Michael Harris

Experience

• 

  Cisco

  Jan 1998 - Jan 2007

  •Managed 2 year project to replace the existing revenue recognition system (CCRM) including the hiring and managing of 20+ IT engineer, Quality assurance and IT analyst contractors.•Led system analysis, design, development and quality assurance deliverables and milestones as well as managed the budget ($2.5+ million annually) and vendor contracts.•Headed the Deal Management portfolio across 4 project teams consisting of 50+ employees and vendors including coordinating the budget, vendor contract management, overall status, risks/issues and communication.•Instituted vendor management and contract negotiation process to reduce vendor costs by 20% by working with Legal to develop a manage service contract covering 10-15 IT analysts.•Created and implemented plan to move support and quality assurance engineers from individual application support for 4 Deal Management teams to a single manage service contract to reduce costs by 25%. Show less •IT PM responsible to manage IT analysts, IT development engineers and IT Quality Assurance engineers for Partner facing PRM applications including Cisco Partner Portal, Partner Self Service, Partner Customer Sat, Partner View Reporting and Partner Access Entitlement.•Lead team of IT analysts to analyze and implement the new partner platform supporting 20+ Channel Partner application, taking 3 years to implement.•Led the first implementations integrating the Cisco enterprise entitlement system, Customer repository and Partner Portal technology across the WW Channels suite of 20+ applications. Show less

  • IT Project Manager - Deal Management IT

    Jan 2005 - Jan 2007

  • IT Project Manager - WW Channels IT

    Jan 1998 - Jan 2005
• 

  Cisco

  Sept 2007 - Aug 2013

  •Managed 6 Strategic pricing global operation teams (30-40 vendors and 8 FTE) responsible for pricing and discounting policy, process and systems.•Achieved goals to reduce discount leakage by $500,000 in the contractual and standard discount space and 2-tier nonstandard discount space.- Reduce Nonstandard discount approval time by 50% and reduce Nonstandard deal cycle time by 80%.•Created and executed to the Strategic Pricing VSEM to redefine the vision, strategies, scope and culture of the Strategic Pricing team from being tools focused to being policy, process and governance focused.•Owned and managed the Strategic Pricing portfolio of system and process improvement projects and PMO with a budget of $10 million annually across multiple enterprise initiatives. Show less •Managed $20 million budget, project roadmap, release schedule and all key project life cycle deliverables and milestones (IT and Business) from the release kick-off throughout the project life cycle through go-live normalization for 5 Strategic Pricing operation teams•Managed PMO and created release management processes including scoping/prioritization process, change management process, budget process, issue/risk tracking and mitigation process and key milestone commit processes to align cross functional initiatives tailored to the Strategic Pricing organization.. •Managed overall release deliverables, milestones and status for each of the 2 yearly major process and system releases across the 6 project teams and and communicated overall status to Strategic Pricing senior management and cross functional initiative Operating Committees. Show less

  • Program Manager - Strategic Pricing Operations and Strategy

    Sept 2010 - Aug 2013

  • PMO Manager - Strategic Pricing Operations and Strategy PMO

    Sept 2007 - Sept 2010
• 

  Cisco

  Apr 2014 - now

  - Led team of 30 employees and over 400 contractors, managing 7 3PL Warehouse vendors, 3 Transportation Partners, Brokers and 3 Field Service Engineering Partners with total annual budget of $50M+- Managed 140+ North America warehouses, over 1.5 million pieces of inventory and over 2M shipment transactions annually.- Drive 96%+ total value return of DGI from customers and partner for Circular Economy initiative, recovering 250,000+ parts.- Created strategy, methods and measures for ongoing continuous improvements six sigma projects to reduce lead-time, improve service delivery performance, digitize the E2E supply chain and reduce costs. - Reduced ~2.5M+ annually in costs via Six sigma process improvement projects.- CTQ Metrics (Service Delivery Performance, Total Value Asset Recovery, Inventory Accuracy, Lane Transportation Performance, Dock to Stock, Budget management, Financial Accuracy, Inventory Accuracy) Show less • Led agile R12 Global Inventory Oracle project and scrum team of 12 resources to transform global inventory management system , digitizing inventory at a serial number attribute level including defining scope, managing timeline, developing metrics, managing budget, and rolling out change management.• Defined and executed strategy, scope, measurements of success, timeline, resources and change management to roll out global serialization project across Americas, Asia-Pac, Japan, LATAM and Europe with global logistic partners to collect 1.5M+ serial numbers of all parts in warehouses as a foundation to digitizing inventory to support cost cutting initiatives savings millions of dollars annually. Show less - Led Enterprise data governance initiative, managing 6 project managers and focused on Hardware and Service install base using DMAIC process from define through control phase creating value of $200+ million in revenue protection and revenue enablement over 3 years. Scope included stakeholder management and communication, creating the business case, hiring and managing teams to analyze, measure ,implement, control and presenting to executive committee on quarterly basis against metrics.- Managed Enterprise Information Architecture team of 6 architects focused on Information Lineage, Data Lineage, Data Quality, Data threading and data lifecycle to ensure high quality trusted data across Cisco supporting critical business outcomes like Sales Opportunity and Service Entitlement.- Led Enterprise data governance initiative focused on Software and Licensing data quality through the define tollgate using DMAIC process. Responsibilities included building team to create business case of $100+ M, creating operating model and training/transitioning to new data steward.-Improved employee performance by creating the team's data governance/six sigma process and training as well as led the team to get the six sigma bronze team award. Show less

  • Asset Recovery to Remanufacturing Redeploy Initiative Sr Manager

    Jul 2023 - now

  • Sr Manager Global Warehouse and Logistics Supply Chain

    Feb 2022 - Aug 2023

  • Sr Mgr Americas Service Delivery (Field Services, Asset Recovery,Warehouses,Transportation)

    Nov 2019 - Sept 2022

  • Global Service Delivery Inventory Manager

    Apr 2017 - Nov 2019

  • Sr Data Steward Manager -( Data Governance Manager of HW, Service and Software Install Base)

    Apr 2014 - Apr 2017