Mr. Tyner served as the Product Owner and Business Relationship Manager at an $80 billion Industrial Products Manufacturer, responsible for the Corporate Financials product area. The functional areas supported included RTR, PTP, OTC, and Project Accounting. Responsible for several roles within the position, including

Traditional Agile Product Owner: Drove value from projects delivered by scrum teams using agile methodologies.

Business IT Product Owner: Acted as business contact point, developed roadmaps, and engaged with the Enterprise Architect group.

Support Team Manager: Coordinated escalations and managed vendor relationships.

Project manager responsible for the scope, resources, and delivery of a multi-phase, multi-year ERP Roadmap program at a major N.A. Steel company. The program was coordinated with JIRA and Confluence project management software using an Agile methodology. The team consisted of 15 client IT and 10 consulting resources during the program. Phase 1 of the program delivered an upgrade of one Oracle EBS instance from 12.0 to 12.1.3 and a consolidation of company-wide General Ledger data into an Enterprise instance. Phase 2 consisted of the migration of four plant locations for procurement, receiving, and inventory functions from a legacy mainframe system onto the Enterprise instance. Phase 3 continued with the implementation of the standardized Oracle EBS solution for three more plant locations. At this time, the entire organization was on a single Oracle instance. Phase 4 was an Upgrade of the Enterprise instance to the latest R12.2 release, delivered remotely during the pandemic.

Executed a comprehensive team technical review of an existing R12.2 EBS installation at a global $1.5 Billion Financial Payments Platform company. The team reviewed all business processes, system configurations, and custom extensions across the entire system architecture of the North America division. A significant Master Data Management project was proposed to eliminate manual data entry and improve the timing of system integrations.

Consulting Project Manager at a multi-site M&A integration project at a major Paper Manufacturing company based in Wisconsin. The company acquired a total of five new paper mills and converting facilities in the New England region. The new sites converted onto the current Oracle R12.1.3 system of the acquiring company over a single weekend cutover. Also served as the Testing team leader, and the functional expert in the Procurement department. The project was a full life cycle of planning to implementation and then support in under one year.

Team Leader on the Global Design phase of a multi-year world-wide implementation of Oracle EBS R12.1.3 at a $5 billion Technology company.  An existing Oracle production instance in EMEA was selected to be "globalized" for use by all operating regions in the organization.  Focused on the challenge of designing global processes and technical components in the functional areas of Order Fulfillment, Revenue Recognition, VSOE Compliance, and Collections.

Leader of an IT "Task Force" providing QA audits of the deliverables created during the Planning/Design phase of an implementation of Oracle EBS R12.2.4 at a large Technology Company. The client was retiring several critical legacy systems and standardizing their business onto a single Oracle EBS instance.