Maria Erland, PMP, SFC, GWCPM

Led Project Portfolio Management strategy definition as part of a Digital Transformation program ($12M) for a client without standardized project management practices, centralized project management, or portfolio management capabilities. As part of the engagement, I led working sessions with multiple vendors and senior client leadership to define the digital capabilities needed. Managed the engagement on the client's behalf, directing multiple vendors and resolving delivery issues impacting… Show more

Led Project Portfolio Management strategy definition as part of a Digital Transformation program ($12M) for a client without standardized project management practices, centralized project management, or portfolio management capabilities. As part of the engagement, I led working sessions with multiple vendors and senior client leadership to define the digital capabilities needed. Managed the engagement on the client's behalf, directing multiple vendors and resolving delivery issues impacting scope and go-live. Show less

Planned and managed a digital transformation program ($16M) to define a digital strategy and adopt a new business model, expanding TravisMathew's wholesale and eCom businesses into EMEA. The business expansion included an ECC to S4 upgrade, new digital capabilities in the relocated warehouse, expanding finance/accounting, sales, customer support, and operations needed to extend and customize US-based business processes

Managed a $16M multi-year Warehouse Management and Distributed Order Management program with multiple vendors and 100+ onshore and offshore resources. Responsible for crafting digital strategy and managing delivery against program timelines supported by Fixed Bid agreements/contracts and Time & Material engagements. Reported to C-Suite executives and business leaders. In charge of vendor delivery, project financials, including resource forecasting, contract management, and business change… Show more

Managed a $16M multi-year Warehouse Management and Distributed Order Management program with multiple vendors and 100+ onshore and offshore resources. Responsible for crafting digital strategy and managing delivery against program timelines supported by Fixed Bid agreements/contracts and Time & Material engagements. Reported to C-Suite executives and business leaders. In charge of vendor delivery, project financials, including resource forecasting, contract management, and business change management. Show less

Led multi-functional teams: Product, Engineering, & Finance through business requirements, functional design, technical analysis, and integration of fifteen (15) GLs in five different acquired ERP systems into a single worldwide SAP instance, included normalizing the disparate charts of accounts to align with how the buyer managed their business.

After identifying customer-facing post-merger issues with digital products that interfered with customer adoption and conversion, my analysis revealed that an offshore team manually entered 80% of online orders due to integration errors, an unplanned $3.5M cost. By revisiting the digital strategy and subsequently systematically resolving process, procedural, and technical issues with a team of technical, business, and CX experts, we eliminated that expense and generated operational efficiencies.

Managed a digital transformation engagement to help the National Service Center evolve its Recovery Management LOB. The group had never participated in a project, so the engagement was as much about coaching the National Service Center on project management and articulating what they needed as it was about selecting the product. Due to using a formal product evaluation framework I designed, it was the first of their six attempts to get executive approval.

After identifying customer-facing post-merger issues with digital products that interfered with customer adoption and conversion, my analysis revealed that an offshore team manually entered 80% of online orders due to integration errors, an unplanned $3.5M cost. By revisiting the digital strategy and subsequently systematically resolving process, procedural, and technical issues with a team of technical, business, and CX experts, we eliminated that expense and generated operational efficiencies.