Chuck Wallace - Technology and Operations Professional

Chuck Wallace - Technology and Operations ProfessionalChuck Wallace - Technology and Operations ProfessionalChuck Wallace - Technology and Operations Professional

Chuck Wallace - Technology and Operations Professional

Chuck Wallace - Technology and Operations ProfessionalChuck Wallace - Technology and Operations ProfessionalChuck Wallace - Technology and Operations Professional
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 My Journey in Manufactuting and Information Technology

My Background

My Background

My Background

  

Established Senior Leadership and IT professional whose roles have included CIO, Director IT, implementation project manager, business process design lead, systems and process integration lead, and program manager. Experience includes increasing operating performance by integrating technology and business operations, the ability to plan

  

Established Senior Leadership and IT professional whose roles have included CIO, Director IT, implementation project manager, business process design lead, systems and process integration lead, and program manager. Experience includes increasing operating performance by integrating technology and business operations, the ability to plan, develop, align stakeholders and execute large-scale and smaller IT projects and projects and programs, 

Extensive experience with managing IT activities including 20 years of IT solution design and process integration experience. This experience includes leading the implementation and integration of ERP and Cloud based Sales Management tools, solutions for financial services, CPG, manufacturing and service industry clients. As a seasoned manager and ERP solutions consultant led teams of configuration specialists as well as business process experts charged with delivering fully functional business solutions. 

My Skillset

My Background

My Background

  


Project Management Strategic / Tactical Planning & Execution

Organizational Change Management Cross-Functional Leadership

Performance & Quality Improvement Healthcare Practice Management

Complex Project / PMO Management Team Development / Deployment

Financial Planning & ROI Achievement Integrating Technology & Business

Optimizing Technology Investments in Manufcaturing Organizations. 


My Goals

My Background

My Goals

My goal is to assist organizations with the selection and implementation of ERP and Manufacturing Systems. In today's environment Selecting and Implementing Software Systems  can be confusing and the selection of the right system and implementation partner are critical. Understanding Cloud vs. On Premesis options, various project manageme

My goal is to assist organizations with the selection and implementation of ERP and Manufacturing Systems. In today's environment Selecting and Implementing Software Systems  can be confusing and the selection of the right system and implementation partner are critical. Understanding Cloud vs. On Premesis options, various project management strategies, and Implementation Expectations are all critical options impact costs and outcomes. 


ERP System implementations require a very clear understanding of the goals of the implementation and proper project oversight. As with any major business initiative, these projects require a very high level of accountability to ensure that goals and expectations are achieved.  It is imperative that the implementation team is led by a project manager that represents the requirements and interests of the implementing organization. 

Project Planning

Project Manager and Process

Implementation Challenges

 

Inadequate planning can significantly jeopardize the overall success of an ERP project in several ways:

  1. Scope Creep: Without a  well-defined plan, the project's scope can expand beyond initial  expectations, leading to additional features and requirements being added without proper assessment of their impact on time and budget.
  2. Missed Dea

 

Inadequate planning can significantly jeopardize the overall success of an ERP project in several ways:

  1. Scope Creep: Without a  well-defined plan, the project's scope can expand beyond initial  expectations, leading to additional features and requirements being added without proper assessment of their impact on time and budget.
  2. Missed Deadlines: A lack of clear timelines and milestones can result in delays. Teams may struggle to meet deadlines, leading to extended project duration  and increased costs.
  3. Budget Overruns: Inadequate      planning can lead to unforeseen expenses, as teams may not have accurately estimated costs associated with software, training, data migration, and  other critical components.
  4. Resource Misallocation: Poor planning can result in inefficient use of resources, where team members may be over or under-utilized, leading to burnout or a lack of progress.
  5. Lack of Clear Objectives: Without defined goals and objectives, it becomes challenging to measure success or determine whether the project is on track, resulting in      confusion and misalignment among stakeholders.
  6. Data Migration Challenges: If data migration is not planned properly, organizations may encounter data quality issues, loss of critical information, or delays in      transferring data from legacy systems.
  7. Integration  Complications: Inadequate planning can lead to integration issues with existing      systems, as the necessary interfaces and connections may not be identified      in advance.
  8. Change      Management Issues: A lack of planning for how to      manage change can result in resistance from employees, who may feel      unprepared or unsupported during the transition to the new system.
  9. Training Gaps: Without a      training plan, employees may not receive the necessary instruction on how      to use the new ERP system, leading to decreased productivity and increased      frustration.
  10. Increased Risk      of Failure: Ultimately, inadequate planning heightens the overall risk of      project failure. The absence of a structured approach can result in missed      opportunities to identify and mitigate potential issues early on.

To ensure a successful ERP implementation, organizations must invest time and effort in thorough planning, including setting clear objectives, defining scope, allocating resources, and establishing timelines. This proactive approach lays the groundwork for a smoother implementation process and greater likelihood of achieving desired outcomes.

Implementation Challenges

Project Manager and Process

Implementation Challenges

  

ERP implementation can be a complex process, and organizations often face several common challenges, including:

  1. Resistance to  Change: Employees may be resistant to adopting new systems and processes,      leading to pushback and low morale. Change management strategies are      essential to address this challenge.
  2. Inadequate Planning: P

  

ERP implementation can be a complex process, and organizations often face several common challenges, including:

  1. Resistance to  Change: Employees may be resistant to adopting new systems and processes,      leading to pushback and low morale. Change management strategies are      essential to address this challenge.
  2. Inadequate Planning: Poor planning can result in scope creep, missed deadlines, and budget overruns. A detailed project plan with clear objectives and timelines is crucial for success.
  3. Data Migration Issues: Transferring data from legacy systems to the new ERP can be fraught with challenges, including data quality issues, loss of      information, and incompatibility between systems.
  4. Customization Complexity: Over-customizing the ERP system to fit specific business needs can lead to increased costs, extended timelines, and difficulties in future upgrades.
  5. Integration Challenges: Ensuring that the ERP system integrates seamlessly with existing software and processes can be complex, especially in organizations with multiple systems in place.
  6. Insufficient Training: Lack of adequate training for users can lead to misunderstandings and misuse of the new system, hampering productivity and efficiency.
  7. Budget Constraints: ERP implementations can be costly, and overspending or unanticipated expenses can strain budgets and resources.
  8. Vendor Selection and Support: Choosing the right ERP vendor      is critical. Poor vendor support or a lack of understanding of the      organization’s needs can lead to implementation issues.
  9. Project Management Issues: Ineffective project management      can result in miscommunication, missed deadlines, and failure to meet      project goals.
  10. Cultural Fit: The new ERP system must align with the company culture and workflows. If there’s a      misalignment, it can lead to frustration and decreased adoption.

Addressing these challenges requires careful planning, clear communication, and a commitment to change management throughout the implementation process.

Project Manager and Process

Project Manager and Process

Project Manager and Process

  

Having a dedicated Project Manager and oversight process during the implementation of an ERP system is vital for several reasons:


  1. Centralized Leadership: A Project Manager provides a single point of leadership, ensuring      that all team members and stakeholders are aligned and working towards      common goals. This centralized leaders

  

Having a dedicated Project Manager and oversight process during the implementation of an ERP system is vital for several reasons:


  1. Centralized Leadership: A Project Manager provides a single point of leadership, ensuring      that all team members and stakeholders are aligned and working towards      common goals. This centralized leadership helps to streamline      decision-making and facilitates communication across the organization.
  2. Accountability: A Project      Manager is responsible for the overall success of the project, which      fosters accountability. They can track progress, manage deadlines, and      ensure that team members are fulfilling their roles and responsibilities.
  3. Risk Management: Implementing      an ERP system comes with numerous risks, including scope creep, budget      overruns, and resistance to change. A Project Manager can identify      potential risks early, develop mitigation strategies, and adapt plans as needed to minimize their impact.
  4. Resource Allocation: Effective resource management is critical in ERP projects. A Project Manager can ensure that the right resources—human, financial, and      technological—are allocated efficiently and effectively throughout the project lifecycle.
  5. Stakeholder Engagement: The Project Manager acts as a liaison between various stakeholders, such as executives, IT teams, and end-users. They facilitate      communication, gather feedback, and ensure that stakeholder needs and      expectations are considered throughout the implementation process.
  6. Timeline and Budget Oversight: With a dedicated oversight process, the Project Manager can monitor timelines and budgets closely. They can make adjustments as      necessary to keep the project on track and within financial constraints.
  7. Change Management: Implementing an ERP system often requires significant changes in processes and workflows. A Project Manager can lead change management efforts, ensuring that employees are adequately prepared and supported      during the transition.
  8. Training and Support: A Project Manager can coordinate training sessions and support initiatives to ensure that users are comfortable with the new system, which is crucial for successful adoption.
  9. Quality Assurance: Oversight processes ensure that quality control measures are in place. The Project Manager can monitor the implementation to ensure it meets the organization’s requirements and standards before going live.
  10. Post-Implementation Review: After the system is live, a Project Manager can facilitate a review process to assess the implementation's success, gather lessons learned, and make recommendations for future improvements.

In summary, having a dedicated Project Manager and oversight process is essential for navigating the complexities of ERP implementation. It enhances accountability, manages risks, ensures effective resource allocation, and ultimately contributes to a smoother transition and greater overall success of the ERP project.



Resume



Professional Experience

March 2018 to 2025 Knox Associates

 

Current Position – 

March 2024 to February 2025
Director of Special Projects 

· Currently managing projects that developing a new Security Partner Portal
and re-platform of eCommerce site. 


October 2021 to March 2024 

VP of Operations Knox Associates

· Responsible for Manufacturing Operations Group of 110 Employees

· Increased Daily Throughput by 23% to Approx $100M Annually

· Reduced manufacturing backlog to < 1 Day

· Achieved Record Gross Revenue for Shipments

· Implemented extensive systems improvements to accommodate new sales channel


Director of IT Knox Associates

Phoenix, AZ

· In March 2020 I was appointed Director of IT  

o Managed a $1.2M expense budget and a $1.7M capex budget

o Responsibilities include managing all aspects of IT, Telecom, eCommerce, and Cyber Security for Knox Associates and newly formed Knox Safety Company.
-Implemented Intellio Data Ops platform as a business intelligence tool leveraging
 MS Power Bi and Tableau analytics.
-Developed an eCommerce strategy that accommodates new distribution and retail
 sales channel models.
-Modernized the Knox Customer Service landscape with fully integrated VOIP and
 case management tools.

· In 2019 Knox concluded that SAP was not a good fit and they elected to begin implementing the Oracle, NetSuite ERP System.


Joined Knox in 2018 as a project manager charged with implementing SAP S5 HANA as their ERP Platform. 


June 2016 to March 2018

System Development Consultant 

NEXTIVA, Scottsdale, AZ

· Provided project Management and leadership for the development of the Nextiva Next OS software. This software is a light CRM integrated fully with the Nextiva VOIP solutions.

· Trained as an implementation manager working directly with clients on enterprise level VOIP implementations to better understand the system requirements. 

· Worked with large customers such as Netflix on implementing the VOIP and Next OS Platforms.


October 2015 to May 2016

(Confidential) Independent Contractor

· Assisted with the development of a custom BPC solution to leverage HANNA for sales and financial planning.

· Providided IT Project Management guidance for several large clients on a retained consultation basis.

· Provided consultation services for Coleman Research Group


May 2015 to October 2015 

SAP Consulting Manager 

MSS, Phoenix, AZ 

· Worked with the Sales and Customer service teams to develop and configure new SD business processes for their rental business. 

· Developed new SAP business processes for inventory management and maintenance of assets. This required custom integration of processes for SD, MM, AM, and WM. Included new SD solutions for Incentives, Rebates, and Analytics. 

· Implemented Work Order Management integration with Asset Management and Sales planning to achieve precise ATP information.

· Worked directly with regional corporate mangers to roll out new business processes and SAP Workforce payroll systems.

· Performed primarily Change Management and Organizational Readiness preparations for the Corporate Implementation of SAP and consolidation of several legal entities. 

· Performed primarily Change Management and Organizational Readiness preparations for the Corporate Implementation of SAP and consolidation of multiple legal entities. 



February 2013 to May 2015

Coleman Research Group (CRG)

· Advised several clients interested in implementing SAP and SAP Business One. 

· Provided specific information about various SAP solutions for SD and CRM solutions including SAP CRM and Sales Force integration to SAP. Provided detailed advice on utilizing SD and CRM tools for Sales Forecasting and sales planning. Integration of SD and WM in a retail environment. 


IT Director, VP, CIO 

March 2003 to February 2013

Sumco USA, Phoenix, AZ


· Responsible for Management of all IT Operations in North America, and sales offices in London and Singapore encompassing 1600 total employees including 200 IT employees.

· Managed consolidation of SAP for Sumitomo Sitix and Mitsubishi Silicon America. 

· Consolidated 1 SAP instance and 4 JDE instances into a single SAP instance on a clustered HP environment in Phoenix. Developed new Sales Orgs and Product hierarchies for a single company solution. 

· Developed intercompany transfer and involving solutions in SD and FI/CO for global shipments. . Configured and implemented integration of inventory management between MES systems, SAP WM and other 3rd party solutions. 

· Developed SAP solutions for integration of SD, MM, PP, and IM that allowed OTD improvement from 84% to 96% based on customer request date. 

· Managed “Free Trade Zone” for SUMCO in SAP WM and developed sophisticated SD solutions that converted various Units Of Measure in WIP into Inventory in SAP and then into finished goods stock in SAP. 

· Consolidated 5 JDE and SAP GL’s into a single COA and on controlling area as part of taking SUMCO public in Japan, raised $125M in the first public offering on the Nikkei.

· Managed development of 3 PB EMC NAS system, developed MPLS2 network with VOIP and SharePoint Collaboration. 

· Developed internal project tracking and management systems for SUMCO that allowed us to more precisely understand ROI for IT Projects. 


VP ERP Consulting Services 

November 2000 to March 2003

Pegasus Consulting Group - Woodbridge NJ

Responsible for managing 55 consultants and multiple projects. Clients included Clorox, Miller Brewing, Phillip Morris, and Goldman Sachs.

· Participated in configuration and implementation of SD, MM, PP, FI, CO, WM.

· Developed custom SAP solution for SD Hierarchies, SD Pricing Conditions, Deductions Management, and integration to third party WM solutions. 

· Since this client was a CPG company primarily concerned with branding a high level of integration between SD, WM, and various inventory management solutions were required. 

· Configured custom WM solutions that facilitated the distribution of products and minimized shipping costs. 

Prior to this time, I was employed by Harris Corporation in Melbourne Fl. 

· Managed the systems integration for the Merger or RCA, GE, and Harris Semiconductor.
This included financial and manufacturing systems. 

· Led a team that managed the manufacturing integration of the Intersil business with the Harris Semiconductor business. 


Education / Training

MBA Managed Healthcare,   The University of Findlay 2005

Bachelor of Science (BS) in Business, The University of Findlay 2000

CERTIFICATION

Project Management Professional (PMP), Project Management Institute

PROCSI trained change management leader

Certified Facilitator – Working Council on Employee Involvement IBEW

Lean Six Sigma Black Belt, Villanova University

TQM "Jonah", Goldratt Institute

Resume (pdf)Download

Copyright © 2025 Chuck Wallace - Technology and Operations Professional - All Rights Reserved.


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