Donna L. Bauer

Oracle Certified PM/Solution Architect

SAP MM/PP/PM Certified Consultant

Certified in Lean & Six Sigma

Global Transformation Solutions

Office Phone:  215-967-1508   Cell: 727-460-8655 



Results driven executive with over twenty years experience in the delivery of large-scale transformation programs. Ability to apply strategic insight with a orientation to detail in order to global change through the application of technology, business process re-engineering, and continuous improvement programs. Consulted nationally and internationally and has significant experience in Retail, Manufacturing, Technology, and Professional Services. Team focused pragmatic innovator with proven success and a bias towards business results.


Academic Background

MBA (Honors)                       Sacred Heart University, Fairfield, CT, 1992

BS Chemical Engineering        Drexel University, Philadelphia, PA, 1982


Experience Summary

Computer Sciences Corporation (2006 - Present)

Director, Americas Competency Centers (SAP, Oracle, DBA, Arch, BI, MES)

Led the turnaround of the Competency Center by upgrading the talent by 33% through the strategic hires program and by repositioning CCS from a strictly “Run and Maintain Group” to an organization capable of leading  Business Dev, Acct Startup, Program Mgmt, Transformational Projects and Acct Expansion. The reusable solutions developed include Oracle and SAP upgrades, Oracle & SAP Archiving, Oracle and SAP Divestitures Offering, ERP Automated Testing Soln, Multi-Program SAP Common Structure (Operational PMO), Standard BASIS and DBA Offering, SAP Complexity Assessment, Enterprise/ERP Architectural Assessment and Partnering with RWD for Human Performance on behalf of GOS.  Enhanced Team expanded Rev (not bookings) by over 10% in the same year of the transformation.  Sample Acct Pursuit closes included DuPont, SUN, Delphi, & Eclipse.  Rev. over $200MM with 2nd year growth of over 20%.

Avalon Holdings (2004 – 2006) 

Turnaround Executive – VP & GM

Led the turnaround of a Division of Archway Marketing on behalf of a Private Equity firm.  Surpassed investors EBITDA targets within 5 months with 400% improvement in EBITDA over baseline business plan.  Results:  Exceeded business plan cash and profitability targets in its first year of operation. Division Annual Turnover $200MM.   

Best  Buy  (2002-2004)

Director Information Systems – Divested Business Unit

Successfully separated and led Information Systems for a divested retail business (Rev $1 Billion with 760 stores).  Accountable for Information Systems including applications, infrastructure, telephony, security, transition services, development and assets of the business.  Systematically deployed new systems/redeployed HR, Finance, WMS, POS, Sign, Security, Help Desk, Data Center, Enterprise Entertainment Portal (Commerce, Portal and In-store Influence), Merchandising, Comm. Solution, Business Intelligence and Loyalty Solution while meeting contracted SLA’s, discrete project timelines and budgets.  Prepared for and delivered a “holiday season” with 100% uptime.  Acting as an agent for the venture capital firm, Intellectual Property, Leases and Licenses, were renegotiated.  The divested business experienced a 30% reduction in total cost of ownership as a direct result of the efforts of the “transition team” through an architecture simplification process, renegotiation and data center outsourcing.

Director - Global Sourcing and Asia Regional Development

Developed and obtained approval for “the Asia concept” to include retail and international Sourcing/Logistics.   Opened China sourcing office and a legal entity in Hong Kong to leverage sourcing capability with agents and branded suppliers

Director - IS Strategy, Portfolio and Governance

Accountable for developing the IS Portfolio to fulfill Best Buy’s strategic direction (Win Entertainment, Efficient Enterprise, Customer Driven and Win the Home with Services). Optimized investment mix to support enterprise efficiency, growth and venture objectives.   Realigned and reduced investment level from $210M to $130M in FY04 without compromising strategic direction of the company.  Accountabilities included IT Governance, Portfolio and facilitation of Executive Steering Committee.   The company significantly reduced recurring cost by simplifying the base architecture from over 150 legacy systems to Retek, Oracle and Yantra. 


SupplySolution  (2000-2001)

Supply Chain Execution and Mgmt Software and ASP (Application Services Provider) linking OEMs to Tier 1 and Tier 2 Suppliers, Southfield, MI

Senior Director of Business Dev., Marketing, and Product Management

Secured over $20M in venture capital for the company by translating solution partners to investors.   Developed Alliances with infrastructure companies and key consulting firms for optimal solutions required by customer – Peregrine, GE Plastics, AT Kearney and Covisint   Built a national business development team that expanded industry vertical presence from exclusively Automotive to Chemicals and Consumer Durables


Oracle  (1999-2000)

Sr. Practice Director –Business Consulting                                                        

Clients included AA, Time Warner, Sanmina, Dannon, IVAX, Cigna, CSX, Timberland, Timex

Engagements facilitated the closing of $40M of Oracle business through the use of Solution Value Assessments (Strategy, solution and business case development). Average deal size $4M.  My practice achieved highest close rate in Majors and General Business at 75%.  Our team was recognized with Oracle’s MVP Award. 

Leader of Bell South Program Office – Closed $28M in consulting services (multiple contracts).  The account was the first Fortune 50 sale and implementation of Rel. 11i. 

 Project Mgmt Certification


BP/Amoco (1997-1999)

General Manager                                                                                                                                                                                                                                                    Business & Operations Manager-Torlon and Kadel Resins                                                                                                                                                                                                              1998-1999

Leader of an engineered polymers business unit with accountability for a Global P&L including Sales, Marketing, R&D, multi-site Operations and Supply Chain.

Results included repositioning the business and product mix profitable growth by expanding applications to coating market.  Improved product quality by utilizing Six Sigma techniques while reducing cost associated with waste by $3 Million.

Cash flow was also improved by 25% utilizing Lean and Kaizen methods and managing receivables.

Corporate Program Manager of Global Sourcing, Materials Mgmt & Preventative Maintenance             

Transformed procurement, materials management and preventative maintenance from fragmented business unit driven functions to an industry leading shared services organization.  Responsible for developing, deploying, managing processes and systems (SAP) that support strategic sourcing, demand aggregation, maintenance & asset planning.  The SAP implementation included Preventative Maintenance and Material Management modules with a total project budget of $70 Million.  It was accomplished on time and on budget with outstanding customer satisfaction reviews.   By driving process metrics, systems, process change and organizational capability the company was able to save $260 Million in recurring expense and exceed its ROCE contribution.  The project further simplified and consolidated 20 legacy systems to 3 global instances of SAP.                     

Black and Decker  (1995-1997)

Director, Lean and Manufacturing Strategy – Supply Chain Redesign

Responsible for leading “Lean”, re-engineering the supply chain including   Enterprise-Wide Global Systems (SAP) initiative and integration of all logistics functions (e.g. Purchasing, Inventory/Management, Production Planning, Sales Forecasting and Distribution).

Key strategies included the rationalization of 50% SKU’s, product standardization and tooling flexibility to improve responsiveness. 

The supply chain re-engineering effort segregated “Planned” product, promotional and new product, from “Flow” product.  Forecasting model was implemented for “Planned” and Kanban/Quick Response Techniques utilized for “Flow”.  Process driven inventory reductions experienced - 7 weeks forward coverage to 3 weeks for “Flow”.  Inventory was reduced by 30% overall with a corresponding service level improvement of 10%.

Led the Enterprise-Wide, Global Business Solution Initiative (SAP) to identify and implement the system which would enable this processes that were re-engineered.

Honeywell, Aerospace  (1994-1995)

Director of Materials/Operations

Functional Leader - Procurement, Logistics, Scheduling, Materials Quality Assurance, Materials Engineering and Configuration for global multi-site manufacturing, distribution and OEM business.  Utilized long-term agreements and partnerships, Supplier Consolidation techniques, Early Supplier Involvement, Global Sourcing and Design to Cost to achieve an annual savings of 8%

Led the team through implementation of MacPac/Proc D, MRP/Procurement systems on time and within budget and ISO Certification.

Green Belt Certification

Lean (TPS) Certified in Japan


General Electric Company (1983-1994)

Materials and EVC Operations Mgr
Electrical Distribution and Control, Mebane, NC      1992-1994                                         

Program Mgr of Lean and Productivity Practices (Process Mapping and Workout)
Corporate Business Development, Fairfield, CT       1990-1992

Manager Appraisal Operations -Peacekeeper Missile
Aerospace, Philadelphia, PA                                      1989-1990

Project Quality Assurance and Test Engineer -Peacekeeper Missile
Aerospace, Philadelphia, PA                                     1988-1989

Process Control Engineer –Peacekeeper & Trident Missile                 
Aerospace, Philadelphia, PA                                      1985-1988

Supervisor of Production and Test –Aegis Radar                                                 
Aerospace, Moorestown NJ                                      1983-1985


Technical Proficiency

Development Methodologies             ASAP, Catalyst and AI

SAP Certifications                            MM/PP/PM

Oracle Certifications                         SVA-Insight/Prog. Mgmt.

Lean Certified                                 Kaizen Events

Six Sigma Certification                    Green Belt

Work Out                                        Instructor – Jack Welch Leadership Institute

Productivity Best Practices                Instructor – Jack Welch Leadership Institute

Please note: This site and its owner has no connection whatsoever with Donna Bauer "The Note Buyer"