STANLEY W.

KABOT
Manlius, New York 13104
(315) 440-4999
swkabot@gmail.com

SUMMARY

Strong IT Project Manager that has consistently delivered on-time, on-budget project results. Experienced
consulting leader for the deployment of Oracle and JD Edwards enterprise systems. Focused on helping
companies obtain value, meet their business objectives, and sustain positive change from their technology
investments. Ability to work with people and bring maximum opportunity for commercial success to those
around me. Flexible, versatile, and capable of maintaining a balanced demeanor throughout all stages of
the project lifecycle.

Software Selection
Project Management
Budget Control
Work Plans
IT Governance
Change Management

EXPERIENCE
DSK Consulting Group LLC

Communications
Risk Management
Best Practices
Team Building
Business
Transformation
Client Management

Vendor Management
IT SOX Audits
User Training
Enterprise Resource
Planning (ERP)
Cost Reduction

2002-present

Principal, Project Management Expert, Business Consultant

(Short Term Assignments)
Project Coordinator
2015
Stillwater Mining, $944 million miner of palladium and platinum
Responsible for overall planning, and the project management framework related to the JD Edwards
Enterprise One, 9.1 Technical Upgrade Project.
Provided oversight and continuously monitored scope, timeframe and project risks.
Ensured that the project was organized and executed in a structured fashion in accordance with
established guidelines, standards and best practices.
Managed all channels of communications to stakeholders.
Created and maintained technical and functional project plans, including project phases, tasks and
milestones.
Managed project closure and transition to the on-going support team.
Successfully completed project on-time and within budget.
ERP Project Manager
2015
Unimin Corporation, $1.2 billion producer of non-metallic industrial minerals
Recruited to assist the Program Manager and the IT Technical Manager, with the ERP and Business
Transformation projects.
Partnered with the ERP implementation vendor and developed a comprehensive work breakdown structure
to manage, control and deploy a large scale integrated ERP solution.
Identified and communicated the risks associated with the project, and developed mitigation strategies.
Maintained Earned Value Project Management (EVPM) project/performance reports.

Stanley W. Kabot

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Senior Project Manager

2014
PAR Technology, $200 million provider of hardware/software to the restaurant/hospitality industries
Brought on board to plan and manage a business transformation ERP project. The first phase involved the
deployment of Microsofts Dynamics AX Human Capital Management (HCM) system.
Established a Project Management Office (PMO) to provide structure, guidance, project tools and oversight
achieving maximum value from a diverse group of projects.
Monitored HCM project performance and reported status and risks to the Executive Steering Committee.
Worked in concert with the CIO to develop a cloud computing strategy in support of current and future
enterprise needs. Examined cloud service models, identified business drivers, computed total cost of
ownership, and outlined risk/benefits, along with gaps within the current IT infrastructure.
(Major Engagements)
Program/Project Manager
2010-2013
HudBay Minerals, $720 million producer of zinc and copper
Engaged to take over the existing $14 million Ellipse ERP project and guide 12 members on the project team.
Provided the leadership to successfully deliver the system within six months and under budget.
Built trust and teamwork among functional team members.
Communicated and presented project updates, issues and risks on a regular basis to the Executive
Steering Committee and to the Business Owners.
Developed, aligned, and maintained a strong working relationship between IT, the software vendor and
business groups. Held meetings on a regular basis with the CFO to discuss business improvements,
strategies and solutions.
Leader of a nine-member committee assembled to select a new Human Resources/Payroll system to support 1,400
employees and seven unions.
Established an effective software selection process that led to a decision among five vendors.
Issued an RFP to Human Resources/Payroll software vendors, scored and weighted vendor responses
against business requirements, and evaluated results with the committee.
ERP Project Manager
2009-2010
Jipangu International, $65 million gold mining company
Assembled and directed a team of 5 consultants in a takeover of a failed ERP project.
Successfully installed JD Edwards EnterpriseOne 8.12 software.
Outlined specifications for financial reports to complete the project on-time.
Worked in partnership with the Accounting Group to develop their chart of accounts and map legacy data.
ERP Project Manager
2008-2009
Romarco Minerals, start-up gold mining company
Provided project management and leadership to acquire software and outsource the IT function.
Conducted a review of Tier II ERP software vendors. Identified the best fit for the organization and
managed the acquisition, implementation and training related to the Microsoft Dynamics GP product.
Generated feedback from Accounting and Procurement on pain points and issues related to existing
systems. Used the information to re-engineer business processes.
Managed the outsourcing of the IT infrastructure to a hosted service provider, including vendor selection,
contract negotiations and transition planning.

Stanley W. Kabot

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IT Project Manager
2004-2008
Stillwater Mining, $619 million miner of palladium and platinum
Retained initially to complete the first year internal SOX IT audit, and then re-assigned to manage several IT
projects.
Managed the JD Edwards EnterpriseOne 8.12 upgrade, the companys first major technology project
completed on-time and within budget.
Planned and executed Sarbanes-Oxley 404 IT compliance projects during four consecutive years.
Created a sustainable and manageable process, and established a strong governance model.
Collaborated with the Finance and IT departments to assess and develop a comprehensive plan to redesign and compress the monthly financial closing process. Identified all tasks required to complete the
closing cycle, the duration of each activity and related dependencies between the activities.
Functional Project Leader
2002-2004
QualServ Corporation, $200 million equipment distributor to the foodservice industry
Worked with Corporate Finance to improve operations and reporting at one of their manufacturing sites in
South Carolina. Once the assignment was completed, I then joined the Corporate ERP project team.
Configured and installed Oracle 11i software for Cost Management, Inventory and Warehouse
Management.
Led the transformation of major business processes throughout the organization, outlining the current
versus future business environment.

PREVIOUS EXPERIENCE

Senior Principal Consultant

Oracle Corporation
Manager of IT Consulting Services
PriceWaterhouseCoopers

EDUCATION AND PROFESSIONAL AFFILIATIONS

Syracuse University, Bachelor of Science
Member of the Project Management Institute (PMI)

TECHNOLOGY COMPETENCIES
SOFTWARE

Oracle-eBusiness Suite -General Ledger, Accounts Payable, Cost Management, Shipping Execution,
Inventory and Procurement
JD Edwards EnterpriseOne -General Ledger, Accounts Payable, Fixed Assets and Procurement
Ventyx Ellipse -General Ledger, Accounts Payable, Procurement, Maintenance, Inventory and Production Accounting
Microsoft Dynamics GP -General Ledger and Accounts Payable
Microsoft Dynamics AX -Human Capital Management
Microsoft -Project, Visio, PowerPoint, Word and Excel

METHODOLOGIES
Project Management Book of Knowledge (PMBOK)
Project Management Office (PMO)

SDLC Waterfall
COSO/COBIT Frameworks