Winston Card

Executive accountability for IT operations, infrastructure, security and divisional applications supporting 4,000+ users across 50+ offices and plants in the US, Canada, Mexico, Central and South America. Owns strategy, architecture, governance and the $16M+ budget.

• Lead 66 people across four functions, including managers and team leads, and replaced generalist coverage with functional depth and defined career paths.
• Wrote and presented the enterprise AI business case that moved five initiatives off developer keys onto contracted terms with zero retention, per-project keys and central audit, evaluating two vendors in parallel against real documents.
• Standardized one integration layer so AI agents reach ERP, CRM and helpdesk data through named tools with per-user credentials, with writes gated and several services read-only by construction.
• Put document and email automation into production with confidence thresholds routing uncertain cases to people, cutting quote preparation from hours to minutes while reviewers keep the final say.
• Built the AI-assisted development practice: shared conventions, project scaffolding, a deny-first policy for coding agents, prompt anonymization, and onboarding that has a new engineer shipping in five days.
• Chair the change advisory board and own IT general controls, service management and audit evidence across the region.
• Negotiate enterprise software and cloud agreements directly, and hold integrators to committed outcomes on capital projects.
• Run major incident response and hold 99%+ availability for plants operating around the clock.

Led enterprise SAP and manufacturing systems delivery across multi-site operations, owning program strategy, governance and partner performance.

• Business-side program lead for the ECC6 to S/4HANA migration and two greenfield manufacturing execution implementations.
• Directed 40+ people, 11 internal and 30+ from the integrator and partners, across multiyear work.
• Owned delivery governance, scope control and integrator performance on programs carrying $10M+ budgets.
• Defined and executed the 5-year systems roadmap covering ERP modules, manufacturing systems and third-party integrations.

Directed IT operations and divisional applications for over 4,000 users across 37 sites in the US, Canada and Central and South America.

• Ran infrastructure, networks, server operations, backup, telephony and collaboration technology against agreed service levels.
• Built the governance layer: change advisory board, IT general controls, and service management processes with evidence behind them.
• Led cloud service reviews for control compliance and drove standard patterns across divisions.
• Improved productivity through automation and system integration, and set direction for application and development lifecycle management.

Led a team of 11 through the ECC6 to S/4HANA migration and two greenfield manufacturing execution implementations, managing the implementation partner as business-side project manager.

• Delivered the S/4HANA migration for North America plus greenfield implementations that brought acquired businesses, including one worth $250M+, onto the platform.
• Planned and managed a budget over $10M+ and coordinated 30+ partner resources alongside the internal team.
• Built the 5-year transformation roadmap spanning ERP modules, manufacturing systems and integrated platforms.
• Architected real-time integration between the CRM and ERP, removing manual transfer from the quote-to-cash path.
• Rolled out cloud reporting alongside S/4HANA and moved three businesses with ~$700M combined turnover onto one platform with shared definitions.

Ran finance and accounting for North American operations under GAAP and IFRS, with 14 direct reports.

• Led accounts payable, inventory control, plant controlling and financial accounting for a division of 1,000+ employees.
• Prepared and delivered statements for five manufacturing facilities in the US and Canada, and signed off group reporting input for the listed parent.
• Served as business system manager for ERP changes across the division, the first role combining finance and systems responsibility.
• Built and analysed annual operating budgets for all North American groups.

Finance lead for plant operations: cost accounting, reporting and operational performance analysis.

• Owned the plant P&L, cost control and performance reporting.
• Partnered with plant management on efficiency, production cost analysis and capital investment cases.
• Learned manufacturing operations and supply chain at plant level.