Brandon Silva

A Tyco International business unit had grown largely through a series of company acquisitions. Under previous leadership, the acquired companies were allowed to maintain their existing business systems and procedures, which led to the duplication of responsibilities and functions within the business unit, inconsistency in the results achieved through those functions, and difficulty interpreting and comparing performance between facilities and departments.

As the program leader, I worked with the business unit to analyze the current businesses and organizational structures. I also documented the current business processes, defined the degree of standardization and integration for each process step at a detailed level, and designed and documented the future-state business processes. I then led the implementation of an ERP platform to align with the newly defined operating model. In addition, I took personal accountability for the analysis and design of the procurement, manufacturing, and distribution processes.

• Managed a team of FTE 12 developers and analysts to manage the roadmap, improve, and support nine applications within the Supply Chain organization's application portfolio.
• Collaborated directly with the vice presidents of transportation, branch operations, product compliance, and supply-and-demand planning to ensure portfolio progress and keep business strategies and technology roadmap aligned.
• Led a team of 19 in the build, deploy, and support of a transportation management system to 174 facilities in the US which transacted over $300 million in freight and $400 million in inventory managed.
• Produced an annual operating cost savings of $350,000 by migrating applications to the cloud and implementing scaling and access controls for cloud resource consumption.
• Managed relationships and performance of six software vendors to deliver $700,000 in annual savings.

• Led a global team of 30+ people representing Costco and multiple consulting organizations while managing strategic initiatives and day-to-day project execution and operations for six workstreams.
• Accelerated Costco leadership's Agile transformation by advising key executives in lean and agile concepts and executing the IT operations transformation program with a tailored scrum approach.
• Accomplished measurable progress within three weeks of onboarding after four months of stagnation under previous leadership and delivered multiple dashboards for executives and project sponsors.
• Implemented ServiceNow service management, financial management, project portfolio management, asset management, procurement, and configuration management modules.
• Successfully orchestrated the relationships with three additional vendors to achieve Costco's business, schedule (nine months), and budget ($3.5 million) objectives for this program.