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Profile - Thomas E Moul (ACMA) (ACIS)
PROJECT MANAGEMENT EXPERIENCE:
PROJECT MANAGEMENT EXPERIENCE:
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Thomas Edward Moul is a consultant in the area of financial and supply chain system implementation, with more than 18 years of
business process, system integration, project management, program management and financial management experience. Mr Moul’s
focus has been on the successful management of projects in the areas of business requirements definitions, system design, integrated
systems configuration and testing, business process improvements, solution selections, risk assessments and project quality assurance.
Mr Moul (formerly from Ernst & Young), has been engaged in various project management and solution design projects for numerous
clients. Many of these projects or components of these projects were run concurrently.
As a senior resource, Mr. Moul has often been called upon to manage concurrent engagements which have covered a spectrum of
management issues where he has demonstrated his ability to quickly understand complex issues, assess vastly different project
dynamics, and deploy the right people at the right time.
For example he;
• Lead a team of 15 resources through 5 diverse project streams for an ERP upgrade project in the healthcare industry, these streams
included; application software upgrade, business process improvement, technical architecture assessment, business case development
stream, technical object development stream.
• Concurrently lead teams in the design, test and implementation of business solutions in the aerospace and defense industry. This
involved meticulous planning and management of project resources.
When performing the role of Quality Assurance Manger on projects, Mr. Moul was accountable for reviewing the overall project
management, to formulate statements of problems and establish procedures for the development and implementation of new or modified
project elements to address these problems. Mr Moul had the responsibility to meet one-on-one periodically with CEOs, CFOs and COOs
involved in the various projects to ensure that there was an understanding of their expectations in order to assess their level of satisfaction.
Mr. Moul ensured that all risks were properly identified and appropriate mitigation strategy deployed, providing advice where appropriate.
He also met with the client engagement teams in, group and one-on-one, to do the same.
In all of his project management roles, Mr. Moul has followed sound project management methodologies to; define and document the
objectives for projects, to determine budgetary requirements, team composition, roles and responsibilities, and terms of reference for the
project team(s). He has prepared plans, charts, tables, and diagrams to assist in analyzing or displaying problems. All of the projects Mr.
Moul has worked on have involved reporting project progress on an ongoing basis and at scheduled points in the life cycle. He has also
obtained the appropriate approvals and sign-off.
RELEVANT ENGAGEMENT EXPERIENCE:
At a beer brewing company, Tom was engaged in a subcontract with one of the large consulting companies to support detailed
upgrade planning to migrate to 9i dbase and Oracle 11.i10.
On an engagement with a large North American energy company, Tom provided a design solution, implementation plans and charter
for a year end change for a significant part of the business. During this time he was also engaged to provide an upgrade plan for their ERP
software. (Feb ’04 – Dec’04).
On an engagement with a company managing a group of hospitals in Alberta, Tom managed an Oracle upgrade project that had the
following components; technical upgrade, technical object development (380 objects), business process improvement, technical
infrastructure review, and business case development for e-Suite enabled improvement opportunities. (May ‘03 – Oct ‘03)
While engaged at a large beverage manufacturing company as a Solution Architect, Tom coached the Finance team on the
implementation of Oracle financials (including budgeting), production costing, re-design of aspects of their management reporting and re-
design of their month-end close process. (Nov ‘02 – Mar ‘03)
At a large North American energy company, on an ERP implementation, Tom lead the integration across all of the Oracle Applications
and legacy systems as well as being responsible for the implementation of the Financial Suite namely General Ledger, Accounts
Receivable, Reporting, Inter-company Accounting. This engagement included the coordinated design of an enterprise wide chart of
accounts, Consolidation and budgeting solution specification and Oracle GCS piloting, and package enabled re-engineering. Tom’s
engagement with this client was extended to support the post implementation optimization initiatives. Tom has served as a Subject Matter
Specialist on other projects at the same client sites for data warehousing, solution optimization projects as well as process transformation
engagements. (Feb ’01 – Jan ‘03)
At an international publishing company Tom consulted on a solution to their consolidation and reporting needs across 8 different
legacy systems and 17 currencies using Oracle Global Consolidation System as the tool. (Sep ’01 -Apr ’02)
Tom served on the steering committee of an international ERP implementation at an engineering company. He provided support and
guidance to the company’s senior management on issue resolution, implementation methodology, and risk management. At the same
time, Tom was the Finance Lead on the project team in charge of the implementation of the multi-site set-up, cost accounting, and Finance
module implementation. (Mar ’99 - Sep ’00)
At three different Aerospace & Defense clients, Tom managed the implementation of finance, integration, project management and
costing. Tom has also consulted with the clients on simultaneously re-engineering their finance, costing and budgeting processes while
implementing the ERP software. (Sep ’97 - Dec ’01)
Tom has effectively led a number of ERP clients through a post implementation stabilization or optimization project (ERP Innovation)
where the critical business issues are addressed and the processes targeted to maximize the value from the ERP investment. (Feb ‘97 -
Dec ’02)
Tom led the project teams for Finance, Integration, Manufacturing, Logistics & Costing Implementation of ERP in a company in the
Chemical Industry. The implementation process took place over a 12 month period and included seven distribution sites through out the
country and one manufacturing site. Concurrent to this (Jan ’96 - Dec ’96)
Post Implementation Stabilization / Optimization - Streamlining’ the MRP, procurement, costing functions and system disciplines
within the enterprise.
Post Implementation Stabilization / Optimization - Initiating a ‘Flash’ report from the ERP software to provide salient management
report features on a daily basis.
Post Implementation Stabilization / Optimization - Consulting at various sites to stabilize / optimize their applications after implementation,
including consulting on re-engineering people processes.
RELEVANT INDUSTRY EXPERIENCE:
Principal Consultant – MacMoul Inc. (Jul 2004 - Date)
MacMoul offers project management and solution design consulting for companies working on ERP implementations or business
process engineering initiatives.
Senior Manager – Capgemini (Formerly Ernst & Young) (Sep 1997 - Jul 2004)
Capgemini was a large consulting service provider. Tom was a Senior Manager in their Technology Services area and was
responsible for sales and delivery of project management and solution design services. Tom’s client engagements included Capital
Health – Alberta, John Labatt, Enbridge Inc, BAE Canada, CAE, Heroux, BABN, Escalator Handrail Co, Jamesway Incubators.
Group Financial Manager (CFO) - Genkem (Jan 1995 - Aug 1997)
Genkem was a subsidiary of Bostik UK Ltd and manufactured and sold adhesives to the industrial and consumer markets as well
as manufacturing and supplying sound deadeners to the automotive industry. Tom was an executive team member responsible for
Financial Management for the company throughout South Africa. During this time Tom was instrumental in the justification, selection and
rapid implementation of an ERP system which was rolled out to 5 different locations in the country.
General Manager - Feltex Foam East London (Jan 1992- Dec 1994)
Feltex Foam East London was a tier one automotive component supplier operating in South Africa. The company manufactured and
supplied various trim components including leather sets and sound deadening parts to Mercedes, Honda and VW. Tom was responsible
for the overall operation and profit of the business by; maintaining the high quality service levels demanded by the automotive industry;
selling new contracts for component supply to promote revenue growth; initiating internal projects aimed at efficiency improvements in the
plant and in the supply methods.
Marketing Manager - Feltex Foam Mouldings (June 1990 - Dec 1991)
Feltex Foam Mouldings (a division of Romatex Ltd) was a tier one supplier of moulded foam components to the automotive industry
throughout South Africa. Tom’s role in this organization was to target the automotive trim market and successfully expand the business’s
market share as each wave of development became available by competitively gaining the majority of the market available from each
automotive manufacturer.
Financial Manager - Romatex Ltd (Aug 1986 - May 1990)
Chief Accountant - Blue Ribbon Foods Ltd (Jan 1983 - July 1986)
Management Accountant - Nedlaw Management Services (Jan 1982 - Dec 1982)
HIGHER EDUCATION:
(Chartered Management Accountant) Associate of the Chartered Institute of Management Accountants (ACMA) – London, England.
(Chartered Secretary) Associate of the Institute of Chartered Secretaries and Administrators (ACIS) – London, England.
business process, system integration, project management, program management and financial management experience. Mr Moul’s
focus has been on the successful management of projects in the areas of business requirements definitions, system design, integrated
systems configuration and testing, business process improvements, solution selections, risk assessments and project quality assurance.
Mr Moul (formerly from Ernst & Young), has been engaged in various project management and solution design projects for numerous
clients. Many of these projects or components of these projects were run concurrently.
As a senior resource, Mr. Moul has often been called upon to manage concurrent engagements which have covered a spectrum of
management issues where he has demonstrated his ability to quickly understand complex issues, assess vastly different project
dynamics, and deploy the right people at the right time.
For example he;
• Lead a team of 15 resources through 5 diverse project streams for an ERP upgrade project in the healthcare industry, these streams
included; application software upgrade, business process improvement, technical architecture assessment, business case development
stream, technical object development stream.
• Concurrently lead teams in the design, test and implementation of business solutions in the aerospace and defense industry. This
involved meticulous planning and management of project resources.
When performing the role of Quality Assurance Manger on projects, Mr. Moul was accountable for reviewing the overall project
management, to formulate statements of problems and establish procedures for the development and implementation of new or modified
project elements to address these problems. Mr Moul had the responsibility to meet one-on-one periodically with CEOs, CFOs and COOs
involved in the various projects to ensure that there was an understanding of their expectations in order to assess their level of satisfaction.
Mr. Moul ensured that all risks were properly identified and appropriate mitigation strategy deployed, providing advice where appropriate.
He also met with the client engagement teams in, group and one-on-one, to do the same.
In all of his project management roles, Mr. Moul has followed sound project management methodologies to; define and document the
objectives for projects, to determine budgetary requirements, team composition, roles and responsibilities, and terms of reference for the
project team(s). He has prepared plans, charts, tables, and diagrams to assist in analyzing or displaying problems. All of the projects Mr.
Moul has worked on have involved reporting project progress on an ongoing basis and at scheduled points in the life cycle. He has also
obtained the appropriate approvals and sign-off.
RELEVANT ENGAGEMENT EXPERIENCE:
At a beer brewing company, Tom was engaged in a subcontract with one of the large consulting companies to support detailed
upgrade planning to migrate to 9i dbase and Oracle 11.i10.
On an engagement with a large North American energy company, Tom provided a design solution, implementation plans and charter
for a year end change for a significant part of the business. During this time he was also engaged to provide an upgrade plan for their ERP
software. (Feb ’04 – Dec’04).
On an engagement with a company managing a group of hospitals in Alberta, Tom managed an Oracle upgrade project that had the
following components; technical upgrade, technical object development (380 objects), business process improvement, technical
infrastructure review, and business case development for e-Suite enabled improvement opportunities. (May ‘03 – Oct ‘03)
While engaged at a large beverage manufacturing company as a Solution Architect, Tom coached the Finance team on the
implementation of Oracle financials (including budgeting), production costing, re-design of aspects of their management reporting and re-
design of their month-end close process. (Nov ‘02 – Mar ‘03)
At a large North American energy company, on an ERP implementation, Tom lead the integration across all of the Oracle Applications
and legacy systems as well as being responsible for the implementation of the Financial Suite namely General Ledger, Accounts
Receivable, Reporting, Inter-company Accounting. This engagement included the coordinated design of an enterprise wide chart of
accounts, Consolidation and budgeting solution specification and Oracle GCS piloting, and package enabled re-engineering. Tom’s
engagement with this client was extended to support the post implementation optimization initiatives. Tom has served as a Subject Matter
Specialist on other projects at the same client sites for data warehousing, solution optimization projects as well as process transformation
engagements. (Feb ’01 – Jan ‘03)
At an international publishing company Tom consulted on a solution to their consolidation and reporting needs across 8 different
legacy systems and 17 currencies using Oracle Global Consolidation System as the tool. (Sep ’01 -Apr ’02)
Tom served on the steering committee of an international ERP implementation at an engineering company. He provided support and
guidance to the company’s senior management on issue resolution, implementation methodology, and risk management. At the same
time, Tom was the Finance Lead on the project team in charge of the implementation of the multi-site set-up, cost accounting, and Finance
module implementation. (Mar ’99 - Sep ’00)
At three different Aerospace & Defense clients, Tom managed the implementation of finance, integration, project management and
costing. Tom has also consulted with the clients on simultaneously re-engineering their finance, costing and budgeting processes while
implementing the ERP software. (Sep ’97 - Dec ’01)
Tom has effectively led a number of ERP clients through a post implementation stabilization or optimization project (ERP Innovation)
where the critical business issues are addressed and the processes targeted to maximize the value from the ERP investment. (Feb ‘97 -
Dec ’02)
Tom led the project teams for Finance, Integration, Manufacturing, Logistics & Costing Implementation of ERP in a company in the
Chemical Industry. The implementation process took place over a 12 month period and included seven distribution sites through out the
country and one manufacturing site. Concurrent to this (Jan ’96 - Dec ’96)
Post Implementation Stabilization / Optimization - Streamlining’ the MRP, procurement, costing functions and system disciplines
within the enterprise.
Post Implementation Stabilization / Optimization - Initiating a ‘Flash’ report from the ERP software to provide salient management
report features on a daily basis.
Post Implementation Stabilization / Optimization - Consulting at various sites to stabilize / optimize their applications after implementation,
including consulting on re-engineering people processes.
RELEVANT INDUSTRY EXPERIENCE:
Principal Consultant – MacMoul Inc. (Jul 2004 - Date)
MacMoul offers project management and solution design consulting for companies working on ERP implementations or business
process engineering initiatives.
Senior Manager – Capgemini (Formerly Ernst & Young) (Sep 1997 - Jul 2004)
Capgemini was a large consulting service provider. Tom was a Senior Manager in their Technology Services area and was
responsible for sales and delivery of project management and solution design services. Tom’s client engagements included Capital
Health – Alberta, John Labatt, Enbridge Inc, BAE Canada, CAE, Heroux, BABN, Escalator Handrail Co, Jamesway Incubators.
Group Financial Manager (CFO) - Genkem (Jan 1995 - Aug 1997)
Genkem was a subsidiary of Bostik UK Ltd and manufactured and sold adhesives to the industrial and consumer markets as well
as manufacturing and supplying sound deadeners to the automotive industry. Tom was an executive team member responsible for
Financial Management for the company throughout South Africa. During this time Tom was instrumental in the justification, selection and
rapid implementation of an ERP system which was rolled out to 5 different locations in the country.
General Manager - Feltex Foam East London (Jan 1992- Dec 1994)
Feltex Foam East London was a tier one automotive component supplier operating in South Africa. The company manufactured and
supplied various trim components including leather sets and sound deadening parts to Mercedes, Honda and VW. Tom was responsible
for the overall operation and profit of the business by; maintaining the high quality service levels demanded by the automotive industry;
selling new contracts for component supply to promote revenue growth; initiating internal projects aimed at efficiency improvements in the
plant and in the supply methods.
Marketing Manager - Feltex Foam Mouldings (June 1990 - Dec 1991)
Feltex Foam Mouldings (a division of Romatex Ltd) was a tier one supplier of moulded foam components to the automotive industry
throughout South Africa. Tom’s role in this organization was to target the automotive trim market and successfully expand the business’s
market share as each wave of development became available by competitively gaining the majority of the market available from each
automotive manufacturer.
Financial Manager - Romatex Ltd (Aug 1986 - May 1990)
Chief Accountant - Blue Ribbon Foods Ltd (Jan 1983 - July 1986)
Management Accountant - Nedlaw Management Services (Jan 1982 - Dec 1982)
HIGHER EDUCATION:
(Chartered Management Accountant) Associate of the Chartered Institute of Management Accountants (ACMA) – London, England.
(Chartered Secretary) Associate of the Institute of Chartered Secretaries and Administrators (ACIS) – London, England.