Management Project

RANGE OF EXPERIENCE

With over ** years of experience in industry and consulting, I possess strong Enterprise Performance Management expertise. I have led multiple business intelligence, financial planning, reporting, six-sigma and system integration projects, which have redesigned global processes for fortune 500 companies. I have also led several global project implementations including SAP Valuation and Control and Hyperion Planning software.

PROFESSIONAL CAPABILITIES

Business Development / Business Process Transformation / Program and Project Management / Enterprise Performance Management / Business Intelligence / Business Planning and Forecasting / Management Reporting / Order To Cash / Procure To Pay / General Accounting / Month-End Closing / Manufacturing / Performance Assessment and Benchmarking / Resource Management / Hands-on Leader / Problem Solver

PROFESSIONAL SKILLS

SAP / Hyperion Planning / Hyperion Financial Management (HFM) / Essbase / Smartview / TM1 / Cognos, / Business Objects, / PMO Development / Waterfall, Agile and Critical Chain Project Management / Master Data Management / Joint Application Development (JAD) / KPI Development

PROFESSIONAL EXPERIENCE

Resources Global Professionals: Management Consultant and Project Manager, 2016 to Current

Responsibilities include business development, client relationship management, project proposals, project budgets, staff coaching, client executive updates and on-site project management

Banking Industry:

oProgram Director for $10M financial data warehouse project for a large consumer banking company to support regulatory reporting for the Federal Reserve Dodd-Frank Act utilizing Oracle’s Financial Services Analytics Application (OFSAA)

oLed project team consisting of over 100 personnel, including technical and business staff consisting of client employees and consultants, with a focus on optimizing program management processes, data sourcing, project plans, weekly status and steering committee updates

oImplementation utilized Agile project management including scrums, daily standups, and CA Technologies' Rally software

Energy Industry:

oProject lead for $500k invoice centralization project for Geothermal power plant company

oLed 1-month assessment phase resulting in selling a second phase to implement a shared service center to centralize invoice processing for 20 power plant sites to corporate AP department

oOversaw and participated in more than 25 interviews and workshops to document current and future state process models and to understand pain points which resulted in 16 recommendations presented as a prioritized roadmap

PWC: Manager, Financial Effectiveness Health Industries Advisory, 2014 to 2015

Responsibilities included business development, client relationships management, project proposals, project budgets, staff coaching, client executive updates and on-site project management

Pharmaceutical Industry:

oLed $800k assessment for a 30B pharmaceutical company to enable integration of financial data between a clinical finance organization and its key stakeholders focusing on financial management and clinical site payment processes

oDeveloped and led multiple client workshops to understand current state processes and prioritize future state capabilities leading to a gap assessment followed by recommended vendor solutions for streamlining clinical payments to site investigators

oFinal deliverable included recommended vendor solutions to support an RFP process and a 5-year road map outlining an implementation approach

oParticipated in other pharmaceutical projects including leading the consolidation of budgeting processes and developing an information technology organization design for multi-national pharmaceutical companies

Health Insurance Industry:

oConducted a $500k financial management reporting assessment for large Blue Cross / Blue Shield provider by executing a ‘Voice of the Customer’ survey that included interviewing over 40 executives including C-Suite personnel to understand current state and determine opportunities and issues

oIdentified gaps between current state and leading practices, proposed initiatives to close gap, and provided cost benefit analysis for recommended projects

oDeveloped 2-year roadmap to enable a more robust reporting strategy including technology infrastructure, financial planning, and people and organization change recommendations

Gaming Industry:

oDeveloped project portfolio tracking system to manage more than 50 initiatives related to year end close process acceleration to enable a 60 day 10K filing requirement

oEstablished PMO and related processes to manage financial projects

oAssessed financial closing processes for optimization opportunities

Telecommunications Industry:

oLed the closure of project that provided 5 Hyperion planning applications across 4 business units plus a consolidation application

oImplemented managed services model that transitioned project knowledge to client resources

oProvided weekly guidance and input into operational steering committee meeting

Retail Pharmacy Industry:

oDeveloped a ‘day 1’ reporting strategy for a large US Pharmacy who had acquired an international competitor including recommendations for consolidating financial statement footnote disclosure of the Management Discussion and Analysis (MD&A) section of the annual report

oRecommended a phased approach that allowed the deal to close in timely fashion while providing a process to consolidate the companies and recommended a future state roadmap to integrate financial processes and systems

SACS Group, LLC: Business Owner and Management Consultant, 2011 to 2013

oLed implementation of financial planning processes for 50 sales affiliates into SAP from multiple legacy systems for fortune 100 pharmaceutical company

oDevelop and managed processes for monthly, quarterly forecasting and annual business plan cycles

Eli Lilly and Company: Manager, 2009 to 2010

oLed global team responsible for support of business planning and forecasting processes across 75 sales affiliates, multiple manufacturing and research sites and corporate administrative areas

oParticipated on 6-Sigma team responsible for re-designing financial planning processes as part of corporate restructuring initiative which resulted in a 25% reduction in worldwide planning FTEs

oParticipated on additional 6-Simga teams leading to improved internal processes regarding employee privacy, intercompany billing, international tax and procurement

oEstablished Financial PMO utilizing Critical Chain Project Management methodology

Eli Lilly and Company: Project Manager and SAP Implementation Lead, 2002 to 2008

oProject manager for $7M Hyperion Planning project responsible for resource management and project deliverables including RFP, software selection, requirements gathering, solution design, development, testing and training for 75 sales affiliates and 100+ global users

oLed the design and implementation of a global financial planning and reporting processes within SAP including linkages to Order to Cash, General Accounting, Purchase to Pay, Manufacturing, and Intercompany processes

Eli Lilly and Company: Systems Analyst, Currency Trader, Manufacturing Analyst, 1990-2001

EDUCATION

MBA Finance, Indiana University’s Kelley School of Business, GPA: 3.7/4.0

B.S. Computer Information Systems, Purdue University, GPA: 5.5/6.0

ACTIVITIES and INTERESTS

Running, Cycling, Golf

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