Rob Raman

Managed over $1B in spend for Source-to-Pay (S2P), while delivering organizational change with a unified goal. Identified Key Performance Indicators (KPI) to actively monitor budget, scope and delivery timelines. Supported enterprise growth through strategic technology investments. Led and coached cross-functional project teams.  Implemented and streamlined technology solutions for inventory and asset management, logistics and warehouse management, which resulted in reduced cycle time construction costs and increase productivity  Oversaw a portfolio of 50+ vendors; negotiated all contracts, including renegotiating a 15% price reduction  Established Supplier Lifecycle and Performance and risk mitigation strategies  Executed change management and communications to drive adoption of business process changes  Developed short and long-term project strategies, inclusive of resource capacity planning, budgeting, and work planning

Oversaw two primary consulting engagements with Salesforce and Walmart, providing program management leadership, including stakeholder engagement, requirements gathering, cross-functional collaboration, budget monitoring, deployment and post-deployment support.  Led the transformation effort of a major retailer in launching nationwide e-commerce and online ordering portal. Responsible for complex process mapping, system evaluations, multi-level stakeholder engagement, and user experience. Partnered with Business IT to develop functional & technical design specification, for end-to-end technical solution. Worked closely with technical architects to define the approach for creating a consolidated and unified view for customers.  Managed a compensation focused project while supporting multi-cloud revenue growth of $20B+/year; partnered with Engineering teams to develop storyboards and design solutions utilizing existing system features; successfully brought the project from red to green status within 90 days

Directed and managed strategic and long-range planning and profitability goals. Led the execution of technical projects, ensuring workstream alignment with accountability for technical project teams.  Analyzed emerging industry trends, including competitive threats, the viability of external business partners, internal business performance and process improvement  Developed process maps and gathered business requirements, translating functional requirements into technical specifications Prepared and presented a fully developed ERP plan to senior leadership following an assessment of implementation and maintenance costs, advantages and disadvantages, alignment with corporate vision, and change management effort, demonstrating annual savings of $30M and a 50% improvement in reporting time  Provided strategic guidance to client business and technology teams to develop system solutions, integration, business and IT processes, training and change management  Oversaw UX, Mobile, Product, Engineering and QA teams as the in-service leader

Managed new and inflight initiatives, including an enterprise SAP implementation, Mobile Work Manager, NERC Compliance, GIS, Click Scheduling, Distributed Energy Sources, and Smart-Connect/Grid. Developed and presented business cases for projects with budgets of $2B+.  Led two enterprise-wide software implementations: Workflow Management System and Geographic Information System; performed a complete root cause analysis that included assets management, ordering system, installation and maintenance process, improving asset accuracy in the system by 90% within six months  Developed system blueprint and architecture and system integration for various LOBs and data sources for SAP landscape  Partnered with executives and stakeholders to ensure adoption, mitigate change management challenges and manage project success  Coordinated divisional program and initiative updates for stakeholder and steering committee reviews  Utilized Agile methodology to monitor and evaluate all workstreams to ensure delivery of capabilities within budget and schedule