation analysts. Maintained project document library in SharePoint. Wrote SOX test scripts
and performed SOX audit testing

Gymboree - SOX Audit Preparation - Compliance Analyst: 2004

Scope: Prepare Gymboree for its first SOX audit.
Environment: UNIX and Windows based servers hosting commercially available and proprietary
applications, primarily utilizing Oracle databases.
Deliverables: Evaluated Gymboree’s IT policies, processes, documentation, applications, and facilities
for SOX compliance. Identified physical and logical data security, segregation of duties, access
administration, application, SDLC, software procurement lifecycle, off site data storage, and record
retention SOX deficiencies. Assisted Gymboree IT staff in developing process changes, application
changes, and documentation changes required to become SOX compliant. Developed compliance
requirement documents, standard process documentation, and compliance status reporting documents.

Huntington Bank – SOX Remediation – Project Manager: 2004

Scope: Remediate 50 application segregation of duties deficiencies
Environment: Commercially available and proprietary line of business banking applications, Oracle
databases, UNIX servers, and mainframes.
Deliverables: Provided high level project management of 50 freestanding application segregation of
duties remediation projects. Led the resolution of DBA and developer access administration deficiencies
for the infrastructure hosting these 50 applications. Worked with external auditor to resolve SOX
compliance documentation issues. Developed compliance requirement documents, standard process
documentation, and compliance status reporting documents.

Food Lion – SOX Audit preparation - Compliance Analyst: 2004

Scope: Prepare Food Lion for its first SOX audit
Environment: IBM Mainframe, UNIX and Windows server hosting a mixture of custom and
commercially available applications.
Deliverables: Identified SOX compliance deficiencies in physical and logical data security, segregation
of duties, access administration, SDLC, software procurement lifecycles, off site data storage, and
record retention policies and procedures. Developed compliance requirement documents, standard
process documentation, and compliance status reporting documents.

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Bank One – Software Standardization Contract Compliance – Project Manager: 2002

Scope: Bring Bank One’s application software contracts into compliance with Bank One’s application
software standardization program.
Environment: Mainframe, AS400, and UNIX based line of business banking applications.
Deliverables: Worked with IT development and support departments to identify purchased applications
to be decommissioned as a result of Bank One’s application standardization program. Managed
paralegal team assigned to evaluate contract terms and conditions. Worked with corporate legal to
ensure that contract terminations met corporate legal standards. Terminated software maintenance
contracts and recurring software licenses for decommissioned application software. Ensured license
compliance for target application environment, including data center moves and hardware upgrades
and replacements. Reduced recurring application software maintenance charges by $700,000/year.

Employment:

Nortel Networks - Program Management and Business Process Re-engineering 1995 - 2001

Mergers, Acquisitions, and Divestitures

Simultaneously managed 4 acquisitions and 2 divestitures. Developed Mergers, Acquisitions, and
Divestitures EPMO standard project plan templates, processes, and procedures to integrate acquired
companies and spin off divested business units. Performed workflow analyses of acquired company
business processes. Managed tradeoffs between short term business requirements and long term business
objectives. Worked with outsourcers, LOBs, business unit buyers, and acquired management to resolve
conflicts and develop mutually beneficial solutions. Led negotiations with internal and outsourced
payroll and HR staffs to modify payroll and HR policies and procedures to ensure compliance with
MA&D contracts.

Divestiture Scope: Transition divested business units to strategic suppliers

Divestiture Environment: Legacy applications, commercially available and proprietary engineering
design software, leased and owned infrastructure, IT support agreements, intellectual property, managed
access to Nortel data for divested business unit supply management
Divestiture Deliverables: Managed 2 divestiture transition projects and prioritized the allocation of
scarce resources among them. Resolved business unit buyer – Nortel LOB transition issues. Negotiated
software contract transfers, terminations, and replacements. Managed all infrastructure transitions.
Negotiated Windows desktop and UNIX server lease terminations and asset transfers with vendors.
Managed voice and data network disconnections, software license transfers, and software replacements.
Negotiated IT service agreement issues and IT service termination criteria to minimize divestiture costs.
Decommissioned redundant applications. Negotiated divested engineering department relocations from
Nortel facilities. Executed IT transitional services agreements in the US, Canada, Mexico, & Malaysia.
Directed implementation of managed access to Nortel supply chain applications for strategic partners’ on-
site supply chain liaison to facilitate efficient supply chain operations.

Acquisition Scope: Integrate acquired companies into the standard Nortel IT environment
Acquisition Environment: Acquired company legacy application; standard Nortel applications
(including Baan, Oracle, and PeopleSoft ERP); acquired company servers, desktops, and network
infrastructure; Nortel standard servers, desktops, voice and data backbones, metros, and LANs; Nortel
ASPs and outsourced IT services,
Acquisition Deliverables: Managed relationships among acquired business management and Nortel IT
suppliers. Resolved gaps between end user expectations and Nortel contractual obligations. Resolved
acquired employee behavior issues. Coordinated office premise wiring and equipment installations with
corporate real-estate. Worked with Telcos to ensure timely installation of voice and data trunk lines.
Managed voice and data backbone, metro, and LAN upgrades. Directed network and physical security

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audits and managed required security upgrades. Planned & managed voice, UNIX and Windows server,
and desktop upgrades as well as application re-hosting from acquired company data centers to Nortel data
centers. Evaluated acquired company applications for inclusion into Nortel standard application
portfolio. Managed and prioritized acquired company application transitions, application interface
requirements, end user training, data conversions, & application decommissioning. Managed all
hardware and application testing and deployment. Resolved acquisition payroll/HRIS policy issues &
contractually driven application changes. Managed transition of desktop, UNIX and Windows server
support, and network support to outsourced vendors, resolving acquisition integration contractual issues.

Business Process Re-engineering

Baan Customer Project Management: reengineered reporting requirements to simplify consolidated
project status reporting, eliminating unnecessary UNIX application servers and reducing IT capital and
operational expenses by $200,000 annually. Resolved inter-regional application implementation issues.
Inventory Management: revised business processes to reduce manufacturing facility piece part, WIP,
and finished goods inventories, reducing product delivery cycle time and requirements for leased
warehouse space in a Unix hosted Oracle Manufacturing environment. Worked with plant management
to resolve vendor performance issues.
Joint Venture Accounts Receivable Aging: reduced AR aging by two days, improving cash flow by $10
million and increasing yearly profits by $2 million. Identified dysfunctional employee reward policies
that abetted accounts receivable growth, and provided functional alternatives to upper management.
Identified and directed repair of application logic errors in a UNIX based custom customer billing
application.
CRM Application: defined business requirements and developed functional specifications for a UNIX
hosted Lotus Notes based CRM system integrating customer profiles, distributor sales history, and
product inventory data. Worked with distributors and Nortel lines of business to identify inventory and
backlog data exchange requirements. This application allowed Nortel manufacturing to reduce order
cycle times for distributor sold and serviced products in international markets
Productize Internal Network Support Services: program to investigate the feasibility of selling
internal network support services to existing network equipment customers. Documented existing
internal network services processes and product costs. Team engaged the Yankee Group to evaluate
competitors’ offerings and opportunities to enter the market. Yankee Group findings revealed that
internal costs exceeded the selling price of competitors’ offerings. As a result of the Yankee Group study,
reengineered internal service delivery processes to reduce costs and outsource uncompetitive services.
The resulting go to market proposal utilized internal sales staff and third party technicians.

M.I.S. International, Inc. (Defunct IT and engineering consultancy) – Project Manager 1990 - 1995

Rouge Steel Payroll / HRIS transition

Scope: Migrate Rouge Steel from Ford Motor’s payroll and HRIS applications
Environment: Legacy payroll and HRIS applications; custom developed gross pay software;
commercially available software; application and database servers, desktop hardware, network
infrastructure, 3rd party services.
Deliverables: Interviewed accounting and HR mangers, analysts, and clerical staff, as well as Ford
payroll and HR staff, to document the existing Ford payroll HR processes. Derived payroll and HRIS
requirements from stakeholder interviews and the union contract. Wrote system requirements documents
and developed prototype data entry screens. Collaborated with outsourced developers to ensure that
system technical design met functional requirements. Coordinated design and implementation tradeoff to
keep project within budget. Led the project steering committee to resolve inter-departmental process and
software issues. Managed the full life cycle design and development of a payroll/HRIS application suite
composed of customized commercially available Unix hosted time and attendance software, custom

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developed Unix hosted gross pay calculation software, and outsourced (to ADP) gross to net payroll
calculation and third party management. Managed the installation of all campus network upgrades,
UNIX application servers, and Windows desktops. Managed the resolution of bargaining unit work rule
and third party interface issues. Reduced bargaining unit payroll by $5 million/year at a project cost of $2
million.

Rouge Steel EDI implementation

Scope: Implement EDI based steel shipments to comply with Ford divestiture supply contract
Environment: Legacy applications, supply chain processes, purchased EDI translator
Deliverables: Interviewed operational management to document the steel manufacturing process, and the
data created at each step of this process. Defined business requirements, negotiated data interchange
requirements with trading partners, developed application data mapping requirements, and defined
transaction delivery SLAs to meet Ford supply agreements. Drafted software and hardware RFP’s,
evaluated vendor proposals, directed vendor selection, and managed first production implementation of a
low cost, full featured Unix hosted EDI translator.

Chrysler – Freightliner EDI trading relationship

Scope: Implement EDI to support Chrysler engine supply agreement with Freightliner.
Environment: Gentran EDI translator, EFT based evaluated receipts payment process
Deliverables: Defined data exchange standards and implemented EDI transactions to implement the
engine supply contract. Developed Gentran transaction maps. Implemented EFT transactions to
implement the model year based evaluated receipts payment program.

Other Experience:

• Migrated 900 plus proprietary military logistics transactions to commercial EDI

• Develop scenarios for a worldwide hardened, redundant logistics transaction transition networks
• Held a Secret level security clearance
• Managed a finished goods distribution application development team of 15 programmer/analysts
• Implemented distribution center inventory cycle counting processes and applications
• Implemented distribution center piece part inventory management processes and applications
• Implemented bar-coded shipping, receiving, and inventory management in distribution centers
• Developed application to managed a SEC mandated obsolete inventory disposal program
• Managed corporate general ledger application in 5 factories in the US and UK
• Installed ERP, payroll, and financial applications in 2 startup factories.

TECHNICAL SKILLS

Project Management Tools: MS Project, MS Visio, SharePoint

Methodologies: PMIBOK, SDLC, Waterfall
ERP Packages: SAP, Oracle, Baan
RDBMS: Oracle, DB2, Ingress, SQL Server, MS Access
Office Automation: MS Office
Hardware Environments: Desktop, server, storage, mainframe, AS400, UNIX, Wintel,
voice and data networks, PBX’s, routers, VOIP, Frame Relay
Application Environments: ERP, distribution, EDI, financial, payroll, HRIS
Software Environments UNIX, Windows Server, Windows desktop, Web based
applications, Lotus Notes, MS SharePoint,
Desktops: Windows XP, Windows Vista
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Networking: Backbone, metros, WANs, LANs, routers, switches, premise

wiring

EDUCATION

Masters of Business Administration, Logistics & Marketing - THE OHIO STATE UNIVERSITY
Bachelors Degree, Chemistry - OTTERBEIN COLLEGE, Westerville, Ohio