ERIC WEBBPROGRAM MANAGER / SENIOR PROJECT MANAGER

PROFESSIONAL PROFILE:Results driven leader with demonstrated ability to lead large-scale business and technical initiatives. A seasoned program and project manager with experience in enterprise-level, multi-stream implementations, business process improvement, large systems implementations, and merger transitions. Accustomed to large, complex initiatives ranging in size from $1 million to $100 million dollars and staffing ranges of 20-100+ resources.

AREAS OF IMPACT:

S E Webb Consulting Phone: 612-387-9537

Strategic planning Program & project planning, PMO

management Roadmap development Agile, Scrum, and Waterfall application

development Performance management Portfolio management Change management Enterprise risk management Stakeholder relationship management Customer relationship management Operating systems (Win 7 / AIX / Linux),

infrastructure and Active Directory migrations

Business and systems architecture Client and consulting management Operations management mergers,

acquisitions, and joint ventures Vendor management Industry liaison Systems development SOA Architecture and Integration Compliance Acquisition and implementation of solutions

and capabilities Active Directory Migration Supply Chain Management

INDUSTRY EXPERIENCE:

Banking Brokerage Retail

Technology Mortgage lending

Telecommunications Airline

QUALIFICATIONS PROFILE

Leadership

Influence without authority

Organizational agility

Industry-level influence and facilitation

Problem solving Coaching, mentoring, and

developing

Business Skills

Operations management Budgeting Team building/leadership

Process improvement and reengineering Contract administration and negotiations Executive presentations and communications

S E Webb Consulting Phone: 612-387-9537

Eric Webb 2

PROFESSIONAL EXPERIENCE.S E WEBB CONSULTING, INC. – MARCH 2003 TO PRESENT

Program Manager – Target Corporation– February 2015-February 2016

Led three systems implementation programs for warehouse automation systems across 15 distribution centers.

Robotics: Implemented new Swisslog robotics systems across five distribution centers.

Automated Receiving: Implemented new automated receiving system in pilot distribution center in preparation for rollout across 10 distribution centers in 2016 and 2017

Voice Picking: Implemented new voice picking solutions with both Voxware and Vocollect system across 10 distribution centers

Label Printing: Implemented new automated label application software at 4 distribution centers

Sorter Conveyor: Implemented Intelligrated sorter conveyor solutions at 7 distribution centers.

Program Manager—Finish Line—December 2013—December 2014

Led program implementing Manhattan’s Warehouse Management including Enterprise Order Management, Inventory Management and Labor Management with legacy systems for 650 store retailer. Performance management and control for seventeen projects across four major work streams staffed by 100 employees and contractors and supported by a budget of over $100 million:

Delivery Assurance: Worked with program and legacy leads to plan and execute integration, modifications, conversions and testing of technical solution including management of store and distribution inventory, automated supplier ordering, .Com customer orders and store-to-store inventory lookup and transfers.

Operational Assurance: Planning and oversight for infrastructure, warehouse automation, equipment, performance testing and IT operational readiness including change management for IT organization.

Change Assurance: Worked with program team and business leads for the planning and implementation of standard operating procedures, training and communications.

Compliance Assurance: Supported planning and development of identity and access; SOX; segregation of duties

Developed program and corporate PMOs including process definition, development and implementation across the program and the enterprise.

Program Manager—Target Corporation—July 2012—November 2013

Led the sizing and planning effort for the Non-Retail Services implementation of SAP and Manhattan supply chain management software

Planning: Worked with a team of 35 business managers, business analysts, engineers, architects and vendors to develop estimates and a timeline for a $13 million program to replace legacy systems with new applications for Non-Retail Operations, Inventory Accounting, Property Development and Procurement and In Store Marketing. Coordinated level-of-effort, staffing, cost and timeline estimates for implementation of SAP and Manhattan including infrastructure, implementation, integration, and gap resolution.

Process: Led development of business capabilities inventories, current floes, future flows, gap assessment, and integration needs.

Change Management: Led the assessment, estimating and planning for changes management work including process and SOP development, training and communications.

Led the deployment of Windows 7 platform implementation for over 8,000 workstations, over 6,000 team member and across 38 distribution centers nationwide

Planning and Management: Led planning, deployment, tracking, build failure resolution and application remediation.

Change Management: Led effort to develop procedures, training and communications to 100 member field technical team and over 6,000 distribution center employees in 38 locations.

S E Webb Consulting Phone: 612-387-9537

Eric Webb 3

Execution: On time delivery and 10% under on a total $3.8 Million budget. Managed 50 contractors and employees and liaised with the field technical team of over 100 employees.

Remediation: Led Windows 7 application remediation for all Merchant & Supply Chain for HQ, Stores and Distribution Centers solving remediation problems and certified over 100 applications for use with Windows 7. Led the Windows 7 remediation of a large Food warehousing UNIX based server application affecting 3 distribution centers and over 600 employees.

Program Manager—Ameriprise Financial—November 2011—July 2012

Led 60 business areas in the migration of eight thousand corporate users to new Active Directory domain and supporting the migration from Lotus Notes to Microsoft Outlook.

Planning: Developed plans, budget, and implementation software and data base to support the migration of over 8,000 work stations.

Change Management: Worked with business leaders across the company to prepare for and communicate changes, pilot migrations, and complete transition affecting over nearly 8,000 employees. Developed procedures and provided training for desktop support staff who would support the migration.

Execution: Led over 35 employees and contractors and a budget of over $6 million implementing, new active directory system validating over one hundred application and thousands of entitlements.

Senior Business Consultant—Starkey—September 2011—October 2011

Led investigation of alternative franchise automation solutions. Identified solutions and methods to reengineer operations in over 300 stores nationwide.

Program Manager—Wells Fargo Mortgage, May 2011—August 2011

Led systems integration between corporate collateral policy group and mortgage company appraisal units, appraisal middleware third parties, and appraisal management companies. Focused on the high value mortgages representing over $2 billion in collateral. Multiple phase initiative representing retail and wholesale channels and servicing lines of business.

Planning: Identified ten phases providing foundational, originations, and servicing capabilities, road map and program plan to implement phases.

Team Development: Developed program team comprised of managers, business and technical members across three vendor companies, three lines of business, corporate policy and vendor management working with a business team of over 40 managers, directors and VPs.

Change Management: Developed plan for process changes, communication and training and began implementation for phase 1.

Execution: Successfully implemented first phase providing systems and process integration between appraisal company and corporate policy division. Transitioned implementation of remainder of the program to employee program manager.

S E Webb Consulting Phone: 612-387-9537

Eric Webb 4

Sr. Project Manager—Deluxe Corporation, December 2010—April 2011

Led development of new B2B Web site for Financial Institution’s management of compliance programs and implementing Liferay portal technology. Worked with vendors to federate learning, compliance management, and social networking capabilities. Built development team, and launched within six weeks of project start.

Team Development: Developed both on shore and off shore teams supporting development and testing around the clock.

Execution: Used Agile and Scrum methodologies to deliver enhancements on a weekly basis. Set a new standards within Deluxe for delivery timelines.

Program Manager—Wells Fargo Wholesale Banking, August 2009 – December 2010

Led Wells Fargo-Wachovia systems implementation of international wholesale multicurrency demand deposit banking. Included integration of over 30 applications within foreign exchange, global payments, risk, regulatory, currency management, financial and billing. Program had a $5.4 million budget and a team of nearly 50 developers, architects, analysis, DBAs, business analysts and end users.

Planning: Developed program plan and approach for integrating banking systems Analysis: Inventoried over 100 international applications for current Wells and Wachovia integration

into anti-money laundering solutions. Systems Implementation: Coordinating design, development and testing for the new multicurrency

demand deposit system with over 20 integration partners in wholesale and the broader bank. Managing the integration with the new Oracle GL, chart of accounts, reconciliation solutions and retirement of the legacy GL and reconciliation solution. Led Wells Fargo-Wachovia system implementation of international technology with anti-money laundering. Integration of over 25 applications within foreign exchange, global payments, risk, regulatory, and currency management, financial and billing. Led integration with foreign exchange, international operations (plus four upstream integration solutions), multicurrency DDA, and International time deposits.

Execution: Managed foundational releases that deployed go forward platform starting with the Cayman Islands in anticipation of nine branches in Europe and Asia.

Program Manager—Thrivent Financial, January 2008 – March 2009

Led systems implementation to establish service oriented architecture (SOA) and Web services at Thrivent including reusable customer information Web services, a complete quality-of-service capability including user-level security, a developer framework, and SOA governance.

Planning: Developed approach and plan for five streams with a combined team of 30 full-time and 50 part-time professionals and a budget of $8 million. Identified all stakeholders including executive steering of a second large program that was dependent on our outcomes. Developed 2009-12 program plans, budgets, and roadmaps for two programs consisting of 15-projects and totaling over $20 million over 4-years; included roadmaps, budgets, business cases, and board presentations.

Managing: Responsible for performance reporting to executive steering committee for multiple programs. Coordinated efforts for two large programs that would be dependent on Web services integration.

Execution: Implement web services for SalesForce.com integration into Thrivent’s customer management system. Deployed new gateway infrastructure for Web security. Used WebMethods business process management solution to implement process integration.

Change Management: Developed new operational procedures and tools to support Web services platform. Developed training materials and conducted training for using new services. Communicated availability of new services to related program and broader IT organization.

Outcomes: Changed corporate paradigm to focus on reusable components; provided new standard for security integration; achieved projected enterprise savings of $2.8 million in 2009 – approximately one-year payback.

S E Webb Consulting Phone: 612-387-9537

Eric Webb 5

Program Manager—United Health Care Ovations, September 2007 – December 2007

Systems Implementation for multi-year program to in-source distribution operations for the on-boarding and relationship management of 25,000 contracted broker-agents selling Medicare supplements to seniors.

Distribution operations strategy and initiative planning Identified all stakeholders and developed a comprehensive communication plan. Worked with operational managers to inventory existing capabilities, needed capabilities, and

associated gaps to achieve operational efficiencies and improve relationship management. Tied strategic imperatives, desired broker experiences, and metrics to capability and gap assessment

and prioritized capabilities over a two-year roadmap. Identified suppliers of application software and began initial discovery. Developed high-level requirements and request for proposal (RFP) for commercial software. Developed initial program schedule, staffing estimates, and budget. Outcomes: Developed a holistic solution encompassing partner management, call center operations,

and finance

Program Manager—Ameriprise Financial, October 2006 – August 2007

Led the enterprise IT strategy work to develop the overall strategy and road map for IT solutions to support five lines of business.

Strategy: Led Enterprise IT Strategy working with senior IT team. Led development of service oriented architecture (SOA) strategy (Enterprise Agility), roadmap, product mix, integration, and governance. Managed architecture governance process re-engineering. Provided common vision for application architecture. AQMS (client methodology).

Change Management: Facilitated eight IT infrastructure strategy workshops for security, data management, Web infrastructure, collaboration technologies, service delivery (ITIL), directory services, and unified communications. Led engagement teams through business/IT strategy development for manufacturing, distributor, advisor, service delivery, broker-dealer, client (marketing), and IT. Collaborated directly with all members of the IT leadership team and CEO, CIO, CFO, and SVP of corporate strategy. Led team of enterprise architects through deep industry analysis of SOA and Web services covering more than 350 white papers and articles across four leading industry research and analysis firms , 12 leading commercial providers, and numerous topical sites including those hosted by standards bodies.

Outcomes: Ensured IT strategy was complete and consistent across eight infrastructure areas and five

business lines. Ensured CIO was prepared for strategic planning kick-off by collaborating with CFO and SVP of

corporate strategy to ensure consistent and aligned messages. SOA Strategy: Developed program strategy and proposal to identify SOA strategic imperatives,

gaps, capability dependencies, sequencing, timing, and approach. Developed and socialized a detailed vision for achieving business agility, improving application

integration, and expanding reuse of application and utility assets. Gained consensus from directors and VP-level architects, chief architect, and infrastructure

VPs and directors.

Program Manager—Wells Fargo, March 2006 – October 2006

Led development and implementation of new business intelligence platform for consumer finance operations for three companies. Provided reliable, consistent reporting platform. Corporate Project Methodology (CPM); $3.5 million budget; 25 team members; 15 work streams.

Program Manager—Wells Fargo, July 2005 – March 2006

Co-led in sourcing and business integration initiative for fraud scoring and inbound-outbound dialer solutions for debit card operations. Reduced costs by $7 million annually. $10 million budget; 15 legacy systems.

S E Webb Consulting Phone: 612-387-9537

Eric Webb 6

Program Manager—Cargill, January 2005 – June 2005

Led planning for global treasury platform. Managed 70 professionals in four global regions. Led overall strategy development and sizing for the program. $25 million budget.

Project Manager—GMAC-RFC, July 2004 – December 2004

Led re-engineering of mid-office processes and technology for German operation. Reduced costs 30 percent and achieved significant improvements in straight through processing. This solution became prototype for enterprise re-engineering of mid-office operations. RUP methodology; $3 million budget; 15 team members; three work streams.

Program Manager—Wells Fargo, April 2003 – April 2004

Led Sarbanes-Oxley compliance re-engineering across 138-member executive team. Gained executive buy-in across the company and reduced executive time commitment by 70 percent. PMI methodology; $1.3 million budget; 32 team members across 10 business lines.

ACCENTURE—AUGUST 1999 – MARCH 2003

Program Manager--AT&T, Palm Computing, AT&T Wireless, UPC Netherlands

WELLS FARGO MORTGAGE—AUGUST 1999 – MARCH 2003

Program Manager—Enterprise PMO, Mergers and Acquisitions, Corporate Strategic Planning, Industry Liaison, MERS Implementation, Correspondent and Broker business reengineering

EDUCATION

Marymount University, Masters Program Business Administration, 1994

Creighton University, Masters Program Systems Management, 1986

Buena Vista University, Bachelor of Business Administration, 1984

ASSOCIATIONS

Project Management Institute (PMI)

S E Webb Consulting Phone: 612-387-9537