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Resume of Elyse Gura
Manager, WSR Consulting Group, LLC
Ms. Gura has over 20 years experience as a business and IT consultant, IT Director and Professional Services Executive. She has personally successfully provided services as a business analyst, ERP consultant, IT Director, and IT Project Manager in the following areas:
- Evaluating and selecting software and services vendors
- Implementing, integrating and upgrading software packages, including business process analysis, design to production release processes and end user training
- Estimating project schedules and costs
- Tracing and reconciling: requirements-to-design, -development and -test processes
- Controlling project management and scope
- Enhancing Systems Development Life Cycle (SDLC) methodology, project management practices and quality of project deliverables
- Stabilizing implemented systems (post-production)
- Identifying, evaluating, managing and mitigating large-scale ERP project risk
- Developing and delivering IT training to users and professionals
Ms Gura has served as a Professional Services Executive for Oracle, Open Text, Critical Path and FoxT; as Principal at E&Y (Management Consulting); and as an IT Director at Jacobs Engineering. Career highlights include:
- Built and led international Professional Services (PS) practices. Managed up to 160 consultants, trainers, practice leaders and administrative support personnel. For Open Text, managed a $25M payroll generating $35M in annual PS revenue.
- Led two PS practices to turnaround:
- At Open Text, within 12 months, increased margin from 4% to 26%, billing rates by 17%, utilization by 46%, revenue per consultant by 80% and reduced unfunded work from $1M to $50K through improved staff training, enhanced project methodology and deliverables, and closer alignment of PS function with clients and company goals.
- At Critical Path, increased revenue per consultant by 40%, grew margin from 18% to 40% and improved utilization by 40% within the first 6 months through enhanced methodology, improving PS function alignment with client goals, and more robust proposals and hand-off processes.
- Planned and led Oracle EBS implementations, upgrades and enhancements; led HR Shared Services package selection and led Year 1 and Year 2 SOX compliance initiatives.
- Developed standards and processes for Systems Governance and Portfolio Management.
- For IDB Communications (a telecommunications company offering audio and video broadcast, private line and switched voice phone services to both international and domestic customers)
- Created project plan and served as Project Manager for the design and implementation of Oracle Financial applications. The project consisted of replacing multiple error-prone and labor-intensive systems with an integrated platform based on Oracle Financial applications, including General Ledger, Accounts Payable, Accounts Receivable, Purchasing and Sales Analysis, as well as integration with industry-specific billing systems.
- At multiple points during project execution, IDB acquired other telecom companies, including TRT Communications and WorldCom. Ms. Gura worked with IT, finance and business executives to align staff, data structures and business processes of the acquired organizations, integrate the disparate application platforms with the implementation already in progress, and decommission existing applications without loss of data or client history. The project was completed within the planned 12 month schedule, including seamless financial integration and reporting as well as accurate and on-time billing.
- The project reduced duplicate (AP) payments to single check-request item in the year following implementation and provided a robust platform for financial analysis (revenue and expense) to better manage and grow the business
- For Jacobs Engineering and Construction Group (a multi-billion dollar multi-national Engineering & Construction company)
- As a consultant to the company, created the project plan and served as Project Director for the implementation of Oracle Financial and Project Accounting applications. The project involved moving from a mainframe-based, in-house developed, applications platform to Oracle’s relational database and Financial and Project Accounting Applications for all US-based divisions, enabling consistent processes and reporting across geographies and lines of business, accelerated close cycle and elimination of time-consuming, error-prone and low-value activities resulting from deficiencies of the legacy systems.
- As Director of Corporate Applications, planned and led Oracle eBusiness Suite implementations, upgrades and enhancements; led HR Shared Services package selection (CRM, Telephony, HR, Benefits and Knowledge Management applications) and led Year 1 and Year 2 Sarbanes Oxley (SOX) compliance initiatives to successful conclusions.
- As Director of Corporate Applications, planned and led stabilization of fragile Oracle applications environment following flawed upgrade by third party, including resolution of >100 user-identified high-priority issues. Implemented rigorous test planning, execution and approval processes as a pre-requisite to production transition. Strengthened relationship with vendors to accelerate resolution of Priority 1 application issues. The platform was reviewed and approved as stabilized by VP/Controller of Financial Systems within 3 months.
- Standardized project controls and deliverables and incorporated these into the division’s IT methodology, resulting in fewer code revision and IT testing cycles and accelerated roll-outs to other divisions in North America, UK and Western Europe.
- As Director, Planning and Architecture, developed standards and processes for Systems Governance and Project Portfolio Management.
- For TCI (a major cable company, later acquired by AT&T Cable)
- Served as Project Manager of the team responsible for all technical requirements (conversion, integration (including testing), enhancement, reporting), time and budget estimates, and approach for Oracle applications implementation.
- Was retained to serve as Project Director for technical team following CIO approval of the requirements, estimate and approach proposal. Managed a team of 40 analysts, developers, Database Administrators (DBA’s) and testers. Implemented documentation and deliverable standards; integrated technical project plan with existing Business Process Re-engineering (BPR) and software configuration project plans. All technical deliverables met or exceeded performance and functionality requirements and successfully supported production rollout of Oracle General Ledger and Payables, including significant application enhancements and integration with industry-specific legacy systems.
- Established robust communication approach and process with Project Directors for BPR and software configuration teams. This approach prevented project design gaps and redundancies, encouraged frequent collaboration between the three teams (each led by a different service provider) and promoted a seamless implementation for our mutual client.
- For CSX, (A major railroad, ocean and land transportation company)
- Led responses for Oracle applications functionality during client’s package selection phase. Knowledge of the Oracle applications and how features and functionality could best be applied to their business requirements led client to specifically request my participation in their implementation.
- Planned financial applications and financial reporting project components, led redesign of chart of accounts structure and launched financial reporting requirements activities.
- For companies in manufacturing, consumer goods, financial services, distribution, telecommunications and public sectors as well as mid-size and Enterprise-level software vendors:
- Developed and/or enhanced project methodologies, including contributions to scoping, estimating, communication, requirements, design and training deliverables & processes resulting in more robust projects and improved customer satisfaction.
- Planned and led integration of fragmented application platforms, including data and frequency requirements and validation procedures resulting in more streamlined processes and improved data accuracy, timeliness and reliability.
- Performed risk analysis for faltering projects, including recommendations for stabilization and/or restructuring.
| WSR Consulting Group, LLC (periodic associate to WSRcg) |
2008 - ongoing |
| NetApp (Global Services Manager) |
2007 - present |
Major storage device and storage management software vendor
| FoxT ( VP Client Services) |
2006 - 2007 |
Venture-capital funded software company providing governance,
compliance and risk management software
| Jacobs Engineering Group (Director Corp. Apps,
Director Planning & Architecture) |
2004 - 2006 |
Multi-national engineering and construction company
| Annandora Associates (Founder and Principal) |
2003 - 2004 |
Consulting firm providing package selection, project risk & consulting services.
| Critical Path (VP Professional Services) |
2002 - 2003 |
Messaging and identity management software vendor
| Open Text ( SVP Worldwide Professional Services) |
2000 - 2001 |
Knowledge management, document management, records management and
content management software
| Oracle Corporation (Senior Consultant thru Regional Vice President, Consulting) |
1989 - 1995
1999 - 2000 |
| Ernst & Young (Senior Manager through Principal) |
1995 - 1999 |
Brooklyn College, BA, magna cum laude
Pepperdine University, MBA, summa cum laude
ITIL V3 ( trained)
CBEST (California teaching credential)
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