James Livingston

James Livingston

Work History

Work History
May 2001 - Apr 2008

Director

http://www.kpmg.com

Technology advisory and management consulting organization.  IT functional and organizational assessment, technology strategy, technology performance improvement, ERP/SAP assessments and technology governance.

Led the preparation and delivery of an Information Technology Performance Improvement Strategy for a $700 million Tier 2 automotive supplier.  Established a program/project management process and a solution delivery methodology.  Established relationships between IT and the business functions:  finance, engineering, purchasing and operations.

  • Reduced solution delivery costs by 15%.

Led the development of the IT Strategy and Governance service offerings in our Midwest region; this includes developing marketing materials, sales plans, training programs, communications and resource plans to continue to grow these offerings.

  • Service is projected to grow by more than 50% for each of the next three years.

Led the development of a technology strategy for a major insurance company which assessed business needs, determined industry—wide best practices and developed a five-year plan for deploying automation tools in the short term and to upgrade their ERP installation over the longer term.

  • Reduced costs and time to process financial transactions and execute close processes by 20%.

Managed a team of ten people which assessed the IT-governance processes and prepared pragmatic recommendations for a $13 billion international manufacturing organization.  Led a team aligned with the client’s Senior IT executives in areas such as:  Project Management, Solution Delivery, Business Systems Support, Information Technology Security, Information Privacy, Disaster Recovery and Business Continuity.

  • Reduced project management costs by 10%, improved solution delivery times by 12% and enhanced technology security.

Managed a team that assisted an international manufacturing organization integrate the technology environment from a major acquisition that increased the company size by 30%.  Assessed the IT environment within both organizations and developed and delivered a plan which would ensure effective governance over the technology environment throughout the integration process.

  • Successfully completed the integration within 100 days from the time the merger was closed.
Jun 1999 - Mar 2001

Client Relationship Director

Systems and management consulting organization.Development of leading technology solutions for internet, or web-based solutions, business strategy development, technology strategy creation, technical architecture design and deployment, applications design and deployment and large project management.

Sold and delivered a variety of engagements:business strategy, business process design and deployment and business/technology solution delivery.

Led a team of five that developed the sales, business development and client management processes for a startup e-business. My team defined the process for quickly defining a potential customer’s business processes through a series of workshops and then translating these requirements into solutions.

  • Converted more than ten customers using the processes developed.

Managed a team of ten people that created the technology infrastructure for an electronic broker in the paper industry.My team developed the technology direction and integrated it with the marketing component.Developed the major business processes for connecting consumers and vendors and created the specific application for this interaction.

  • Established and successfully executed a plan that turned around a failing project.

Led the development of the marketing strategy for a new venture within a $300 million third party logistics organization, targeting home delivery of major products.

  • Client obtained over $5 million in funding.Developed a service the generated more than $25 million in annual revenue after two years.
Feb 1999 - May 1999

Practice Manager

Technical consulting arm of this large software organization.

Managed a $5 million consulting practice comprised of 15 consultants specializing in the implementation of Oracle database products, development tools and applications.I ensured my team was effectively engaged with our clients, worked with our clients to ensure their success and identified additional opportunities for our consultants to assist with clients.

  • Developed a $5 million pipeline in four months.
Jun 1997 - Aug 1998

Senior Manager

Management consulting and process improvement consulting.Business performance assessment, and analysis, recommendation development, organizational design and implementation

Led a team of three in reengineering the sales management process for a major manufacturing/ distribution organization.This involved assessing the variety of processes in place for different products, developing a common process used across all of their products and simplifying the overall process.

  • Reduced the cost of placing an order by 25% and the cycle time to process an order by more than 60%.
Oct 1987 - May 1997

Senior Manager

Management consulting, process improvement consulting and technology consulting.Full lifecycle business performance improvement:business objective definition, business case development, system definition and design, system deployment, organizational design and deployment, business performance improvement.

Directed a team of ten people, and managed a budget of $1,400,000 which reengineered the dealer service operation at a $21 billion manufacturer of construction equipment.The result of this engagement was a ten-year plan to implement a company-wide –dealer level system to support the company’s equipment dealers across the globe.The estimated size of this project was in excess of $600 million.

  • Project reduced service delivery costs by 20%.

Managed a program comprised of more than 50 people, and a budget of $10 million, for a three billion dollar transportation company. My team designed and developed customer service and operational applications.Under my leadership, my team delivered these applications ahead of schedule and under budget.

  • Reduced customer service costs by 35%.

Led the implementation of quality assurance and project management techniques within a major transportation company.Implemented an earned-value process to measure project performance, developed an exit criteria process to ensure the quality of the applications, and led a quality team to address project-wide quality issues.

  • Enhanced reliability of information and reduced program administration costs by 33%.

Education

Education

Bachelor of Science

Certifications

Certifications

Project Management Professional (PMP) Application in Progress

Project Management Institute (PMI)