Program Management
Project Management for the Customer Centric Effort at Shell Services, Inc. (SSI). Shell Services is a $300 million shared services firm owned by Royal Dutch Shell to support the $300 billion oil conglomerate. MMC was the global project manager for restructuring the business process, defining requirements definition, implementing standard process, and developing and selecting customer service and tracking technology. The MMC team included 20 consultants on a multi-year assignment who worked directly for the President of Shell Services America and supported global executives in Europe and Australia on a multi-year assignment.

MMC provided senior level project management support for the IT Cost Reduction initiative at the Federal Aviation Administration (FAA). During this multi-year study, MMC supported a cross-Agency team, assisted in developing and implementing cost savings programs, and worked with teams to achieve breakthrough savings in areas such as Server Consolidation, Bulk Purchasing of Software, and Software Rationalization.

The end-result of this assignment was the design and implementation of an IT Governance process at the Federal Aviation Administration (FAA) including mission, charter, roles and responsibilities, as well as business practices. MMC also developed the methods for linking the IT Governance process with Agencywide strategies. The IT Governance process involved all leaders from each line of business, including the CIO and Deputy CIO.

MMC conducted an in-depth review of Best Practices associated with World Class IT, interviewed leading thinkers and organizations (e.g., Procter and Gamble, AIG, Shell Oil), and conducted an industry assessment to determine Key Attributes associated with implementing world class IT. The findings drove recommendations for improving IT Performance at the FAA. 8 key attributes were identified, including Vendor Management, Security and Business Continuity, Infrastructure Delivery and IT Governance, to name a few. The results drove direct change in IT business practices in 2006.

MMC implemented Nolan Norton’s Strategic Mapping and Balanced Scorecard processes based on extensive experience with these tools. We defined the key strategies within the FAA. Once completed, we defined the associated objectives, processes, activities, measures and budgets. As a result, the data was input into the Balanced Scorecard framework for iteration and evaluation.

MMC is currently working with leading government agencies to support various budgeting processes and systems.

At McDonald’s, Randall Mass developed a complete picture of the Enterprise Architecture. This included a comprehensive review of all McDonald processes including Store operations, Restaurant Development, Finance and Accounting, and Site Selection.

In its capacity as Operations Management Lead, MMC staff reported to the Executive Vice President of PeopleSoft headquartered in Pleasanton, CA. MMC consultants provided operations and technology consulting for a global software organization and led all operations and financial management efforts. The objective was to consolidate the newly acquired CRM organization (Vantive) into the PeopleSoft suite. This included a comprehensive evaluation of people, processes and information systems.

MMC worked with the President of the $7 billion Distribution Division of Georgia Pacific (GP). MMC’s goal was to consolidate 126 branches throughout the U.S. into 6 super centers in a multi-year assignment. We developed an infrastructure plan, identified and implemented strategic locations, shifted employees, centralized technology and consolidated systems. MMC’s consolidation process helped GP’s distribution division eliminate redundancy, reduce costs, while enabling better sharing and use of valuable information across the enterprise.

Led an engagement for Procter and Gamble to improve business performance within the company’s US-sector operations. MMC’s team reviewed organization structure and processes (with a specific focus on Category and Brand management), and developed an operating vision that resulted in cost savings of $240 million. MMC reviewed all processes, set up a program office, conducted Earned Value Management, evaluated organization structure (spans and layers), and developed strategy and plans for shifting from the existing to the desired state (“To-be” state).

Managed the Program Office for American Express. The program involved multiple teams across various geographies with goals of eliminating $1 billion worth of cost base, while building capabilities and improving time to market.