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Maya EVANS
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309 Lake Frances DriveWest Columbia, SC 29001803-741-1230maya.evans50@gmail.com |
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IS / IT Leader
Summary of Experience |
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Over
25 years experience in IS/IT leadership with focus on process improvements, software
applications, ERP, organization development, and project management. Background in initiating and directing
implementations including custom developed software, complex packages such as
SAP, customer interfacing web solutions, and corporate project
methodologies. Experienced in aligning
IT initiatives with short/long term business goals and establishment of IT
governance policies and internal controls.
Successful in developing partner relationships with off shore
suppliers for development and support.
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2010
to
2011
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AMCOL
Systems Inc.
Columbia, South Carolina
A provider of Self-Pay Collection,
Bad Debt Recovery, and Insurance Claims Resolution services.
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IS Director: Responsible
for all aspects of Information Systems including staffing of 8, plus consultants
with a focus on, software and hardware maintenance and improvements.
·
Established
controls and procedures aligned with ITIL and ISO. Result:
Process controls and ISO certification.
·
Initiated
transition to modern software development tools and procedures. Result:
Modular solution for development instead of stand alone systems.
·
Directed the
transition of computer cabling from ‘spaghetti’ to an organized structure. Result: Ability to trace cables as needed and
manage changes.
·
Implemented
improvements in hardware maintenance and backups. Result:
Improved reliability of backups and improved equipment performance.
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2009
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Manitowoc Crane Group,
Shady Grove, Pennsylvania
A
division of The Manitowoc Company, a $4.5 billion global enterprise.
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ERP IS Project Lead: Responsible for organizing diverse IT team
for global implementation of SAP’s ECC 6.0 and improving relationship with
outsourced development and operational support providers with staff of 5.
·
Implemented
focused responsibilities, initiated research on
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2008
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Software Specialists,
Sewickley, Pennsylvania
A
consulting firm specializing in ERP software.
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Senior Project Manager/Consultant: Responsible for updating sales commission
system for Kennametal, Inc. that utilized
·
Hired staff of 4
contractors to develop system.
Developed project plan and provided leadership to consultants and
client staff for requirements definition, execution, integration-testing and
cutover to production. Result: Met budget and all targets.
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1989
to
2007
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NACCO Materials Handling Group, Inc.,
Greenville, North Carolina
A
$1.5 billion subsidiary of NACCO Industries manufacturing Hyster and Yale
forklifts.
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2006
to
2007
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IT Manager, Global Manufacturing Systems: Responsible for directing development and
supporting global manufacturing
system for Demand Flow Technology (DFT), lean processes, and financial systems utilizing SAP, SAP BW,
XRT, and custom applications worldwide.
Managed internal staff of 8, outsourced development and $3,000,000
budget.
·
Enhanced
·
Served as member
of Program Management Office for
·
Directed update
to business process improvement (BPI) needs across company. Identified and prioritized related IT
initiatives including high level project economics. Result:
IT strategic plan aligned to operational priorities.
·
Improved planning
of software release schedules and change management routines to increase
quality. Result: Improved rate of
rework in IT by 15% and on-time delivery.
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2001
to
2006
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Director, Global IT Applications: Responsible for directing global
applications teams for Financial, Order Management, Lean, and DFT systems,
and indirectly for regional IT functions at 9 plants and 4 financial
headquarter groups. Focus included SAP
and custom developed software solutions, corporate software policies,
strategic plans, and controls including SOX.
Led staff of 23 with $6,000,000 operating budget and capital budget of
$12,000,000.
·
Directed Business
Process Improvement (BPI) team in identification of operational improvements and
improved integrated processes across company.
Established related IT solutions, project economics, and
priorities. Result: IT strategic plan aligned with business plan.
·
Implemented
methodology and training for IT project management. Result: Increased project management effectiveness,
improved performance to plan and budget, and operated in virtual PMO
environment.
·
Directed IT
investigation into procurement solutions to improve company sourcing. Negotiated software purchase and license
upgrade with SAP. Result: Selected
·
Spearheaded
implementation of SAP BW system. Result: Improved global reporting and analytical
capabilities including availability of information.
·
Established global
manufacturing system to support DFT (Lean) initiatives and provided IT
leadership in evaluation of software alternatives. Result: Enabled company-wide consistency for
Kanban, operator method sheets, line design, and key data for cost and cycle
times which improved effectiveness by 6% globally.
·
Successfully
implemented outsourcing of software development. Established selection process and directed
partner selection. Result: Eliminated cost prohibitive contractors,
produced annual savings of $150,000, and improved quality and organization
throughput.
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1997
to
2001
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Manager, Global Order Management &
Manufacturing Systems: Responsible for creating first corporate IT
organization and formulating corporate level IT policies and procedures. Managed development and support teams for
global systems that supported order management, and DFT. Led staff of 10 with budget of $2,000,000.
·
Directed IT
portion of analysis for software solution for global ERP system and served as
Program Manager for IT in Program Office for implementation with focus on
integration testing with legacy systems and cutover readiness. Result: Selected SAP that improved closing cycle by
2 days, receivables by 5 days, and data integrity.
·
Directed
development of global order management system (order to cash) combined with
spearheading the standardization and integration of business processes across
global locations which were disparate as the result of the merger of two
companies. Result: Standardized
order management systems globally and increased standard processes that were
previously localized by prior company, plus a 28% IRR and 15% improvement in
order accuracy.
·
Served on Program
Office for DFT software solution using American Software. Result: Authorized and prioritized development by
ASI to improve software.
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1993
to
1997
|
Systems Development Manager, Americas
Division:
Responsible for synergizing
division wide IT teams into standard systems, policies, and practices.
·
Created standard
order management system (order to cash) and processes to eliminate
difficulties from separate systems and processes which were the result of an
acquisition. Result: Achieved single
source for order information, standardized and integrated information, and
common business processes in manufacturing plants, and finance while keeping
marketing information unique to brand with 23% IRR.
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1989
to
1993
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Manufacturing Systems Manager: Responsible for manufacturing systems
within Yale division. Implemented PRMS
system (ERP type system) for 2 plants and introduced personal computing.
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Prior
Positions
|
Held
positions as Manufacturing Systems Manager and Scheduling Manager with Yale
Materials Handling Corp; and Systems Analyst/Systems Manager with Eaton.
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Education:
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BS
Degree, Business Management, Virginia Tech.
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Skills:
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ITIL,
IT Governance, SDLC, Project-Program Management (PMBOK, PMO), ERP, SAP, MS
Office, SOX, ISO
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Affiliations:
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PMI.
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