Carl Sara started an Air Traffic Ccontrol division for Martin Marietta Corporation prior to the merger with Lockheed. He worked system engineering, programmatic, transition and organizational issues for the FAA for 12 years. Along with colleagues, he successfully audited for Congress the U.S. National Airspace System Plan for functional, performance, cost and schedule completeness.
Carl Sara developed and implemented the "Enterprise Transformation Framework" employed by the Office of the Secretary of Defense to vet 39 enterprise transformations worth over $15B on time and within budget. The design of this framework and its operating mechanics were briefed and adopted at the most senior levels of DOD leadership.
Carl Sara led the team that assessed PepsiCo's $1B transformation to an enterprise SAP/R3 and NCR Teradat/TIBCO architecture. The solution contained $1.4B in risk -- cultural adoption, multi-division deployment, interdependence of SAP solution with a new enterprise data framework. Provided counsel directly to the President and CFO.
Carl Sara led the team responsible for the company-wide implementation of an entire PeopleSoft suite across Kaiser Permanente. The company had more than 100,000 employees and had grown through systematic acquisition of hospital and medical centers.
Carl Sara supported the ADC/Krone Group Merger Management team by preparing a corporate asset rationalization and restructuring plan, briefing the Board of Directors and implementing the plan. They established a consolidation plan that included SAP manufacturing, supply chain, order management, ORACLE financials and purchase-to-pay functions.
Carl Sara spearheaded the design and planning for the post-merger integration of two $500M global supply chain management firms (CMGI and ModusLink.) The consolidation plan was presented to the Board of Directors and adopted.