Earl V. Christofferson

Responsible to the SVP, Chief Information Officer for leading Digital/ Agile Transformation, providing leadership to cross functional teams in the successful delivery of enterprise and IT investment projects as well as the operation of the organizations Program Management Office (PMO) to ensure achievement of corporate goals and strategic priorities.

• Developed strategy and roadmap for strengthening and maturing the PMO and IT Governance organization.
• Implemented Essential SAFe 5 to transform the Digital Program's operating model resulting in improved outcomes, flow and competency.
• Led PMO team accountable for execution and delivery of diverse project portfolio consisting of projects such as; Implementation of SAP Planning, MM, MFG and QM modules (Prism 2 Program), Data Center Migration to SAP HEC and transition of Service Desk Operations, Re-platforming of Benjamin Moore's Independent Retailer Gateway and public website.
• Implemented a Project Portfolio Management (PPM) system which streamlined the PMO's Demand Intake process and enabled improved governance, reporting and better investment decisions.
• Matured processes, tools and capabilities of the production Release Management function ensuring better safeguards to critical infrastructure, systems and applications.
• Built a Quality Assurance Testing function capable of supporting Agile Software Development Quality Practices such as Continuous Integration & Delivery, Test-first, Refactoring and testing for accessibility.
• Re-established Data Governance Council and built the framework for a Data Governance Program encompassing the quality, privacy, security and compliance of Customer, Vendor and Material master data.

Responsible to the SVP, Chief Information Officer for providing leadership and oversight of the Corporate IT PMO operations encompassing the processes, governance and tools used to drive the successful delivery of a multi-million dollar technology project portfolio.

• Managed portfolio of large scale strategic enterprise initiatives valued at $20M.
• Collaborated on development of an Enterprise Project Portfolio Management process from project ideation through portfolio selection and project execution.
• Established standard and consistent project governance framework by which all projects in the portfolio adhere; defined committee structure, membership roles required and information needed for decision makers to be effective.
• Aligned project delivery methodology for managing technology projects to PMI's PMBOK framework.
• Led team of Project Managers (direct and indirect reporting) accountable for execution of a diverse project portfolio consisting of projects such as; the implementation of Oracle Fusion Workforce Compensation, creation of a Global Trading Company in Malaysia utilizing Oracle Procurement and Finance modules and a rollout of SAP (Finance & Controlling, Sales & Distribution and Materials Management & Logistics domains) in EMEA for the Medical Global Business Unit.

Responsible to the Senior Director IT, Program and CoE Lead for project development, coordination, and implementation of the tasks associated with the execution of a global Business Optimization initiative (ERP Program) and the realization of benefits to the organization.

• Managed all aspects of the ERP Program financials; budgeting, forecasting, tracking, controlling and reporting.
• Established KPI's and Dashboards to measure and display the business benefits of the Oracle ERP Program.
• Chaired monthly Oracle ERP Program Executive Steering Committee (C-Level).
• Managed US implementation of Oracle Standard Benefits on time and under budget. Scope included the development of associated data extracts, interfaces and reports requiring transmission to 3rd party vendors.
• Managed global rollout of Oracle Core HR, Employee Self-Service and Manager Self-Service applications on time (18 months) and on budget ($5M) with no disruption to payroll processing. Scope encompassed 6 languages, 20+ reports, 15 interfaces (external payroll and HR systems as well as internal integrations with Lotus Notes and Active Directory), data conversion from 20 sources, 3 extensions and 6 workflows.
• Led request for proposal process for migrating the North America Oracle Data Center to a new infrastructure and hosting provider.

Responsible to the SVP &, North America & Latin America / Caribbean Region for the overall coordination, execution and reporting of select strategic Regional projects across all business units, strategic planning and budgeting as well as the development of business intelligence tools, systems and process that support the two regions.

• Provided PMO support to Oracle implementation teams to help stabilize the Order to Cash and Forecast to Stock processes that had been disrupted after an Oracle ERP implementation.
• Developed new reports and dashboards for Regional Management team using Oracle's comprehensive Business Intelligence platform OBIEE.
• Led Strategic Planning and Budget process for North America and Latin America / Caribbean Regions: NA Sales $450M and EBIT $69M and LAC Sales $85M and EBIT $18M

Responsible to the SVP, Science and Technology for leading and facilitating Ansell's Occupational Division New Product Commercialization efforts at the Program, Process and Project levels.

• Worked with Executive Management, Global and Regional Marketing and Stage-Gate Process Manager to define the New Product Development (NPD) Program; assess opportunities, prioritize, select and resource projects.
• Managed NPD Program resulting in the commercialization of 27 new products over 3 years.
• Improved Project Management capabilities through coaching, training and teaching PM best practices as measured by the reduction of project schedule slippage from an average of 129 days to 50 days.
• Led introduction of company wide project Portfolio Management process providing the organization visibility to 350+ key Manufacturing, Sourcing, New Product Development and Technology Development projects.

Responsible to the global Director of Quality and Continuous Improvement for the deployment of Six Sigma into the culture of Sales, Marketing and supporting functions such as Shared Services, Supply, IT and HR.

• Developed the strategy and built the infrastructure to support the groundbreaking rollout of a Six Sigma initiative focused on the Americas, Sales & Marketing Region.
• Worked with Divisional Heads to construct Balanced Scorecards for alignment of projects with key strategic business objectives.
• Trained 25 Green Belts using Motorola University, Six Sigma® Green Belt Core Skills Program.
• Six Sigma program delivered $724K in hard savings to Americas Region over a two-year period.

Responsible to the SVP of Operations Planning to lead large-scale horizontal platform projects. Utilized the tools and methodologies of Transactional Six Sigma and Business Process Re-design (BPR) in functional areas such as Sales, Marketing, Facilities, IT and HR. Projects resulted in significant savings, streamlined processes, and cultural change.

• Improved Returns Management resulting in $12M in annualized savings.
• Reduced total annual facility cost by $3.8M.
• Streamlined planning and administration of Marketing Development Funds resulting in reduction of 12 FTEs.
• Identified defects with sales force compensation plans and developed recommendations for changing the plans.

Responsible to the Director of Six Sigma Training and Certification to develop course material for Green Belt and Black Belt training and support classroom instruction.

• Launched new Sony Six Sigma Transactional Green Belt and Black Belt curricula to plan.
• Worked with Business Leaders and Champions to select and scope projects to drive business results.
• Coached and mentored 5 Black Belts and 16 Green Belts across multiple corporate functions contributing $2M in hard savings over one fiscal year.

Responsible to the Vice President, Operations for the implementation of a facility wide continuous improvement initiative and culture change.

• Utilized continuous improvement tools, such as, Six Sigma, Lean Enterprise, Kaizen and 5S to positively impact bottom line by $2M and reduce lead-time on several product lines.
• Directed transition of three non-assembly manufacturing processes from departmental structures, batch flow processing to cellular structures, one-piece flow manufacturing.
• Trained over 30 Green Belts, representing all functional groups, (engineering, operations, accounting and union personnel) in DMAIC Six Sigma methodology.
• Facilitated six, one week long, Kaizen events focused on eliminating waste, establishing visual controls and implementing Kanban pull systems which resulted in increased productivity, improved part flow and reduced CT.

Responsible to the Vice President, OEM Business Development and Engineering for the operation and improvement of the Noble Metal Electrochemical Deposition process.

• Reduced platinum plating process cycle time, by 20%, using Six Sigma methodology which resulted in $50K annual cost savings.
• Developed formal Six Sigma program and conducted Green Belt training.
• Worked with Executive Management Team to establish company wide METRICS for measuring business performance.

Responsible to the Vice President, Quality Systems/Compliance for operation of a high volume Materials Control Laboratory set in union environment.

• Prepared technical reports for Over Temperature and Failure analysis of turbine blades.
• Developed analytical procedures for metallurgical and chemical testing of materials.
• Identified and corrected operating problems with HCl fume scrubber resulting in $60K cost savings.