Liz George Gilman
ERP Implementation Project Manager @BST Global
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WORK HISTORY
ERP Implementation Project Manager @BST Global
Tampa, FL, US
Lead the successful delivery of enterprise software implementations, upgrades, and business work orders, with project durations ranging from 3 to 12 months and budgets between $50K and $300K.• Manage a portfolio of concurrent projects valued between $100K and $500K, ensuring on-time, on-budget delivery while meeting or exceeding client expectations.• Provide hands-on leadership and strategic oversight for 10–15 active implementations, driving execution quality and alignment across cross-functional teams.• Collaborate with Solutions leadership to forecast resource needs, manage capacity, and mitigate project risks in dynamic delivery environments.• Standardize and optimize project governance by maintaining compliance with internal tools, frameworks, and reporting structures.• Serve as a liaison between BST and client executive leadership, facilitating transparent communication, resolving delivery issues, and strengthening long-term partnerships.• Oversee hiring, onboarding, and development of project managers; foster a high-trust, performance-driven culture aligned with company values.• Drive continuous improvement through lessons-learned reviews, stakeholder feedback integration, and proactive knowledge sharing across the delivery team.
EDUCATION
Clemson University
Doctorate of Philosophy , Human-Centered Computing
Clemson University
Masters of Science, Management
Wilbur O. and Ann Powers College of Business at Clemson University
Bachelor’s Degree, Management Information Systems minor in Non-Profit Leadership
ABOUT LIZ GEORGE GILMAN
I specialize in leading cross-functional teams to deliver scalable, ethical technology solutions across sectors—from enterprise AI to public sector innovation. With over 8 years of experience in project delivery, stakeholder engagement, and digital transformation, I thrive at the intersection of strategy, systems thinking, and human-centered design.
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