Ronald Fraser

This program was one of the most complex iMRO transformations that has been undertaken and was conducted in partnership with another major SI.

Closed the contract negotiations, recruited the team and initiated the project.

Fast tracked design phase.

Negotiated final scope of project and commercials.

Supported the group to move them along the group development model.

Senior stakeholder management with the partner and client.

The Delivery phase (build phase) is progressing to schedule at time of writing.

• Revived the Councils flagging transformation to S/4HANA, SuccesFactors and Ariba.
• Managed the re-planning, re-scheduling and implemented new ways of working.
• Took the program to acceptance testing before moving on to a different program.

• S/4HANA and iMRO for a major aircraft jet engine maintenance company.
• Finalized contract negotiations and initiated the project.
• Completed Discover phase on time.
• Design phase was progressing to schedule when moved to a flagging program.

• Negotiated the takeover of the design phase from a competitor for a global S/4HANA program in the pharmaceutical industry.
• Closed contract negotiations and initiated the restart.
• Successfully delivered the design phase.

• Successfully led the migration to Salesforce Click at a large UK-based utility company.
• Led a team made up of 4 key vendors and client resources
• Managed stakeholders at all levels including the COO and CIO
• All stage gates successfully passed on time, despite being implemented 100% remotely due to COVID-19 restrictions
• Feedback from the client sponsor was very positive

• Program managed the first UK S4Hana implementation at a media organization (BBC Studios)
• Joined when the programme was in distress
• Directly responsible for delivery and commercial success
• Scope included S4, BW, SAC
• Global deployment
• Successfully went live in November 2019
• Uncontested follow-on work of over £1mm
• Negotiated, won and implemented a 3-year multi-million-pound staff augmentation deal following the success of the S/4HANA program.

• Project and Program Management for a leading international FMCG (Boots) and a utility company (United Utilities).
• Delivery and P&L responsibility.
• Recruited technical, functional and project management team members locally and from offshore
• Managed numerous projects with multiple third-party vendors and client staff
• Responsible for client relationships and project budgets
• Stakeholder management
• Commercial activities

• Company Overview: Baker Hughes has a diverse portfolio, including the manufacture and sale of equipment for the energy industry, software sales, consultancy services and the manufacture & sale of chemicals to the French perfume industry
• Program management of all IT projects related to the real estate initiatives.
• Provided ongoing direction and leadership for program operations.
• Evaluated program performance through comprehensive data analysis, driving continuous improvement efforts.
• Infrastructure, VOIP, Video conferencing, Collaboration tools, Security.
• IT business partner for the Real Estate group - dotted line to VP of Real Estate.
• Built a Project Management team across six countries
• Average of 105 projects at any given time.
• Over 90% of projects rated Exceeds Expectations in stakeholder satisfaction surveys.
• Opened 30 classroom global high tech training facility in Houston.
• Consolidated over 300 facilities globally during downturn in the industry.
• Uncovered and implemented multimillion dollar savings in conjunction with Real Estate efficiency efforts.
• Baker Hughes has a diverse portfolio, including the manufacture and sale of equipment for the energy industry, software sales, consultancy services and the manufacture & sale of chemicals to the French perfume industry

• ERP transformation projects of all sizes.
• Resizing the organization to fit with current workload and market conditions
• Formation and hand-off to business process support group
• Program management of all SAP and Maximo deployments globally
• Scheduling, resourcing, budget planning and monitoring, quality, on time delivery and adherence to standards
• Leading multiple teams with resources drawn from functional groups (matrix org)

• Responsible for interfacing with key business leaders
• Managed concurrent SAP implementations for all product lines across the Eastern Hemisphere including acquisitions of manufacturing plants in Thailand and Malaysia
• Relationship management with a large vendor providing onshore and offshore resources in support of a project to integrate an acquired competitor
• Develop and lead internal and outsourced resources

• Programme management of concurrent SAP implementations in multiple countries and product lines across Europe, Africa, Russia & former CIS
• Single point of contact for senior manager and executives in those geographies
• All aspects of the deployments including cost, quality, on time delivery, resource management and compliance
• Budget of $12.4mm
• Relationship management with a large vendor providing consultants to augment project teams

• Developed an SAP enabled business process blue-print for all product lines in Russia.
• Provided oversight and guidance to 5 different product line implementation teams, in addition to being the project manager for 3 product line teams
• Worked closely with a major international provider of consultancy services to ensure legal and tax requirements were satisfied.
• Negotiated with SAP, a fast-track of a major SAP upgrade to enable Russian-specific functionality, including Russian language capabilities.

• Established SAP rollout schedules and implementation strategies for South America, Europe, Asia Pacific, Africa, and Middle East regions in a projectised environment.
• Directly responsible for managing simultaneous SAP implementation projects across multiple international locations and regions in various business areas
• Lived in Cape Town while managing multiple teams in Africa and the Middle East
• Traveled extensively across Africa.
• Managed deadlines and coordination of project teams and sub-team activities.
• Provide direction to project resources, monitor development efforts, assess key project deliverables, and intelligently identify issues requiring escalation when reporting project status.

• Effectively managed resources, cost, schedules and quality of deliverables through the full project life cycle for Norway and Holland
• Global financials implementations for all legal entities

• Management of all aspects of UK Supply Chain supporting operations in the North Sea and remote operations across Europe & Africa.
• Developed and implemented a transformation to centralized purchasing.
• Led a team of business analysts supporting end users in the UK.
• Provided training to end users and management across all locations in the UK.
• Business process development enabled by SAP.
• Mentored junior team members, providing guidance on best practices and professional development opportunities.
• Conducted regular performance evaluations and provided constructive feedback for continuous improvement among team members.
• Streamlined support processes for increased efficiency and better response times.
• Improved customer satisfaction by addressing and resolving support issues in a timely manner.
• Developed comprehensive knowledge base.

• Overall supply chain team management, including monitoring and control of project tasks/deliverables
• Coordinated efforts in line with the 'bigger picture' to maximize the overall value of system delivery to the business
• Technical lead in a cross divisional team that sourced and implemented a customs duty management software package that interfaced with SAP
• Developed a system for managing rig inventory, within SAP, at all offshore locations
• Gained agreement from the Governance Committee in Houston to develop a cross-divisional single solution for the management of HM Customs & Excise duty in conjunction with the SAP implementation
• Sourced and implemented duty management software interfaced to SAP, which is still being used very successfully today

• End-to-end business process transformation enabled with SAP at the global manufacturing and corporate headquarters
• Participated in multiple kaizen events related to flow and process
• Acted as a communications channel between system end users, implementation team and headquarter support groups
• Delivered SAP Supply Chain training to process specialists and end-users
• Traveled to numerous company locations in Texas and Louisiana to train and support end users

• Management of all procurement, logistics and warehousing activities for the UK operation
• Implemented career development and competency system for department staff, from scratch
• Developed the Logistics department to support operations that were being established by the UK in Spain, Tunisia, Romania, Azerbaijan, Kazakhstan, Angola, Algeria and Albania

• Provided daily operational support for procurement, shipping and warehousing activities