Catherine Pompeo

This project was an initiative to partner with large retailers to provide flexible payment solutions for customers. This financial application placed the control in the customer’s hands to seek alternative financial solutions in real-time inside the partnering store. The relationship between the VAN and IT team was extremely rocky when I joined due to missed deliverables and conflicting personalities. I took the opportunity to educate the other product owners on the level of effort required to stand up environments and overall sprint risk. This led to an improved and clearly communicated burndown chart. In addition to the challenging team dynamics, I was recruited to step in and help the vendor relationship as the project struggled to provision acceptable hardware which was creating a high risk of deployment. Resolving this issue demanded longer hours, but we pulled together as a team to overcome the obstacles and delivered the hardware to the partnering retailers on time.

The purpose of the Windows 7 migration project was to improve day-to-day productivity and relieve immediate compliance and security concerns. During this initiative, it became painfully clear that the desktop services team which had been through departmental cuts and organization changes did not have a clear asset tracking, software tracking or packaged deployment process. This project reduced the number of required images from 9 to 1, reduced the time to deploy an image from several hours to 20 minutes and implemented software metering controls. In addition to bringing this client into compliance, we were able to complete a software and asset audit and improve the process of tracking and management. This successful initiative led to our consulting agency being awarded additional project work with the desktop service team to find efficiencies in the new hire onboarding processes.

This project established a new methodology for centralized control of electronic communication, drove effective records storage through an email tool and records management plan
and defined a compliance policy that proactively prepared for any actions in the event of an audit. This was a strategic initiative for the client who had already experienced significant legal costs due to a lack of records control. However, this initiative was challenging as the employees did not want increased controls and regulations. In order to successfully deploy this project, I suggested a short internal campaign be conducted to educate and motivate end-users to utilize the solution. We launched internal marketing campaigns, webinars, lunch and learns and incentivized leadership. Taking time to hear end-users concerns, complaints, and fears about the increased security requirements at the onset of the project allowed us to gain their trust, overcome some of their objections in our process design and resulted in a smooth and on-time deployment.

The scope of the project was to enable rich and rapid development and insights for Big Data Center of Excellence employees, contractors, business partners, and clients by providing a consistent platform of data sets, tools and work environments across all Big Data Center of Excellence funded data environments. My role was to represent the needs of the data platform team for data ingestion and sourcing initiatives, work with scrum master on sprint planning, support the Director of Enablers in his daily activities and engage with Account Owners to collect and understand data sources. Due to the size of this project, communication was the largest challenge. This client was comfortable working in an Agile environment but had shifted away from using key communication tools. My role helped reestablish many of the missing communication lines of communication including ensuring the appropriate individuals we included in daily stand-ups.

Led a small team initiative to provide an accounting software analysis for a healthcare software client who was rapidly outgrowing their existing accounting process. At the end of the analysis, I was able to provide a comparison of 35 vendors across categories including time entry, direct deposit, financial reporting, employee self-service, and employee benefits. In addition to the overall analysis, I provided a strategic recommendation. This project presented a unique opportunity to work directly with the CFO to equip her with the information required to make an informed decision.

This project stood up a new dedicated supplier enablement team to enhance supplier interactions in the areas of supplier enablement, content management, and integration channels within the existing geographic-phased ERP deployment schedule. This project established supplier qualification processes, updated master data, including pricing and outline agreements and improved the supplier requisition to pay process. My role as the supplier enablement consultant was to support the collection and organization of outline agreement, master agreement, and master data, and onboard catalog and consignment suppliers. The challenge of this project was working with many small family-owned or small suppliers without technical knowledge or expertise to meet the requirements being laid out by the client.

Responsibilities included: managing onshore and offshore testing resources, monitoring and communicating changes in timeline to relevant parties, capturing defects raised within the environment and quickly assessing criticality, raising critical defects in a timeline manner and ensuring defects were tracked through the proper defect management process, manage the retesting efforts of resolved defects, working cross-functionally with TEC, security, fix delivery, and test to ensure the timeline is met for continuous 24-hour testing, provide timely communication to executive PLT members and test management, properly transition work between day/night (on/offshore) shifts.

Managed 65 suppliers in the Canadian market. These suppliers represented 120 projects over the operations and facilities business unit. Provided functional knowledge in SAP SRM and SAP MM. Managed a team located in the US and Canada, built strong relationships with Canadian based individuals while spending most of the project time in the US. 99% completion of all Canadian suppliers at the completion of the project.

This eProcurement initiative was a massive undertaking, facilitating requirement sessions with 50+ clients over a course of multiple sessions. The client requested documentation of existing processes as well as future state design and scrutinized every deliverable and business processes from all areas of the supply chain. This led to the documentation of over 500 eProcurement business processes. Through this challenge and detailed initiative, I was able to gain the respect of the eProcurement team and was invited to stay on for a 3-month roadshow to deliver the project status to stakeholders around the United States.