Ron Sklaver

Work History

Work History
2009 - Present

Enterprise Programme Manager

Tate & Lyle, plc.

Global manufacturer of food ingredients from renewable resources

PMO LEADERSHIP

  • Built PMO that improved relations with IT’s business partners and enhanced ability to serve broader organizational strategy.
    • Partnered with C-level executives to link proposed IT investments to corporate objectives; helped these leaders articulate and quantify the benefits sought from proposed projects.
    • Promoted business partner commitment to projects by driving earlier and deeper business involvement.
    • Standardized the project proposal, selection and prioritization processes across all stakeholder groups.
    • Published PMO service catalogue to enable business partners to more easily request project services.
  • Improved consistency and predictability of project delivery.
    • Drove acceptance of project management policies, status reporting guidelines and project review standards by establishing Project Management Working Committee.
    • Deployed PMO website housing policies, template library, process documentation, project review schedule, lessons learned, etc.
  • Introduced benefits-focused portfolio management practices and metrics.
    • Established standardized project selection criteria aligned to organizational goals.
    • Introduced project measures focused on business outcomes and benefits realization.
    • Reduced enterprise risk by partnering with internal audit to establish standard project control objectives.
  • Established standardized PM staffing practices.
    • Instituted formal PMO roles and responsibilities.
    • Designed team metrics demonstrating how the PMO supports the IT strategy.
    • Reduced ramp-up time of new staff by introducing standard on-boarding process.
    • Reduced contract staffing costs by 30% (USD 850,000/first year) by establishing preferred suppliers and introducing global IT contractor recruitment process.

PROGRAMME AND PROJECT EXECUTION

  • Established governance of GBP 65 MM (USD 105MM) global transformation programme that implemented globally harmonized processes, a consolidated SAP platform and global shared services.
    • Managed Systems Integrator RFP and selection process for USD 19MM services engagement.
    • Created reporting mechanisms, programme risk management model and structure for managing interdependencies between programme components.
    • Managed PM’s of component projects including data migration, interfaces, OCR and EDI.
    • Managed go-live readiness assessments for each phase of new Global Shared Services Centre.
2007 - 2009

Vice President, PMO & Portfolio Management Practices

UMT Consulting

Microsoft EPM Gold Partner, Developers of Microsoft Project Portfolio Server

  • Implemented large PMO’s (30+ PM’s, 500+ resources) for Fortune 500 clients.
    • Designed organizational structures for PMO's and trained PMO staff in new roles.
    • Developed PMO roadmaps for improving organizations’ project- and portfolio-management capabilities.
    • Increased productivity by training managers to use basic resource management techniques.
    • Improved clients’ customer relationships by implementing transparent project request processes.
    • Awarded one client’s “Chairman’s Award”, normally reserved only for employees.
  • Increased clients’ Project Management capabilities; improved project consistency and predictability.
    • Designed and implemented methodologies, standards and metrics for project and portfolio governance.
    • Developed frameworks for project team development.
    • Deployed technologies to improve project- and portfolio management.
    • Managed change initiatives; built relationships with stakeholders up and down the organization to embrace initiatives and adopt products of the engagements.
2006 - 2007

Director, Business Development

Innotas

Vendor of enterprise class SaaS project portfolio management software. 

  • Produced sales in excess of USD 1MM in new strategic industries (healthcare, financial services) and geographies (English speaking countries of EMEA).
  • Grew market share by building partner relationships with national and boutique PPM consulting firms; supported their sales of USD 1MM in Innotas solutions.
2002 - 2006

Automatic Data Processing (ADP)

Manager, Program Management Office

Time and Labour Management unit of the Fortune 500 outsourcing firm. 

  • Founded PMO to support 35 Project Managers and 65 Business Analysts.
    • Delivered 300+% ROI by instituting portfolio management practices, new metrics and supporting technologies.  Sponsored introduction of portfolio management, resource scheduling, workflow automation and knowledge sharing tools.
    • Reduced project times 20% by implementing standard methodology and automating workflows.
    • Increased client satisfaction scores 21% by introducing a model to estimate engagement complexity while client was still in the sales cycle, implementing a “Client Expectations Management” process, realigning placement of training in the lifecycle and streamlining the transition to Client Services.
  • Improved relations between functions, increased resource utilization by designing and deploying new processes, roles and technologies.
  • Shortened sales cycle, contributed to 20% annual growth rate by redesigning how Sales engages Services.
  • Improved invoice accuracy by redesigning how Sales notifies Accounting of new deals, and how Shipping provides data about specific items shipped to customers.
  • Increased client satisfaction by simplifying how Implementation hands off new clients to Customer Service.
  • Built bridges with other functions by partnering on cross-functional initiatives
    • Reduced time to prepare for SAS70 Type 2 audits from 80 hours to 4 hours.
    • Selected for team to integrate service delivery across business units.
    • Coordinated departmental Business Continuity/Disaster Recovery plan.
  • Introduced talent management principles to implementation team; contributed to retention increase of 12%.
1998 - 2002

Portfolio Manager, Global Business Support Systems

Arthur Andersen, LLP

Internal IT organization for USD8 billion global professional services firm PORTFOLIO MANAGER, GLOBAL BUSINESS SUPPORT SYSTEMS

  • Led portfolio of 400+ technology products used in eighty-four countries. Product segments included CRM, SFA, community building, knowledge management and travel management applications.
    • Reduced operating costs by engaging senior leaders to define business needs and priorities, translating them into application rationalization decisions and redeploying resources.
    • Developed roadmaps for surviving applications, and translated them into functional requirements and specifications for development teams.
    • Ensured sponsor buy-in by facilitating portfolio priorities from senior executives globally.
    • Piloted agile techniques on portfolio components.
  • Represented development organization in defining global SDLC, Program Management model and Portfolio Management & Governance model.

PROJECT MANAGER, GLOBAL TECHNOLOGY IMPLEMENTATION

  • Led team of internal consultants in managing large international projects.  Representative sample:
    • SFA tool to 25,000 professionals in eighty four countries, six weeks ahead of schedule.
    • Client satisfaction reporting system to 8,000 professionals in eighty four countries.
    • PeopleSoft HRIS in support of 45,000 employees in fifteen countries.

Education

Education

BS

Ithaca College

MBA

Columbia University

Certifications

Certifications

ITIL Foundations

APMG/CSME

CISA

ISACA

PMP

PMI