2016 — 2018
Foundation
Put an enterprise systems foundation under the business, including the operational backbone that arrived with an acquisition.
Enterprise Systems
Strategy, Transformation, AI.
Teams and areas
Select a focus to see who carries it
(SAP & Oracle) Order-to-Cash
Strategy and automation
SAP BI
Decisions, not reports
Security & GRC
Access you can explain
Manufacturing execution
Plants in the US & Canada
Shop floor systems
Labels and plant apps
Business system analysis
Process into design
- 19yrs
- Enterprise systems
- 8sites
- Locations in scope
- $1.3B
- Revenue in scope
- $2.0B
- Fulfillment in scope
Revenue, fulfillment, and sites are the Motorola Solutions enterprise scope I operate in — not a personal claim on company results. Select a panel; the record further down follows.
02 — The teams
Six areas. One operating plan.
Electronic engineering, then an MBA in Management of Technology, then 19 years inside enterprise systems. At Motorola Solutions the seat is Senior IT Manager: post-acquisition integration, ERP and portals, manufacturing execution, and the current move into cloud and AI-enabled operations.
(SAP & Oracle) Order-to-Cash
Strategy and automation
Roadmap, business strategy, and process automation across the order-to-cash cycle — the plan that ties digital work to operating cost.
SAP BI
Decisions, not reports
Enterprise reporting, analytics, data warehousing, and the dashboards leadership actually uses.
Security & GRC
Access you can explain
Governance, risk, compliance policy, and role-based access — the control layer semi-government and regulated groups will ask for first.
Manufacturing execution
Plants in the US & Canada
Shop-floor operations, MES tracking, production workflows, and live plant integrations. Discovery through vendor selection, contracting, scoping, and team build.
Shop floor systems
Labels and plant apps
Industrial label generation, shop-floor systems, and facility printing — the last metre between the ERP and the line.
Business system analysis
Process into design
Business process engineering, requirements, and cross-functional alignment so a program survives contact with operations.
Strategic focus
Order-to-cash, run as a program
I build the business strategy, the roadmap, and the delivery plan. The point is to choose the digital work that matters, automate the manual steps, and take recurring cost out of the cycle.
~68%
Annual labor-cost reduction target
Planning objective for the order-to-cash program. Not a realized saving.
03 — For a UAE group
I put the companies you buy, the plants you run, and the orders you book on one system — then take the manual work out.
Four acquisitions, one spine
Avigilon, Pelco, IndigoVision, and Ava moved toward one ERP and one order flow. A company you just bought does not keep its own system.
Plant and order, one portfolio
MES, labels, returns, and order-to-cash already run together across US and Canada sites. The plant is not a second program.
AI inside the transaction
OCR, EDI, and autobooking sit in the flow. The labor-cost cut is a ~68% planning target — labeled as a target, so finance can use it.
04 — The record · 2016—2026
Technology and systems, in the order they were done.
Showing the full record. Work outside the focus stays visible, dimmed, so the arc does not disappear.
2019 — 2020
Core ERP
Modernized the core ERP while opening digital commerce, partner service, and a clearer view of the customer.
2021 — 2022
Consolidation & MES
Scaled supply chain, folded in acquired businesses, and pushed manufacturing execution onto the plant floor.
2023 — 2024
Modernization & Outsourcing
Pushed subscription, logistics, and order workflows faster, while integration and manufacturing change continued.
2025 — 2026
Cloud, Automation & AI
The current chapter: intelligent automation inside the order flow, and a controlled move of the platform to cloud.