Enterprise systems stand-up
State of Delaware — ERP
State of Delaware · Application Leader / Project & Hiring Manager (2000–2007)
One-line result
Stood up and ran financial ERP and asset/facilities platforms for state operations — the first full chapter of implement-and-operate in production, across agencies that can’t afford a cute pilot.
Context / seat
Public-sector technology delivery: project and hiring leadership where financial systems, workforce systems, and facilities platforms have to stay coherent across agencies.
Problem
State ERP and facilities work fails when “project success” ignores production: agencies diverge, assets drift, and finance systems become someone’s weekend problem. The operating bar is boring reliability under scrutiny.
What I did
- Delivered and aligned financial ERP work spanning SAP and Oracle/PeopleSoft environments.
- Kept asset and facilities management platforms in the same operating picture as workforce and financial systems — not orphaned side apps.
- Ran stakeholder alignment and delivery so operational, facilities, and workforce systems stayed coherent across agencies.
- Built the hiring and project muscle that later chapters scaled: clear ownership, production honesty, people who can run what they ship.
Results
- Multi-year public-sector ERP and facilities delivery in production (SAP; Oracle/PeopleSoft financials; asset & facilities platforms).
- Cross-agency coherence as the success criterion — not slideware go-lives.
- Foundation of the career through-line: stand up the system, keep the people who run it, deliver after the applause.
What a board or COO should take from this
This is the origin proof. Before bank scale and outcomes-firm P&L, the same craft showed up in state production systems: finance, people, and facilities that had to work on Monday morning.