Mark Rapier CMAS, ALC

Role: Workshop Facilitator

I facilitated a week-long workshop that focused on IT effectiveness in support of M&A integrations. This involved developing course materials, leading group discussions, and creating exercises and case study assessments. Operating in all regions, the client makes three to six acquisitions each year and generates over $60B in annual revenue.

(026)

Role: Project Manager
We developed a comprehensive roadmap of projects to support the firm’s consolidation of several recently acquired companies into the global Human Capital Management Platform. This roadmap became the foundation of an ongoing M&A playbook to support future acquisitions. The playbook provided a plan to complete HR integrations within 90 days of deal close where allowed.
Main Technologies: PeopleSoft, Kronos (016)

Role: Project Manager
We created a comprehensive global IT strategy for HR service delivery leveraging their core HCM application, regional service providers, and best of breed applications and developed a five-year deployment roadmap.
Main Technology: SAP (001)

Role: Engagement Manager
I led the ERP selection process for the North American subsidiary of an Asian auto manufacturer. The selection effort included compiling a detailed needs analysis, RFP preparation and analysis, vendor demonstration facilitation, and contract negotiation.
Main Technologies: PeopleSoft, Oracle EBusiness Suite, ADP (022)

Role: Executive Sponsor and Program Executive
We built a global team to re-implement the client’s core HCM applications. This five-year program was deployed in four deployment phases and impacted users in over 90 countries. As part of the program, we reduced the number of application instances from five to two. Additionally, we built a full data warehouse to support interim corporate reporting. Legacy data was transformed into the future state data model.
I was the lead facilitator… Show more

Role: Executive Sponsor and Program Executive
We built a global team to re-implement the client’s core HCM applications. This five-year program was deployed in four deployment phases and impacted users in over 90 countries. As part of the program, we reduced the number of application instances from five to two. Additionally, we built a full data warehouse to support interim corporate reporting. Legacy data was transformed into the future state data model.
I was the lead facilitator for global requirements workshops for the implementation of a separate Cloud Compensation Administration application. There were a total of five workshops conducted in four countries – Brazil, China, Germany, and the United States.
Main Technologies: PeopleSoft, Oracle Cloud Compensation, SuccessFactors (003) Show less

Role: Global HCM Solution Architect and Program Manager
We developed global strategies for the continued consolidation of global operations onto the core HCM platform working through the global PMO. Initiatives included:
• Evaluated the feasibility of adding South Korea to the global instance but recommended against the change for local compliance reasons.
• Implemented Enterprise Learning Management for global operations.
• Led teams that integrated Canada, Italy, and Hungary into… Show more

Role: Global HCM Solution Architect and Program Manager
We developed global strategies for the continued consolidation of global operations onto the core HCM platform working through the global PMO. Initiatives included:
• Evaluated the feasibility of adding South Korea to the global instance but recommended against the change for local compliance reasons.
• Implemented Enterprise Learning Management for global operations.
• Led teams that integrated Canada, Italy, and Hungary into the global HCM instance.
Main Technologies: PeopleSoft, Kronos, SAP (021) Show less

Role: M&A Integration Advisory

Conducted an eight-week health check for a multi-billion dollar acquisition integration program for Technology and Operations. The objectives were to identify opportunities to de-risk the integration and recommend ways to leverage the current program to build a repeatable process for future M&A activity. Several recommendations were recommended. They included establishing an independent testing organization, reorganizing workstreams to improve efficiency… Show more

Role: M&A Integration Advisory

Conducted an eight-week health check for a multi-billion dollar acquisition integration program for Technology and Operations. The objectives were to identify opportunities to de-risk the integration and recommend ways to leverage the current program to build a repeatable process for future M&A activity. Several recommendations were recommended. They included establishing an independent testing organization, reorganizing workstreams to improve efficiency and creating an applications modernization roadmap to manage all of the enterprise’s major initiatives.
(027) Show less

Role: Senior Manager
Managed the Day One integration activities for core IT functions in support of a global pharmaceutical merger. To receive deal approval, the regulatory agencies required the firms to divest one of their business units. Both the merger and carve-out were effective the same day. The core IT functions supported were Data Center & Hosting, Network & Communications, Collaboration, Data & Analytics, Service Desk, End User Compute, and Cybersecurity. The total deal value was… Show more

Role: Senior Manager
Managed the Day One integration activities for core IT functions in support of a global pharmaceutical merger. To receive deal approval, the regulatory agencies required the firms to divest one of their business units. Both the merger and carve-out were effective the same day. The core IT functions supported were Data Center & Hosting, Network & Communications, Collaboration, Data & Analytics, Service Desk, End User Compute, and Cybersecurity. The total deal value was one of the five largest in history. (002) Show less

Role: Program Manager
We renegotiated a total IT outsourcing agreement when our client shifted their business model to focus more on franchise operations rather than corporate-owned stores. At the same time, they transitioned several business units into independent operating companies. As a result, their IT outsourcing arrangement no longer met their needs. The new agreement included a combination of private and public cloud services to support the new operating model.
Main… Show more

Role: Program Manager
We renegotiated a total IT outsourcing agreement when our client shifted their business model to focus more on franchise operations rather than corporate-owned stores. At the same time, they transitioned several business units into independent operating companies. As a result, their IT outsourcing arrangement no longer met their needs. The new agreement included a combination of private and public cloud services to support the new operating model.
Main Technologies: PeopleSoft, ADP (018) Show less

Civil Engineering Construction and Services Business Unit Divestiture
Role: Project Manager
I led the applications and related infrastructure separation effort to support the divestiture of a business unit. As part of the Transitional Services Agreement, a private cloud was built. The required applications were cloned, and the data was cleansed to provide a secure, stable environment for the acquiring company.
Main Technologies: Oracle EBusiness Suite, Oracle SOA Suite, Ephesoft… Show more

Civil Engineering Construction and Services Business Unit Divestiture
Role: Project Manager
I led the applications and related infrastructure separation effort to support the divestiture of a business unit. As part of the Transitional Services Agreement, a private cloud was built. The required applications were cloned, and the data was cleansed to provide a secure, stable environment for the acquiring company.
Main Technologies: Oracle EBusiness Suite, Oracle SOA Suite, Ephesoft, Application Extender. (017) Show less

Role: Project Manager
I led the fit-gap analysis for an HCM implementation project for HR, Payroll, and Benefits requirements definition.
Main Technology: PeopleSoft (004)

Role: Project Manager
I developed a merger HCM integration strategy for the client as they completed a merger that doubled their size. We also designed the HR IT Organizational Strategy and supported the selection of a new absence management vendor.
Main Technology: PeopleSoft, Boyd (005)

Role: Delivery Executive
I was responsible for service delivery related to our managed services support engagement for HCM, Financials and supporting technologies. Additionally, we were engaged in the compete reimplementation of Financials at the same organization.
Main Technologies: PeopleSoft (006)

Role: Executive Sponsor
I assembled the team that implemented a new Financial and Quote to Cash (Q2C) initiatives.
Main Technology: Oracle EBusiness Suite (007)

Role: Program Manager
I established and led the Separation Management Office for the carve-out of a company to be a stand-alone business. The SMO was required to set up a complete operating organization to support all aspects of IT, including data centers, networks, collaboration platforms, and business applications. Negotiated an IT Managed Services agreement for all IT services that went into effect at the end of the TSA. Our client manufactures engines for large ocean-going vessels and… Show more

Role: Program Manager
I established and led the Separation Management Office for the carve-out of a company to be a stand-alone business. The SMO was required to set up a complete operating organization to support all aspects of IT, including data centers, networks, collaboration platforms, and business applications. Negotiated an IT Managed Services agreement for all IT services that went into effect at the end of the TSA. Our client manufactures engines for large ocean-going vessels and for commercial and defense customers.
Main technologies: Oracle EBS, Cybersecurity (E.G., Splunk, Tenablie.io, Crowdstrike, etc.), Office365 GCC High, AWS (023) Show less

Role: Delivery Executive
I assembled and oversaw multiple teams to deliver a complete Financial and EPM implementation. A key success factor for the program was the complete redesign of the Chart of Accounts. The result of the project was a 50% reduction in the time required to complete their month-end close. The close process included financial and State Insurance Commission regulatory filings.
Main Technologies: PeopleSoft, Hyperion (008)

I served as the Interim CIO for a $1.5B global organization that designs, manufactures, assembles, installs, and services turnkey material handling systems for the logistics industry. In the role, I assessed current operations, identified critical areas for improvement, recommended an immediate course of action, and developed a multi-year roadmap for IT modernization.

During my tenure, we launched initiative initiatives to strengthen the organization’s Cybersecurity and Disaster… Show more

I served as the Interim CIO for a $1.5B global organization that designs, manufactures, assembles, installs, and services turnkey material handling systems for the logistics industry. In the role, I assessed current operations, identified critical areas for improvement, recommended an immediate course of action, and developed a multi-year roadmap for IT modernization.

During my tenure, we launched initiative initiatives to strengthen the organization’s Cybersecurity and Disaster Recovery capabilities. We budgeted for several other initiatives to streamline connectivity/telephone solutions, rationalize and modernize enterprise applications, and contract for comprehensive IT Services Outsourcing solutions.

The impact of these efforts will reduce IT operational risk and improve SG&A performance in support of the company’s plan to triple its global revenues in five years. Show less

Role: Program/Engagement Executive
I assembled and led the team that implemented Procure-to-Pay in over 90 countries for global financial services firm. Supported all sales activities related to the initiative. Represented my firm on the steering committee, which was chaired by the client's Global Chief Procurement Officer.
Main Technology: PeopleSoft (020)

Role: Executive Sponsor
I served as the Executive Sponsor for a managed services vendor consolidation initiative. This effort streamlined the client’s daily operations, reduced their cost of operations, and enabled my employer to expand their presence at the organization.
Main Technology: PeopleSoft (019)

As Executive Sponsor, I led the complete reimplementation of the client’s MRP platform in conjunction with implementing a new warehouse management system. Shortly after our project was completed, the client closed the acquisition of another firm and integrated them into this platform.
Main Technology: JDEdwards (024)

Role: Program Manager
Provided program management support for three regional members of the nation’s central banking system to enable the merger of their separate HCM activities into a shared services support center.
Main Technology: PeopleSoft (009)

Role: Project Manager
Managed the workstream focused on redefining global business processes and recommend strategic application selection alternatives. The objective of the business process team was to unlock strategic value in the post-merger environment.
Main Technologies: Oracle Cloud HCM, SAP (015)

Role: Solution Architect and Program Manager
I assembled and lead the team for the client’s HCM implementation. Four months into the implementation, our client closed an acquisition that doubled the number of locations. They had over 300 locations throughout the United States and Canada. Working with the executive steering team, we developed ongoing ERP deployment strategies. The members of the executive steering team include the CFO, CIO, Corporate Controller, and the Vice President of… Show more

Role: Solution Architect and Program Manager
I assembled and lead the team for the client’s HCM implementation. Four months into the implementation, our client closed an acquisition that doubled the number of locations. They had over 300 locations throughout the United States and Canada. Working with the executive steering team, we developed ongoing ERP deployment strategies. The members of the executive steering team include the CFO, CIO, Corporate Controller, and the Vice President of Human Resources. This project delivered functionality to over 600 users at 300 locations in 49 states. The project lasted 2 ½ years and converted data from over a dozen legacy systems with quarterly payroll go-live dates. In addition to essential HR and payroll functionality, FMLA administration, Succession Planning, and Benefits Administration modules were in scope. End-user training was developed and delivered as part of the project.
Main Technology: PeopleSoft (010) Show less

Role: Lead IT Analyst
I performed IT Due Diligence for a potential acquisition providing recommendations for key resource transfers and transition services agreements.
Main Technologies: PeopleSoft, McKesson (011)

Role: Executive Sponsor
I led the team that delivered a complete financial process transformation initiative. The program upgraded its financial application and implemented a new Asset Lifecycle Management (ALM) solution as the foundation for the process redesign.
Main Technology: PeopleSoft (012)

Role: Project Manager
I planned and conducted the fit/gap analysis sessions for their HRMS implementation. I provided project management services during the deployment phase and assisted in the development of their process redesign workshops.
Main Technology: PeopleSoft (013)

Role: Project Director
I served as Project Director for their statewide enterprise application implementation and worked with the executive steering team to develop ongoing HCM and Financial deployment strategies. The members of the executive steering team included several cabinet secretaries. The position required regular contact with other cabinet secretaries, agency directors, and other senior officials and managers. The scope of the project included HR, Payroll, Time & Labor, Base… Show more

Role: Project Director
I served as Project Director for their statewide enterprise application implementation and worked with the executive steering team to develop ongoing HCM and Financial deployment strategies. The members of the executive steering team included several cabinet secretaries. The position required regular contact with other cabinet secretaries, agency directors, and other senior officials and managers. The scope of the project included HR, Payroll, Time & Labor, Base Benefits, General Ledger, Accounts Payable, Purchasing, eProcurement, CRM, and Government Portal.
Main Technology: PeopleSoft (014) Show less