Kevin Drerup

• Project management responsibilities for many projects related to automotive cybersecurity (ISO 21434), automotive functional safety (ISO 26262), embedded software design, development and testing, independent third party hardware/software validation, AUTOSAR, Oracle application development and others.
• Provided status updates and formal status reporting for customers and internal stakeholders.
• Lead internal and customer meetings.
• Provided inputs for monthly resource and revenue forecasting.
• Project schedule creation and management.
• Managed project budgets (approx. $10K to $2.5M).
• Risk management/mitigation and issue tracking/resolution.
• Supported ISO 9001 surveillance and recertification audits.
• Mentoring for younger project managers or project managers new to the organization.

Development and maintenance of a large (200+ forms, 300+ reports) Oracle application (StAAR) in support of nearly every business function (Accounting, Payroll, Planning, Purchasing, Inspection, Production, Training, Tooling and Human Resources) of a rapidly-growing aircraft maintenance and repair operation (MRO). Worked closely with two out-of-state Oracle developers to enhance and maintain the application, which was used at five (5) different locations across the U.S.

Integral member of a diverse 10-person I.T. team supporting an 850-employee, three-shift diesel engine manufacturing facility producing approximately 700 engines per day. Extensive experience using Oracle Developer tools (Oracle Forms and Reports) to create and improve business applications. Creation and integration of new processes and procedures to support corporate Sarbanes-Oxley (SOx) initiatives. Served as Change Coordinator for a 7-member change control board, coordinating changes to SOx and non-SOx applications and ensuring that proper change control processes were always followed. Experience working with offshore contractors to define and develop new applications. Managed projects (ITSPM) to accommodate new receipt processes on the Receiving Dock and to implement a system that provided more real-time information for performing quality audits of external options on non-Chrysler engines. Served as lead project manager for implementation of new time and attendance system at two Cummins midrange plants. Responsibilities in this role included managing tasks for a cross-functional project team involving representatives from Finance, Human Resources, Shop Operations, Facilities and I.T., strictly adhering to a well-defined project management methodology (ITPM), creating nearly 100% of all required project documentation (i.e. charter, contract, solution design, customer care plan, quality plan, etc.), conducting periodic reviews with corporate architecture and security, interfacing closely with the vendor to define hardware requirements, coordinating software installations and conducting weekly status meetings, coordinating training, and performing various technical tasks (such as compiling historical data, analyzing time clock usage and initializing/installing new time clocks).