Ralph Lauren

Program Initiation Team objectives:

• Creation of a detailed and documented understanding of the current RL IT AS-IS application environment across all 3 regions. This includes all objects in scope for transition on both an interim and permanent basis. These objects include but are not limited to interfaces, data, reporting, access, third party systems as well as RL ERP and Edge systems
• Creation of a detailed and documented understanding of the current RL IT AS-IS infrastructure environment across all 3 regions. This includes all infrastructure objects in scope for transition on both an interim and permanent basis
• Creation of an interim state framework that outlines how the RL systems will need to be set up during the period of transition to the TO-BE status
• Agreement on the way the current systems will be maintained during this interim state identifying when investment will be reduced so that the existing platforms move into a maintenance only status
• Definition of the migration package, toolset, scope and approach that will allow for the continued roll out of the new platform over the forthcoming years facilitating a smooth transition of the company as it gradually transitions over
• Finalization of the scope of the TO-BE ERP system, agreeing where the functionality will reside (ERP versus EDGE) within which system. This will also include mapping out the dependencies on the edge systems within RL at both a data object and interface level
• Finalization of infrastructure and related security solutions to support the TO-BE ERP system
• Definition of the operational requirements to ensure that the new platform meets the needs of the business to meet the RTO/RPO agreements and that all the necessary reporting, alerting etc is in line with RL standards. This includes items such as automation in areas of data archiving, scheduling, alerting etc.
• Definition of the integration strategy and approach along with the detailed to create a seamless transition which provides flexibility and agility to provide a competitive advantage to the business going forward
• Creation of an automated testing strategy identifying the approach and tools that RL should adopt to speed up the acceptance of the systems, increasing the quality, reducing the time to introduce new changes, enabling volume testing to simulate peak workloads. This approach will accommodate both RL generated functional and vendor system releases
• Creation of an application documentation repository containing all information for both the AS-IS environment and the TO-BE systems going forward. The intent will be to create detailed information in an approved tool or framework that will be used ongoing throughout the project and beyond
• Creation of an overview of the approach for data migration, outlining the plan, ownership, roles and responsibilities and any tools required to perform the cutover from the existing ERP systems including the interim state
• Identification of the impact of the new NGT ERP system on the data analytics and reporting capabilities within RL. Identification of the way the new solution will best integrated into the data analytics domain and outline the impact on current reporting solutions and how to remediate
• Design and implementation with the partnership of the NGT ERP SI and Information Security a clear Cyber Security framework for the Hybrid cloud design based on NIS and CIS standards
• Creation and implementation of the transition to support documentation with the TO-BE ERP system with clear RACI matrix between RL Technology I&O, Security, Applications, and the TO-BE ERP system provider

As part of the transformation to the NGT ERP platform the existing 3 x ERP systems will be replaced. Not only do these systems provide the functional capability within the RL environment they also provide a significant amount of reporting that is used across the business for numerous reasons including day to day operational functions. With the replacement of the ERP, the impact of these changes needs to be fully quantified, and a plan developed to provide the replacement data and/or  information.

To support the development of the plan and subsequent investment case, a strategy to deploy the NGT ERP and create the subsequent reporting capability is required; therefore, the approach to be adopted is to catalogue the existing usage of data and analytics and determine the path forward. During the period of the NGT ERP deployment, there will be a significant period where the AS-IS environment and the TO-BE environment must co-exist together. This will require detailed reporting to be maintained across the two platforms, allowing the business to perform its regular reporting as well as maintain compliance with all regulatory requirements.

In addition, the rollout of the new platform will be performed on a regional basis, probably cutting over by country, therefore the migration to the new platform has to be considered very carefully across all channels. Defining the impact on the current reporting platforms and how this will be bridged is critical and creating an agreed strategy and then the detailed plan is a major deliverable from this role. This role will work very closely with the RL IT application, business leads and vendor to define the approach for both of these areas.

Initially the role will focus on defining the current landscape, collecting all of the required information to describe the AS-IS environment. This will be across all 3 regions and will focus on the ERP systems, reporting, and data dependencies and structures. Agreement must be drawn up with the application domains to identify dependencies on reporting and analytics. Then the TO-BE environment must be considered, and a strategy and plan drawn up to support the analytics and reporting ongoing.

The strategy and plan must consider all aspects of the interim state and migration including reporting. Once the strategy is agreed the plan must create a series of work packages that specifies the level of effort required and then how the program will deliver the new capability This will include the definition of roles and responsibilities of how the service will be delivered and maintained. Working closely with the ERP vendor is crucial.

Support will be provided to plan and collect the information, managing the data collected and enabling the lead to focus on the activities, rather than the repository of information and the details to create the plan.

The role will also ensure that there are formal processes in place to sign off the data collected, with various gates being defined through the process to ensure that teams are bought into the approach. The migration lead will also be seen as an evangelist for the program, helping to educate, raise awareness, and grow confidence in those around them. They will become a focal point for the program and will generally help to raise the profile and understanding of the program within the company.

Responsibilities include:

• Work with all the IT, business, vendor teams to ensure the scope is clearly understood
• Creation of a clear picture of the current AS-IS, documenting the data flows, reporting systems, data objects and dependencies and integration points for the current ERP systems by region
• Ensure that the ownership (business and IT) is clear within the reporting systems, that are dependent on the current ERP platforms. Ensure that each of the reports/systems identified has a clear owner and the linkage to how the data is generated is captured
• Work with the nominated business members of the project to identify and assign responsibility at a reporting and data entity level where possible
• Alignment on the reporting capability with the business process flows so that the project teams can ensure that reporting points are captured cleanly and that the flows ensure clarity of ownership
• Identification and quantification of the impact on the interim state identifying where reporting is required and for how long
• Outline of the impact, creating a technical strategy and a plan to deliver the requirements at a high level to ensure that this can be undertaken as part of the program. This also includes the necessary business verification and reporting that is required
• Identification and creation of the migration and final cut over reporting requirements, detailing the impact and create the subsequent budget and plan to meet the business needs. This also includes the necessary business verification required
• Creation of the TO-BE reporting strategy that identifies how data analytics and reporting will be performed from the NGT ERP solution ongoing. Outline how historical data will be managed
• Identification of gaps in any of the potential process or technical areas supporting the data and analytics reporting within the TO-BE solution so that mitigation can be created within the detailed design phase. This will entail working closely with the TO-BE vendor team
• Preparation of the various teams as much as possible for the upcoming mobilization. Use of engagement to educate, but also to listen and absorb and represent back the findings of the teams
• Creation of an approach to testing that will enable an agile approach to developing and releasing new capabilities that encompasses the reporting and ERP systems to create a common method across the RL systems in scope
• Assistance in identifying training needs to facilitate knowledge required by the teams
• Development and maintenance of individual and integrated project plans, including scope, objectives and milestones, deliverables, risks and issues
• Agreement an overall approach for the capturing of business requirements, documentation, testing criteria in an efficient manner that will allow for a more agile approach to managing change going forward
• Assistance in defining the strategy for the development and support of the system ongoing

• Minimum 5+ years of experience with a proven track record in related role with experience of managing external parties
• Experience within a vertically integrated global retail environment; fashion apparel experience is highly desirable
• Exceptional written and oral communication skills. Must be adept at translating complex concepts into actionable plans
• Ability to confidently engage with and influence senior executives
• Strong analytical skills: Leverage data to make strategic decisions
• The ideal candidate is pragmatic, a problem solver, thrives under pressure, and excels at multitasking. Has the ability to make decisive and timely decisions while acting with authority
• Strong strategic vision but is also comfortable taking a hands-on approach to achieve results
• Can be based in NY/NJ or CH