Dynamic professional with over 20 years of experience in Payroll, Time Tracking, Absence Management, Benefits, and Human Resources, including over a decade in Global Payroll operations. Proven track record in HRIS, Payroll, and Benefits leadership, successfully navigating complex process reengineering initiatives while guiding departments through numerous acquisitions and mergers. Extensive background as a Senior Consultant and Project Manager specializing in HCM, Payroll, and Benefits software implementations. Results-driven leader dedicated to optimizing operational efficiency and enhancing employee satisfaction through strategic HR solutions.
Overview
27
27
years of professional experience
1
1
Certification
Work History
Workday PATT (Payroll, Absence and Time Tracking) Consultant, Manager
Accenture
Denver, CO
01.2018 - Current
As a Workday Consultant, I am responsible for all aspects of the Workday Implementation that touch PATT. This includes having a solid understanding of all Workday HCM and Compensation and how the data and BP that start in HMC effect PATT, as over 70% of the data the effects PATT does not start in PATT – Payroll had to relay heavily on the data in HCM and Comp – if this data is not correct and well maintained, PATT will not be correct.
I have brought over 10 clients who successfully live on Workday HCM, Payroll, Time Tracking, Absence and Financials, Payroll lives in the middle of HCM and Finance – Payroll has to work very closely with both teams and have the ability to speak and communicate effectively to both teams and be translator at time.
Following the Workday ME and LE methodology, I am responsible for leading design and alignment sessions, configuration, unit testing, simulation testing, end to end testing, parallel testing, go-live as well as postproduction support.
As a Workday practitioner and Project Manage, I have a solid working knowledge of Workday HCM, Benefits, Absence and Time Tracking, as Payroll is consumer of data from all other modules.
Sr. Workday Product Manager
Amazon
Seattle, WA
06.2017 - 12.2017
As a Product Manager for the Amazon Workday implementation project, I was responsible for what Amazon would be implementing, from the Workday Suite, within HCM – including Recruiting, On-Boarding, HCM, Comp, Advanced Comp, Absence, Time Tracking and Payroll, and for which countries.
This included leading requirement meetings, with lane functional owners, this included which pieces of each module and for which of the over 40 counties Amazon has employees.
These meetings include detailed knowledge of all Workday HCM capabilities and functionalities.
Sr. Manager Workday, HRIS
DaVita, Inc
Denver, CO
01.2014 - 06.2017
Company Overview: DaVita, Inc is a Kidney Dialysis and a Health Care company that owns and operates over 2000 Dialysis Clinic in over 45 States, Puerto Rico and 12 international countries, and has over 400 Medical Group locations in over 14 States. DaVita has over 95,000 employees domestically and internationally.
As the HRIS Sr Manager, I Project Managed the Workday HCM and Payroll implementation, with a team of 25+ resources and a 2+ year project. My responsibilities included being a member of the Executive Steering Committee, leading the team through all phases of the project, including timeline, mapping, creating testing plans and approaches, training and communications, and Process Redesign. Team members were located in multiple locations, with varying time zones.
The next Workday implementation entailed bringing a very large DaVita merger into Workday, who was made up of 5 separate companies into one single Workday platform. This merger was brought on to Workday completely different from the exciting DaVita Business Process’s and Payroll practices and treated as a completely different entity that is – from HCM, to Payroll to Leave and PTO, etc.
As PM for this over project, my role included overseeing all phases of the Project, from Fit/Gap, Design, Build, Testing, Training & Communication and Go-Live, and making sure that the original DaVita structure in Workday was not interrupted. I was also responsible for the overall Timeline, estimating resources needed, keeping the project on-time and on budget. I was responsible for the creation, maintaining and managing the Project Plan, as well as the Plan for all phases of the Project. I led many weekly and bi-weekly status meetings for the Project, as well as Monthly presentations to the Steering Committee. This project had a team of 6 full-time resources and 6 part-time resources. This was an 18-month project.
As a leader in my current role, I have lead teams from 8 people to 30 people. Most of the teams I have led are teams of people that aren’t used to working together, not used to being on projects, and are new to the software that is being implemented. With this comes team friction, I like to coach and mentor new team members into team and project leads. I believe in leading by example, and encouraging everyone to do their best, and volunteering for projects or tasks as they might not be the best at, so they can spend time working on areas of improvement. I do believe that everyone has room for improvement, and we should know what those areas are. I am a firm believer in all people having a work and/or life coach for help direct and lead. I find coaching and monitoring to be very rewarding, and energizing.
Workday / HRIS Manager
DaVita, Inc
Denver, CO
06.2010 - 12.2013
Company Overview: DaVita, Inc is a Kidney Dialysis and a Health Care company that owns and operates over 2000 Dialysis Clinic in over 45 States, Puerto Rico and 12 international countries, and has over 400 Medical Group locations in over 14 States. DaVita has over 95,000 employees domestically and internationally.
As the HRIS Sr Manager, I Project Managed the Workday HCM and Payroll implementation, with a team of 25+ resources and a 2+ year project. My responsibilities included being a member of the Executive Steering Committee, leading the team through all phases of the project, including timeline, mapping, creating testing plans and approaches, training and communications, and Process Redesign. Team members were located in multiple locations, with varying time zones.
The next Workday implementation entailed bringing a very large DaVita merger into Workday, who was made up of 5 separate companies into one single Workday platform. This merger was brought on to Workday completely different from the exciting DaVita Business Process’s and Payroll practices and treated as a completely different entity that is – from HCM, to Payroll to Leave and PTO, etc.
As PM for this over project, my role included overseeing all phases of the Project, from Fit/Gap, Design, Build, Testing, Training & Communication and Go-Live, and making sure that the original DaVita structure in Workday was not interrupted. I was also responsible for the overall Timeline, estimating resources needed, keeping the project on-time and on budget. I was responsible for the creation, maintaining and managing the Project Plan, as well as the Plan for all phases of the Project. I led many weekly and bi-weekly status meetings for the Project, as well as Monthly presentations to the Steering Committee. This project had a team of 6 full-time resources and 6 part-time resources. This was an 18-month project.
As a leader in my current role, I have lead teams from 8 people to 30 people. Most of the teams I have led are teams of people that aren’t used to working together, not used to being on projects, and are new to the software that is being implemented. With this comes team friction, I like to coach and mentor new team members into team and project leads. I believe in leading by example, and encouraging everyone to do their best, and volunteering for projects or tasks as they might not be the best at, so they can spend time working on areas of improvement. I do believe that everyone has room for improvement, and we should know what those areas are. I am a firm believer in all people having a work and/or life coach for help direct and lead. I find coaching and monitoring to be very rewarding, and energizing.
Project Manager, HRIS
DaVita, Inc
Denver, CO
11.2007 - 06.2010
Company Overview: DaVita, Inc is a Kidney Dialysis and a Health Care company that owns and operates over 2000 Dialysis Clinic in over 45 States, Puerto Rico and 12 international countries, and has over 400 Medical Group locations in over 14 States. DaVita has over 95,000 employees domestically and internationally.
As the HRIS Sr Manager, I Project Managed the Workday HCM and Payroll implementation, with a team of 25+ resources and a 2+ year project. My responsibilities included being a member of the Executive Steering Committee, leading the team through all phases of the project, including timeline, mapping, creating testing plans and approaches, training and communications, and Process Redesign. Team members were located in multiple locations, with varying time zones.
The next Workday implementation entailed bringing a very large DaVita merger into Workday, who was made up of 5 separate companies into one single Workday platform. This merger was brought on to Workday completely different from the exciting DaVita Business Process’s and Payroll practices and treated as a completely different entity that is – from HCM, to Payroll to Leave and PTO, etc.
As PM for this over project, my role included overseeing all phases of the Project, from Fit/Gap, Design, Build, Testing, Training & Communication and Go-Live, and making sure that the original DaVita structure in Workday was not interrupted. I was also responsible for the overall Timeline, estimating resources needed, keeping the project on-time and on budget. I was responsible for the creation, maintaining and managing the Project Plan, as well as the Plan for all phases of the Project. I led many weekly and bi-weekly status meetings for the Project, as well as Monthly presentations to the Steering Committee. This project had a team of 6 full-time resources and 6 part-time resources. This was an 18-month project.
As a leader in my current role, I have lead teams from 8 people to 30 people. Most of the teams I have led are teams of people that aren’t used to working together, not used to being on projects, and are new to the software that is being implemented. With this comes team friction, I like to coach and mentor new team members into team and project leads. I believe in leading by example, and encouraging everyone to do their best, and volunteering for projects or tasks as they might not be the best at, so they can spend time working on areas of improvement. I do believe that everyone has room for improvement, and we should know what those areas are. I am a firm believer in all people having a work and/or life coach for help direct and lead. I find coaching and monitoring to be very rewarding, and energizing.
Sr Analyst – Payroll, Benefits and Acquisitions
DaVita, Inc
Denver, CO
11.2005 - 11.2007
Company Overview: DaVita, Inc is a Kidney Dialysis and a Health Care company that owns and operates over 2000 Dialysis Clinic in over 45 States, Puerto Rico and 12 international countries, and has over 400 Medical Group locations in over 14 States. DaVita has over 95,000 employees domestically and internationally.
As the HRIS Sr Manager, I Project Managed the Workday HCM and Payroll implementation, with a team of 25+ resources and a 2+ year project. My responsibilities included being a member of the Executive Steering Committee, leading the team through all phases of the project, including timeline, mapping, creating testing plans and approaches, training and communications, and Process Redesign. Team members were located in multiple locations, with varying time zones.
The next Workday implementation entailed bringing a very large DaVita merger into Workday, who was made up of 5 separate companies into one single Workday platform. This merger was brought on to Workday completely different from the exciting DaVita Business Process’s and Payroll practices and treated as a completely different entity that is – from HCM, to Payroll to Leave and PTO, etc.
As PM for this over project, my role included overseeing all phases of the Project, from Fit/Gap, Design, Build, Testing, Training & Communication and Go-Live, and making sure that the original DaVita structure in Workday was not interrupted. I was also responsible for the overall Timeline, estimating resources needed, keeping the project on-time and on budget. I was responsible for the creation, maintaining and managing the Project Plan, as well as the Plan for all phases of the Project. I led many weekly and bi-weekly status meetings for the Project, as well as Monthly presentations to the Steering Committee. This project had a team of 6 full-time resources and 6 part-time resources. This was an 18-month project.
As a leader in my current role, I have lead teams from 8 people to 30 people. Most of the teams I have led are teams of people that aren’t used to working together, not used to being on projects, and are new to the software that is being implemented. With this comes team friction, I like to coach and mentor new team members into team and project leads. I believe in leading by example, and encouraging everyone to do their best, and volunteering for projects or tasks as they might not be the best at, so they can spend time working on areas of improvement. I do believe that everyone has room for improvement, and we should know what those areas are. I am a firm believer in all people having a work and/or life coach for help direct and lead. I find coaching and monitoring to be very rewarding, and energizing.
Company Overview: Via IBM Acquisition of PwC Consulting Practice in 2003
As the Project Manager of this implementation of PeopleSoft Payroll, Human Resources, Benefits and Time & Labor, I am responsible for all aspects of this project. PeopleSoft HRMS version 8.8 is being implemented at this client. My responsibilities included creating and maintaining the overall Project Plan and many smaller Project Plans. Keeping the project on time and on budget, by working with other Team Members to cut scope as needed and working with a team of consultants as well as client team members to ensure all deadlines are met. All of the technical development is being done in India, so part of my responsibilities includes working with the team lead and other team members in India to ensure all customizations and interfaces are created and tested correctly. On this project I managed a team of 16 Consultants and 8 Client team members. I am responsible to mentoring and guiding these team members. This was a Full Life cycle implementation, and I was the Project Manager for all aspects of this implementation, from requirements gathering to postproduction support.
At the IBM office in Paris, France, I was the American HRMS Project Manager for the software application HR Access. IBM owned the HRIS software application HR Access, which has been designed, build, testing and used in Europe, but not in United States. IBM wanted to market this software package in the United States. I was given the assignment to work in Paris for 9 months to test HR Access, to ensure the quality from an American legal/best practice standpoint. I led a team of 4 Americans on-site in Paris, and 3 American off-site, in America. We tested HR Access Human Resources, Benefits and Payroll to validate that all American legal and best practices were being followed. My responsibilities included creating and following a project plan, delegating tasks to team members, creating and validating test scripts, validating test results, mentoring all team members.
At a trading floor with over 1000 employees and two separate legal entities, I was the lead Functional Payroll, HR and Benefits PeopleSoft consultant. This client is doing business and has employees in seven states. The client implemented PeopleSoft HRMS 8.3, including HR, Ben Admin, Payroll, Time & Labor and Manager and Employee Self Service. The client had a very aggressive schedule for the project; the HRMS had to go live in 4 months. This client also opted for a manual conversion, which required intense auditing. I was brought into this client at a critical point, three weeks before go-live, with no transfer of knowledge from the previous consultant. Although most of design and build was completed, it needed to reassess and redesigned to meet the client’s needs. This required most of my responsibilities included system testing, conversion, parallel testing, and re-configuring the system setup for Payroll and Benefits Administration. Included in the implementation was ePay and eBenefits, which I lead the testing, training and creation of procedures for employees. I created desktop payroll procedures for the Payroll and Benefits staff and conducted the training. I was also charged with the responsibility of post-production support for Payroll and Benefits, which included testing all tax releases and year-end for 2002, including running W-2 and sending test files to the States and Federal government.
Education
Major - Financials
University of North Dakota
01.1988
Major - General
Minot State College
01.1986
Skills
MS Project – Expert
MS Excel – Expert
MS Word – Expert
MS Power Point – Expert
MS Visio – Expert
Certification
Workday Payroll Certified
Workday HCM Core Class
Workday Annual User Conferences – 2010 – 2018
Training
PMI Denver Symposium – 2007 - 2019
Project Management Methodology Overview
Project Management Fundamentals Overview
Timeline
Workday PATT (Payroll, Absence and Time Tracking) Consultant, Manager
Manager - Core HR | Time & Labor Consultant | Absence Consultant at Grant ThorntonManager - Core HR | Time & Labor Consultant | Absence Consultant at Grant Thornton
<ul>
<li>Spearhead the management and oversight of the National Bio and Agro-Defense Facility (NBAF) project, a pivotal national asset developed in partnership with the U.S</li>
<li>Department of Agriculture (USDA) and the U.S</li>
<li>Department of Homeland Security (DHS)</li>
<li>Collaborate with USDA and DHS stakeholders to ensure a seamless transition of operations and mission capabilities from the aging Plum Island Animal Disease Center (PIADC) to NBAF, ensuring uninterrupted research, diagnostics, and training essential to national security</li>
<li>Lead the operational endurance phase, validating work processes and laboratory setups to guarantee compliance with the highest safety and biocontainment standards, particularly in biosafety level-4 (BSL-4) environments</li>
<li>Act as the hiring manager, conducting interviews and selecting high-quality employees to ensure the success of both DCA and NBAF</li>
<li>Serve as a subject matter expert pert for the payroll system Paychex, overseeing and approving payroll for 63 officers biweekly while managing paid time off and leave requests to maintain the security posture for the facility</li>
<li>Monitor project milestones, providing critical updates to senior management and stakeholders while ensuring alignment with USDA's mission objectives and federal guidelines</li>
<li>Direct the development and execution of strategic initiatives to facilitate efficient collaboration with federal partners, ensuring all laboratory operations adhere to regulatory requirements set forth by the Federal Select Agent Program (FSAP)</li>
<li>Foster a culture of excellence and professionalism within the team, emphasizing rigorous training, safety compliance, and operational integrity as key components of NBAF's mission to safeguard public health and the nation's food supply</li>
<li>Monitored budgeting activities by tracking expenditures and providing regular updates to management.</li>
<li>Analyzed existing processes within a department or organization in order to identify areas for improvement or increased efficiency.</li>
<li>Implemented quality control measures throughout each stage of a project's lifecycle.</li>
<li>Worked closely with senior managers to ensure that all projects were completed according to schedule.</li>
<li>Conducted research on potential vendors, suppliers, contractors and subcontractors for projects.</li>
<li>Provided administrative support to the Project Manager in order to facilitate successful project outcomes.</li>
<li>Prepared monthly progress reports summarizing key accomplishments achieved since the last report.</li>
<li>Trained junior staff on best practices for managing multiple projects simultaneously.</li>
</ul> at Defense Contracting Activity, LLC<ul>
<li>Spearhead the management and oversight of the National Bio and Agro-Defense Facility (NBAF) project, a pivotal national asset developed in partnership with the U.S</li>
<li>Department of Agriculture (USDA) and the U.S</li>
<li>Department of Homeland Security (DHS)</li>
<li>Collaborate with USDA and DHS stakeholders to ensure a seamless transition of operations and mission capabilities from the aging Plum Island Animal Disease Center (PIADC) to NBAF, ensuring uninterrupted research, diagnostics, and training essential to national security</li>
<li>Lead the operational endurance phase, validating work processes and laboratory setups to guarantee compliance with the highest safety and biocontainment standards, particularly in biosafety level-4 (BSL-4) environments</li>
<li>Act as the hiring manager, conducting interviews and selecting high-quality employees to ensure the success of both DCA and NBAF</li>
<li>Serve as a subject matter expert pert for the payroll system Paychex, overseeing and approving payroll for 63 officers biweekly while managing paid time off and leave requests to maintain the security posture for the facility</li>
<li>Monitor project milestones, providing critical updates to senior management and stakeholders while ensuring alignment with USDA's mission objectives and federal guidelines</li>
<li>Direct the development and execution of strategic initiatives to facilitate efficient collaboration with federal partners, ensuring all laboratory operations adhere to regulatory requirements set forth by the Federal Select Agent Program (FSAP)</li>
<li>Foster a culture of excellence and professionalism within the team, emphasizing rigorous training, safety compliance, and operational integrity as key components of NBAF's mission to safeguard public health and the nation's food supply</li>
<li>Monitored budgeting activities by tracking expenditures and providing regular updates to management.</li>
<li>Analyzed existing processes within a department or organization in order to identify areas for improvement or increased efficiency.</li>
<li>Implemented quality control measures throughout each stage of a project's lifecycle.</li>
<li>Worked closely with senior managers to ensure that all projects were completed according to schedule.</li>
<li>Conducted research on potential vendors, suppliers, contractors and subcontractors for projects.</li>
<li>Provided administrative support to the Project Manager in order to facilitate successful project outcomes.</li>
<li>Prepared monthly progress reports summarizing key accomplishments achieved since the last report.</li>
<li>Trained junior staff on best practices for managing multiple projects simultaneously.</li>
</ul> at Defense Contracting Activity, LLC