JORGE A BARBA

 

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 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 EXPERIENCE

 

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 KEY PROJECTS

A sample of the projects I have managed

ORACLE EBUSINESS IMPLEMENTATION

Perfect execution

CustomerTop 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 (RECERTIFICATION IN PROGRESS)

CERTIFIED SCRUM MASTER - CSM (EXPECTED IN 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

 

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