ABOUT
I am a senior program and project manager with experience in the business and technology consulting fields, managing complex, large scale projects and portfolios for software companies.
I have managed programs and projects encompassing a broad spectrum of applications (on-premise and SaaS) and technologies, with local and global teams, in the Finance and Supply Change Management areas, involving organizations in the telecommunications, financial and manufacturing industries.
I also have an extensive experience in Professional Services sales (scoping, proposal and contract development and negotiation) and PMO and operations management.
MY EXPERIENCE
AMERICAS PROFESSIONAL SERVICES LEAD, SECUTIX
April 2019 - today
Roles: Delivery and PMO lead, Customer Support lead & operations manager
Responsible for recovering and stabilizing the biggest market place account (+3M tickets per year)
Started the local office, including recruiting training and coaching the Americas Professional Services team
Defined and established all the operating procedures for the local office (sales, contracts, onboarding, support, HR) and coordination with HQ
Currently implementing delivery processes and methodology, project and program governance
CUSTOMER SUCCESS OPERATIONS VP, INVOCA
Jul 2016 - Jun 2018
Roles: PMO lead & operations manager
Responsibilities:
Responsible for the initiation, coordination and completion of projects
Responsible for approving all Professional Services sales deals and SOWs
Creation and management of the PMO, including establishment of governance, processes, metrics and dashboards
Creation and maintenance of end-to-end processes for the Customer Success area
Liaise with Billing and Finance organizations regarding revenue billings, projects analysis, expenses
Liaise with project managers and Billing organization to support month end and quarter end billing cycles
Liaise with the Legal department to establish SOW templates, draft SOWs and resolve any special terms
Provide financial and metrics governance for the entire group
Create and maintain the CS planning and forecasting process in coordination with the CS SVP and team leads
Train and coach the delivery team on project management best practices
Key achievements:
Improved delivery team productivity by 20%, while reducing onboarding time by 30%
Supervised over 20 concurrent projects
Established and participated in the sales process for enterprise deals, leading to winning key accounts
Created and ran the Project Management Office (PMO)
Established a delivery approach/methodology paving the way or successful and repeatable engagements
Implemented a PSA application (Clarizen) including Salesforce integration
Implemented Salesforce Services Cloud (SFSC) case tracking and knowledge base
Implemented Salesforce dashboards covering all the Customer Success functions
Streamlined the contract process, reducing turnaround time to 2 days
PROGRAM MANAGEMENT AVP, E2OPEN
Nov 2015 - Jul 2016
Roles: PMO lead & program manager
Responsibilities:
Responsible for successful delivery of all implementation projects in the East region
Portfolio Manager for a key partner providing secure cloud-based solutions for regulated industries & government
Manage and actively participate in the sales process
Key achievements:
Exceeded revenue and margin targets for the region
Supervised over 10 concurrent projects
Successful delivery of several projects for a program in the government space with on-shore and off-shore resources
PS OPERATIONS AVP, E2OPEN
Jul 2013 - Nov 2015
Roles: PMO lead, program manager & operations manager
Responsibilities:
Responsible for Operations, Methods and Tools (PMO) and Education Services
Liaise with the Finance, Contracts, Sales and Services management for accurately reporting and communication of capacity, utilization, scheduling, pipeline, revenue and contribution metrics.
Guide leads to ensure projects were delivered with the highest quality and customer satisfaction in line with contractual requirements and profitability targets.
Create and maintain the PS planning and forecasting process in coordination with the PS SVP and practice leads
Responsible for approving Professional Services sales proposals and SOWs for key accounts.
Key achievements:
Improved existing operational processes with emphasis on accountability, reliability and cadence
Restructured and enhanced PMO operations to support quality and scalability
Implemented key project management best practices like status reporting, financial management and risk management
Improved the existing PS estimation process
Implemented project financial tracking process and tool, increasing project profitability
Improved and standardize the use of the existing PSA application (OpenAir)
Supervised over 30 projects
Successful delivery of Coke of Mexico program
Led the project transition and integration of E2open’s M&A (icon-scm and Serus)
GLOBAL PMO SENIOR DIRECTOR, ICON-SCM
Nov 2011 - Jul 2013
Roles: PMO lead, program manager & operations manager
Responsibilities:
Responsible for global delivery of consulting engagements (Americas, EMEA & Asia/Pacific)
Responsible for the initiation, coordination and completion of projects
Creation and management of the PMO, including establishment of governance, processes, metrics and dashboards
Creation and maintenance of end-to-end processes for the Professional Services area
Liaise with Finance regarding revenue billings, projects analysis, expenses.
Responsible for approving all Professional Services sales proposals and SOWs.
Create and update SOW templates, draft and negotiate SOWs with customer and liaise with external Legal counsel
Provide financial and metrics governance
Create and maintain the Professional Services planning and forecasting process in coordination with the PS VP
Train and coach project managers
Key achievements:
Established the Program/Project Management Office (PMO)
Reduced project duration by 30% and increased resource utilization to 70%
Successful delivery of multiple projects with resources in the USA and Europe
Managed and coached a team of 10 project managers
Implemented Project Management and Application Implementation methodologies
Implemented operational processes to support bid management, effort tracking, resource management, project financial management (including invoicing and receivables), forecasting
Implemented project management tools and governance dashboards
Reviewed and approved al Professional Services proposals and contracts in collaboration with Sales
Streamlined and managed the contract process, reducing turnaround time to 5 days
PROJECT PORTFOLIO SENIOR DIRECTOR, ORACLE
Jan 2007 - May 2011
Roles: portfolio manager & program manager
Responsibilities:
Responsible for the successful delivery of all the application implementation projects in the Telcos industry for the Strategic Accounts group (Fortune 100)
Participated in the sales cycle as Bid Manager of key deals, working directly with sales reps, solution architects and subject matter experts
Reviewed and approved the deals in the portfolio, as well as drafted and negotiated contracts with the clients
Provided oversight and coaching for all the projects in the portfolio; directly managed all the staff augmentation projects
Developed weekly portfolio revenue forecasts and comprehensive monthly project reports including financial status
Coordinated the activities and served as a liaison between the project managers and the operations, resource and financial analysts
Developed and tracked the portfolio budget for the fiscal year
Key achievements:
Successfully managed a portfolio of 20+ projects, $15M+ in PS revenue by successfully coaching project managers and team members to resolve business issues
Improved portfolio and project margin through better scrutiny of deals, improving staff mix and tightly monitoring delivery of projects
Oracle Customer Service Pacesetter Award Q4 FY10
PROJECT DIRECTOR, ORACLE
Jan 2001 - Jan 2007
Role: project manager
Responsibility:
Responsible for managing application implementation projects in the Telcos industry for the Strategic Accounts group (Fortune 100)
Key achievement:
Successful delivery of 14 projects: up to 22 - 28 months in duration, 10,800 - 12,000 men days, with US and offshore resources
Several successful upsells
PRACTICE DIRECTOR, ORACLE
1996 - 2000
Roles: practice director & project manager
Responsibilities:
Managed the Oracle Consulting practice in Colombia (1997 – 1999) and the practice in Peru (1999 – 2000)
Owned the P&L for the local consulting practice; responsible for sales, delivery and resource management
Reported directly to the regional consulting VP
Key achievements:
Returned de Colombian practice to a profitable situation
Met and exceeded established objectives and goals (revenue and margin)
Successful delivery of 26 application implementation projects
MY SKILLS
FOCUS AREAS
Subject areas
Finance
Supply Chain Management (SCM)
SDLC
Agile
Waterfall
Software architecture
On premise
Software-as-a-Service (SaaS)
PROFESSIONAL SERVICES
Business development
Bid & proposal management
Contract management
Resource management
Revenue management
P&L management
Program Management Office (PMO)
Portfolio management
Project management
PROJECT MANAGEMENT
Project planning and budgeting
Scope management
Change management
Issue management
Risk management
TOOLS
Microsoft Excel
Microsoft Powerpoint
Microsoft Projects
Microsoft Word
Google Apps
Salesforce
Clarizen
Open Air
MY KEY PROJECTS
A sample of the projects I have managed
ORACLE EBUSINESS IMPLEMENTATION
Perfect execution
Customer: Top 5 wireless telecommunications provider in the US
Scope:Implementation of Oracle Inventory (INV), Order Management (OM) and Installed Based (IB) modules, with over 60 integration objects, using Oracle BPEL for connectivity
Duration:18 months implementation + 12 months in production support
Team:63 consultants (30 US, 33 offshore)
Key Metrics:$15M+ in consulting fees, 12,000 men days I effort
Challenge:Client acting as prime integrator, with extensive participation of several vendors. Initial involvement was to provide 3 SMEs for 3 months.
Action:
Assisted the client to understand the real complexity of the project
Redesigned the solution architecture to meet the client needs
Converted the initial SME assistance engagement into a full implementation project and successfully managed it
Built a solid Oracle Consulting reputation with the client that paved the way for subsequent projects
ORACLE ACCOUNTS RECEIVABLE IMPLEMENTATION
Successful turnaround
Customer:Top 5 wired & wireless telecommunications provider in the US
Scope:Highly customized implementation of Oracle Accounts Receivable (AR) to meet the requirements of FCC 319, with significant integration to multiple legacy systems
Duration:22 months
Team:42 consultants
Key metrics:$20M+ in consulting fees, 10,800 men days in effort
Challenge:Joined the project 3 months into the design phase; the project was delayed and the client was about to cancel the project
Action:
Assessed the project real situation, established a realistic plan and budget and got approval and commitment from the client.
Changed the team leads, established a comprehensive project management process and delivered the project on time.
Currently in Production with several business units added after the project finished.
ORACLE PROCURE-TO-PAY IMPLEMENTATION
Upselling from a crisis
Customer:Top 5 financial institution in the US
Scope:The client had implemented a global single instance for the Procure-to-Pay process using the Oracle eBusiness application.
Duration:6 weeks (original), 18 months (actual)
Team:5 consultants
Key metrics:$2M+ in consulting fees, 400 days in effort
Challenge:After a couple of years in Production, the client started experiencing daily crashes of the single instance. A team had tried to replicate the problem for a few weeks without success and the situation was escalated.
Action:
Established a combined team with client resources, Oracle Consulting, Oracle Support and Oracle Development
Established a clear and simple ad-hoc methodology and agreed on a timeline and resources with the client
Within four weeks successfully replicated the problem in a test environment that led to a patch development.
The client was impressed with the process and retained the team for 18 months to be in charge of their load and performance testing.
EDUCATION & CERTIFICATIONS
BD INDUSTRIAL ENGINEERING, UNIVERSITY OF LIMA
PROJECT MANAGEMENT PROFESSIONAL (PMP), PMI, 2007-2014
CERTIFIED SCRUM MASTER - CSM, MARCH 2019
ORACLE CERTIFIED PROJECT MANAGER LEVEL 5
ORACLE CERTIFIED BID MANAGER LEVEL 2
ORACLE CERTIFIED ORACLE UNIFIED METHOD (OUM) PRACTITIONER LEVEL 2
TESTIMONIALS
Word on the Street
I've had the fortune to work with Jorge at 3 different companies (private and public) over the span of almost 7 years now. Jorge is a PMO and Services blackbelt who seamlessly mastered the transition from on-premise to SaaS.
His ability to effectively manage, work and communicate across different timezones, continents, cultures and industries have continuously set our customers, company and team up for success and scale.
Chris Schulz, SVP Customer Success at Invoca
Jorge is accomplished at leading global teams in turnaround and high growth organizations. Jorge has a philosophy of process and performance improvement to enable scale. Jorge has deep experience in IT-enabled business transformation, including several multinational implementations. He is focused on excellent client service and realized value. Jorge is sought after for innovative approaches to problem solving.
Mark McRorie, Senior Director, Global Business Portfolio Management at Oracle
Jorge's attention to detail and strong program managment expertise on large and complex initiatives was a key aspect in a successful Supply Chain implementation for one of the largest wireless providers in the country. Jorge was a pleasure to work with, and is one of the rare examples of an individual who will always step up and get the job done.
John Adams, Enterprise Sales Director
LET’S CONNECT
