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Microsoft Office Data

Lewis Center, Ohio, United States
January 25, 2018

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(740) ***-****


As a Business Analyst Transform current manual processes, usually being accomplished using Microsoft Excel, Word, Power Point, SharePoint, and Essbase, into functional solutions with Microsoft Access as the main platform. Candidates for conversion are generally very involved data manipulation applications where the process is centered on a few resources who are the SME’s regarding the complete conversion from source to output. Usually there is a great deal of time spent by the SME in manual transformation of the source data, allowing for introduction of human error, an inability to confirm or independently audit results and often a single point of failure.

Work closely with application users/owners to ensure project requirements are understood and implemented.


Continued interaction with owners of the process to be developed.

Maintain close contact with the resources who will implement the process.

Gain an understanding of the current process and identify where improvements can be made.

Recommend potential solutions/improvements to the users of the tools to be developed.

Review aspects of operation with end users throughout all phases of the development.


Software/Databases: Microsoft Office, Word, Power Point, MS Access, Excel, Spreadsheets, SQL Server, Oracle Databases, Quattro Pro, SharePoint

Methodologies: Database Management, Requirements Analysis, Process improvement, Process implementation.

Skills: Database Performance Tuning, Software Development, Problem Solving, Documentation Skills, Verbal Communication, Data Maintenance, Database Security, Promoting Process Improvement, System Administration, Microsoft Office 365


JPMorgan Chase


2006 – Nov 2017

FTE (Business Analyst)

Automated ETL Process (example 1):

Improved data collection process. Prior to automating, five associates were required, as each was the Subject Matter Expert for one of the five source systems of record. After automating, all source files were acquired by one associate, not an SME.

RESULTS example 1:

Reduced data processing time. Prior to automating, each person processed his own data, manually using Excel. After processing, all source files were processed daily, by an Access Database. Total processing time for all source files became less than 10 minutes and was accomplished by one associate, not an SME.


Improved frequency of reporting from weekly to daily. All reports were posted on SharePoint, and e mailed to appropriate distribution list recipients.

Automated ETL Process (example 2):

Due to the complexity of the spreadsheet, it took four days to gather the source files, compile the results and to build and format all the pages in the spreadsheet. The report was used by one Corporate Level Senior Manager with 12 Regional Managers who were direct reports. All pages were reviewed every Friday, in a four hour meeting.

Original process: One associate was required for gathering and processing the source date files, on a weekly basis. The associate was the SME for the data, having had a number of years of experience in producing reports containing the data.

The goal was to automate the building of a multi-tab Excel spreadsheet to contain:

All original reporting detail data

Additional Color Coded Calculated Values

Charts and Graphs, Pivot Tables

Historical charts showing changes in source and derived values for a specified number of weeks.

Each set of data (13) was presented individually. One for each Regional Manager, and One for Corporate.

RESULTS example 2:

Reduced data processing time. The same user completed the entire process in less than an hour.

Improved Presentation. Everything in the spreadsheet was produced by Access. All manual updates previously completed by the user, were automated (KPI values with color coded RAG ratings, all charts and graphs, all data tables)

Final review time prior to the Friday meeting was reduced from a few hours (with no required updates or corrections) or at least one hour if everything looked accurate, to about fifteen minutes.

Confidence in the data improved dramatically. All the data was included in the spreadsheet, which resulted in the same conclusions, regardless of which tab, or chart, or graph that was being challenged.

The 12 Regional Managers could now be held to a higher standard, due to the accuracy and repeatability of the presented data. Downstream managers could also be held to higher standards.

RESULTS generic:

Overall improvements in Data Quality and Reliability and Report Flexibility – If a number was questioned, we could provide the data that generated the results and determine why a number was being questioned. If there had been an unreported change in the formula used to calculate the variable, the change could be implemented in a few minutes, and the report regenerated shortly thereafter. All reporting parameters were stored in tables, where they could be changed as necessary, and used in the next iteration of reporting without having to rewrite the report generating code. KPI’s could be added, or not reported on through table entries with definitions of each measurement


Delivered similar results to multiple groups, where reporting was being completed Manually.

With management approval, extended invitations, to other groups within the department, to:

Review current reporting requirements and report generation procedures

Make recommendations for improvements in the processes

Build applications to automate selected reports

Train staff in use of applications

Maintain contact with end users to ensure the applications were kept up to date

Provided results data to QlikView



Data Center Migration – Project Management Progress Tracking Application

Provided reporting for various levels of management, on a daily, weekly and monthly basis. Tracked project management progress, provided feedback to project management with overviews of progress with attention being placed on deficiencies and next steps.

Collected, processed and distributed information for various Scorecards and Dashboards, which previously had not been available. Expanded my sphere by association with other organizations within the bank, by way of personal contacts, to automate their data processing applications. Improved efficiency by automating the processes in place, which allowed resources to become involved in projects with greater scope. Through review of existing processes, found examples of inaccurate data in reports, and with the permission of the owners of the reporting processes, corrected the processing to ensure the accuracy of the data.

Called upon to work with other groups to develop new applications for tasks thought to not be possible to complete (using the tools at hand that everyone was comfortable using).

Worked closely with each to understand what their report(s) were intended to illuminate.

By converting the manual processes into systematic sequences of process steps that can be executed by a user who does NOT need to be an SME, the possibility of introduction of human error is reduced, the process becomes more independent of the user, and the time involved is reduced from a matter of days to a matter of minutes.

The process can be repeated at will, with an expectation of the same result, regardless of the user.

The application owners gain confidence in the product and can involve fewer resources to produce more deliverables in less time.

By using Microsoft Office products (Access Excel and Outlook), development time, compared to that experienced using SQL or other similar tool sets, is significantly reduced.

An additional advantage to using Access as the database is its user interface.

If variables need to be introduced into the process by the user, forms are available with prompts as a means of data collection.

With most reporting using Excel as the primary application for presentation, Access has the capability to build Excel files dynamically.

JP Morgan Chase (as a contractor)

– in May 2006 converted to a Full Time Employee


Automated processes for :

Real Estate Project Accounts Payable Application, Purchase Order Application, Weekly Reporting to Dallas for Accounts Payable attention.

First USA Visa

Rewards Tracking Application, Inventory Application

TEKSYSTEMS, Columbus, OH 1999 – 2002


Columbus City Schools Transportation Department, Columbus, OH

Columbus City Schools Treasurers Office, Columbus, OH

Columbus City Schools Warehouse Operations, Columbus, OH

Columbus City Schools Pay Roll Department, Columbus, OH

Columbus City Schools was a special client, in that I was called upon to help complete an application started by someone else. It essentially tracked activities of personnel in the treasurer’s office. However, the scope expanded to processing of special invoices from Policemen, Officials and Vendors who serviced sporting events for the district. In the process of reviewing the invoices, the database detected duplications of invoices, and notified the processor of the invoices. In time, the entire Invoice Process Loop was closed when the database was fed the information concerning the invoices from the accounts payable system Once the loop was closed, duplicate invoices could no longer slip through the system. Additional functionality was added to generate numerous reports used throughout the School System. A report that had taken an individual two days per week to generate was converted through the database, and generated in 5 minutes. Eventually, the database was used to generate 1099 forms for tax purposes My time was extended, when I was asked if I could help the transportation department.

For the Transportation Department, the requirements were to build a database to track the routes of all the school buses, and other vehicles used by the department. Included were driver assignments, adherence to the schedules, maintenance items with expenses, circumstances relating to variances in time, between the schedule and actual.

When the databases were put in place for the Treasurer’s Office, and the Transportation Department, I was asked if I could help with the Warehouse, which housed everything for the entire school system,

The first concern was to build an inventory system to facilitate a quicker means of locating items, and to improve the timeliness and accuracy of the inventory counts. Again, it was agreed that an Access database had the ability to track the activities of the Warehouse. A system was put into place, tested and accepted. The manager was trained on the design and use of the database, and was given my personal contact information, in case he had any issues.

Met with client personnel to determine feasibility of using Microsoft Access to develop an automated solution to their problem.

Met with managers and end users to understand their business processes and establish functional expectations for design of databases to mirror their business processes.

Transitioned data from previous releases of Microsoft Access and Excel, as well as from text files and other spreadsheets and databases.

Designed and developed databases at client locations using MS Access, extensive VBA code and interfaced with SQL Server and ORACLE Databases.

Met regularly with managers and end users to report and gauge progress, and to determine suitability of product.

Modified design specifications as a result of regular progress meetings.

Trained on-site personnel on Microsoft Access, to enable the client to maintain or modify applications.

Provide phone support to trained client personnel.

ALLES FINANCIAL, Dublin, OH 1990 – 2002

Independent Contractor Financial Planner

Developed spreadsheets to facilitate the creation of the “Plan” using Quattro, Quattro Pro and Excel.

Automated the semi-monthly payroll using Paradox and Quattro.


Electronics and Computer Engineering

Associate's degree equivalent

US Navy Electronics and Data Systems Technician Schools, Feb 1965 – Aug 1966

Computer Programming, Process Measurement and Control Equipment Installation, Maintenance, and Feature Design

Associate's degree equivalent

University of Wisconsin-Eau Claire -Technical Instructor, Course Design, Analytical Problem Solving, and ABB - Industry Specific Technical Training, 1994 - 36 weeks (40 hours per week)

Reynoldsburg High School Ohio

Reynoldsburg Ohio

Graduated 1964

GPA 3.6 Rank 11 of 136 in class

Member of National Honor Society


On the Job Training – On going

Database design and development and maintenance. Automation of routine manual processes

Conversion of Business Requirements into Technical Specifications

Complete ETL process for all applications

Continuous improvement philosophy

Contact this candidate