Dmitriy Gerzon

Tasked with accelerating the organization's digital capabilities, I led a team of high-potential employees to define and execute a comprehensive Digital Enterprise Transformation strategy. After establishing the strategic framework, I personally drove execution for three critical components: Enterprise Architecture, Integration COE, and next-generation Intelligent ERP Core.
The Enterprise Architecture-driven approach enabled faster technology deployment, while the Integration and MDM COEs… Show more

Tasked with accelerating the organization's digital capabilities, I led a team of high-potential employees to define and execute a comprehensive Digital Enterprise Transformation strategy. After establishing the strategic framework, I personally drove execution for three critical components: Enterprise Architecture, Integration COE, and next-generation Intelligent ERP Core.
The Enterprise Architecture-driven approach enabled faster technology deployment, while the Integration and MDM COEs created scalable data foundations that supported rapid business expansion. This digital foundation improved time-to-market for new initiatives while freeing up approximately $20M over 4-5 years for investment in growth-focused digital capabilities. Show less

To create competitive advantage through early technology adoption, I led the implementation of cutting-edge SAP S4 platform capabilities before widespread market adoption. Working directly with SAP Product Development in Germany, I influenced their roadmap to align with our business growth requirements, secured specialized support for rapid deployment, and overcame resistance by developing working prototypes that demonstrated immediate business value.
This early-adopter approach accelerated… Show more

To create competitive advantage through early technology adoption, I led the implementation of cutting-edge SAP S4 platform capabilities before widespread market adoption. Working directly with SAP Product Development in Germany, I influenced their roadmap to align with our business growth requirements, secured specialized support for rapid deployment, and overcame resistance by developing working prototypes that demonstrated immediate business value.
This early-adopter approach accelerated our time-to-market for new capabilities, attracted top industry talent seeking innovation-focused environments, and created a sustainable platform that required fewer updates while saving $5.5M through strategic negotiation of early-adopter incentives. Show less

Recognizing that internal capability gaps were limiting growth velocity, I proactively developed an SAP Center of Excellence (COE) during rather than after ERP implementation. In six months, I secured executive support, recruited specialized talent aligned to capability needs, implemented targeted training programs, and established continuous improvement mechanisms.
This strategic talent initiative dramatically accelerated system performance by reducing support tickets by 82%, decreasing… Show more

Recognizing that internal capability gaps were limiting growth velocity, I proactively developed an SAP Center of Excellence (COE) during rather than after ERP implementation. In six months, I secured executive support, recruited specialized talent aligned to capability needs, implemented targeted training programs, and established continuous improvement mechanisms.
This strategic talent initiative dramatically accelerated system performance by reducing support tickets by 82%, decreasing dependency on external resources by 320%, and improving solution delivery speed by 300%. The high-performance team became a critical growth enabler, significantly accelerating the organization's ability to deploy new business capabilities while optimizing implementation costs. Show less

One of our customers with 3 distribution channels shared ~80% of SKUs, with manual processes limiting growth potential. Commissioned by the SVP of Merchandising to create a scalable inventory solution, I led a cross-functional team to design an innovative inventory flexibility/transparency approach that maintained channel-specific accountability while enabling rapid market expansion.
Implementing this solution into the ERP platform created real-time visibility into inventory trends aligned… Show more

One of our customers with 3 distribution channels shared ~80% of SKUs, with manual processes limiting growth potential. Commissioned by the SVP of Merchandising to create a scalable inventory solution, I led a cross-functional team to design an innovative inventory flexibility/transparency approach that maintained channel-specific accountability while enabling rapid market expansion.
Implementing this solution into the ERP platform created real-time visibility into inventory trends aligned with consumer behavior shifts, accelerating inventory velocity and freeing up $17M of working capital for growth initiatives. This scalable strategy was subsequently replicated globally, becoming a foundation for the company's market expansion efforts. Show less

Promoted and tasked by the SVP of Commercial IT to transform vendor relationships into strategic partnerships that could accelerate growth initiatives, I developed an innovative Harmonized Vendor Score Card framework. This comprehensive approach aligned vendor capabilities directly to business outcomes through a structured evaluation of scope, resource capabilities, development expertise, and implementation approach.
Despite initial resistance to this new methodology, I successfully engaged… Show more

Promoted and tasked by the SVP of Commercial IT to transform vendor relationships into strategic partnerships that could accelerate growth initiatives, I developed an innovative Harmonized Vendor Score Card framework. This comprehensive approach aligned vendor capabilities directly to business outcomes through a structured evaluation of scope, resource capabilities, development expertise, and implementation approach.
Despite initial resistance to this new methodology, I successfully engaged key partners through collaborative workshops and transparent evaluation processes. The resulting framework generated approximately $30M in implementation efficiencies for the company's SAP S4 project, with $16M realized in the first 12 months, while dramatically improving project velocity and capability delivery. Show less

Challenged by the CIO to create alignment between business growth objectives and technology capabilities, I identified key opportunity areas and established an Enterprise Architecture-driven approach to technology investment.
I formed an agile cross-functional team, implemented a phased roadmap development process, led vendor partner selection, and secured executive funding by demonstrating clear growth impact. This strategy created alignment across brands and channels, providing a scalable… Show more

Challenged by the CIO to create alignment between business growth objectives and technology capabilities, I identified key opportunity areas and established an Enterprise Architecture-driven approach to technology investment.
I formed an agile cross-functional team, implemented a phased roadmap development process, led vendor partner selection, and secured executive funding by demonstrating clear growth impact. This strategy created alignment across brands and channels, providing a scalable technology foundation that supported market expansion while redirecting $30-45M from maintenance to growth initiatives over five years through strategic application prioritization and platform modernization. Show less

Charged with developing a strategic approach to technology platform selection by the SVP of IT, I rapidly assembled a methodology focused on business capability enablement rather than technical features. Within just 30 days, I engaged a strategic partner, created a comprehensive Capability Map aligned to growth priorities, and defined an agile future architecture.
After securing executive buy-in, we selected a platform that would enable business agility, negotiated $5M in licensing… Show more

Charged with developing a strategic approach to technology platform selection by the SVP of IT, I rapidly assembled a methodology focused on business capability enablement rather than technical features. Within just 30 days, I engaged a strategic partner, created a comprehensive Capability Map aligned to growth priorities, and defined an agile future architecture.
After securing executive buy-in, we selected a platform that would enable business agility, negotiated $5M in licensing optimizations, and eliminated approximately $20M in unnecessary customizations that would have slowed future scaling. This framework became the organization's standard approach for evaluating growth-enabling technologies, directly contributing to my promotion to Director of IT, SAP Solutions Architect. Show less