Project Manager Management
Resume:
Joseph H. Christ, CPA
Hackettstown, N.J. 07840
E-Mail: ***.*.******@*****.***
SKILLS
Project Management
SOX Compliance
Healthcare Compliance
Policies & Procedures
Internal Controls
Process Mapping
Internal Audit
Systems Implementation
Application Security
Operational Audit
IT Audit
Change Management
Financial Accounting
Financial Reporting
Budgeting & Forecasting
Enterprise Risk Management
Software Applications:
MS Visio
MS Access
MS Excel
SQL
Adobe Acrobat
MS PowerPoint
MS Word
MS Outlook
MS Project
MS Publisher
SAP
Oracle/PeopleSoft
Teammate
EXPERIENCE:
Independent Consulting Engagements (2011 – 2015)
Eagle Pharmaceuticals Inc. (2014 to 2015)
Healthcare Compliance/SOX Compliance/Internal Controls/ Policies & Procedures/Audit
Served as a project manager leading a cross functional, multi-department, team to establish a Healthcare Compliance program at Eagle Pharmaceuticals Inc.
Defined project scope, resource requirements, system requirements and timeline.
Identified compliance requirements specifications, implemented a plan to track deliverables to completion.
Presided over regular status meetings to identify issues, propose solutions and inform senior management.
Organized efforts of cross-functional team including Legal, Scientific, Regulatory and Medical Departments.
Delivered fully functional health compliance program including authorized policies/procedures, cost accumulation systems and methods, as well as, meeting all required governmental filing deadlines.
Led project and secured additional resources to address mid-year SOX compliance requirement.
Evaluated current business processes and IT architecture/applications. Made recommendations to senior management to align with industry best practices, SOX control requirements and operational efficiencies.
Process mapped current-state processes and defined future state processes to illustrate SOX compliance.
ImClone Systems (2011 to 2012)
SOX/Internal Controls Consulting/ Interim Accounting Director
Assumed Accounting Director’s role on an interim basis, documenting current process for evaluation.
Assessed impact of prior acquisition on subsidiary business processes and IT infrastructure.
Documented evaluation of the resource and IT infrastructure requirements to establish SOX compliance
Evaluated all business and IT processes for compliance with SOX internal control requirements.
Identified process improvements, IT control enhancements and communicated the same to senior management.
Documented process improvements through the use of detailed policies, procedures and flow diagrams.
Developed process enhancements, calculated any additional system/resource implementation costs.
Defined business requirements, designed solutions and implemented process and application remediation.
Created test scripts to evaluate operational control effectiveness of new processes and system applications.
Evaluated test results. Communicated progress and proposed solutions for test failures to senior management.
Provided updates regarding project milestone achievements and issues requiring management attention.
Performed monthly closing / reporting / account reconciliations and analysis.
Developed functional training materials and successfully executed knowledge transfer to effectively complete the transition of these interim responsibilities to a permanent company resource.
Aligned all internal control enhancements in accordance with parent corporation’s established framework.
Advised management regarding components of enterprise risk (Operational, Financial, Information Systems).
Ferring Pharmaceuticals Inc. (2008 – 2011)
Senior Manager – Policies and Internal Controls (Converted to employee on 6/2010)
Evaluated current state of company business processes and supporting IT infrastructure.
Solicited process owner input on process deficiencies and developed specifications for process improvements.
Reported control deficiencies and made specific recommendations for process improvements.
Created company policies and procedures that served to establish a control framework across the enterprise.
Performed root cause analysis to eliminate process bottlenecks and improve business performance.
Incorporated these process improvements in the end-to-end business process documentation, identifying control processes and applications, employing both a structured narrative style and extensive use of Visio flowcharts.
Prepared risk assessments at the process and entity level and communicated results to senior management.
Designed operational improvements and internal control solutions to mitigate the identified risks.
Identified functional specifications for the travel and entertainment expense reporting solution necessary to satisfy the federal sunshine act as well as state and marketing disclosure laws.
Worked with IT personnel to enforce logical user access to applications to maintain proper segregation of duties.
Identified or designed, if necessary, all key entity, process level and IT controls in their functional environment.
Evaluated via risk analysis (Impact/Probability) the current internal control processes and applications.
Recommended detailed specifications for business process improvements incorporating industry best practices.
Provided leadership as the project manager for special projects related to business process improvements, compliance issues, etc. across all departments in support of the Chief Financial Officer.
Managed ad hoc projects on behalf of the CFO to facilitate business process improvements.
Coordinated all company activities in support of the external/internal auditors.
Regional Accounting/Consulting Firms (2004 – 2007)
Amper, Politziner & Mattia Internal Audit Manager (2005 to 2007)
Accume Partners Audit Manager (2004 to 2005)
Cohn Consulting SOX Manager (2004)
Administered all aspects of project management including project proposals, scoping, planning, staffing, budgeting and progress reporting for multiple Sarbanes-Oxley Compliance Implementations and Internal Audit Engagements.
Assumed project management responsibilities for a failing Sarbanes-Oxley Compliance Project for a small pharmaceutical corporation and managed the project to a successful conclusion (2004).
Developed detailed business requirements for changes in business processes and IT applications to enforce additional control requirements mandated by the Sarbanes-Oxley legislation. Led a multi-departmental, cooperative effort.
Captured and illustrated the interrelationships between the business processes, the underlying supporting IT systems that support them, and the controls that function within them, through extensive use of Visio flowcharts.
Performed enterprise risk assessment identifying significant areas of financial, operational risk and information technology risk. Prioritized each process area based upon risk to ensure appropriate level of control assurance.
Supervised staff of two (2) to five (5) professionals responsible for all process areas, including IT.
Advised clients on the implementation of business best practices, incorporating improvements to their system of internal controls. These improvements also addressed heretofore unmet functional needs of the end users.
Created detailed business process documentation that provided an end-to-end detailed description of each business process, the IT Systems Controls supporting it and producing the a list of key controls that would be tested.
Created test scripts and supervised the execution of these scripts to evaluate the effectiveness of the key controls.
Identified and communicated issues needing remediation to management, based on the test results obtained.
Managed the transition of business processes and related IT systems/applications to adhere to the components of the COSO and COBIT internal control frameworks.
Mentored staff regarding Sarbanes-Oxley Implementation Best Practices. Performed quality assurance reviews of deliverables received from team members and provided guidance for process improvement.
Provided knowledge management and leadership to improve efficiency and effectiveness of Sarbanes-Oxley compliance projects by developing a firm wide SOX Implementation Methodology.
Big Four Accounting Firm (1998 – 2004)
PricewaterhouseCoopers (1998 to 2004)
Senior Associate – IT Security
SAP Security Implementations
Designed job roles based on input from process teams and configured these roles in the SAP application.
Coordinated job role design with process teams, release managers and project team.
Performed trouble-shooting of security objects utilizing system traces in the SAP application.
Reviewed completed job roles to determine that segregation of duties conflicts do not exist.
Configured end user roles in SAP consisting of t-codes, profiles and organizational qualifiers .
Created customized security objects to fulfill the specific security needs of the client.
Prepared and executed test scripts. Evaluated results and developed solutions.
Resolved testing failures through the review of ABAP code for authorization checks.
Accessed SAP On-line Service System (OSS) to obtain security solutions.
Maintained program change control via transports across Development, QA, Test and Production Systems.
Business Process Controls Reviews/ IT Infrastructure Reviews/ Pre and Post Implementation Reviews
Evaluated the effectiveness of General Computer, Program Change Controls and Backup/Disaster Recovery.
Identified pre and post implementation control gaps and made recommendations for control solutions.
Designed and compiled an inventory of controls to address identified process and IT risks.
Assessed effectiveness of configuration, monitoring and reporting controls in an SAP environment.
Corporate (1983 - 1998)
Pearson PLC (1998)
Process Analyst - SAP Implementation Team (Project was cancelled due to a merger)
Developed business process requirements for the SAP finance and controlling modules.
Evaluated legacy system processes and developed specifications for SAP interfaces.
ADP (1996 to 1998)
Senior Financial Analyst
Responsible for the processing, analyzing and accumulating of financial data for newly acquired companies.
Performed Accounting integration of newly acquired companies into ADP Accounting structure/processes.
Developed business requirements for PeopleSoft Implementation.
AT&T (1983 to 1996)
Database Developer
Tax Analyst
Internal Audit
Accountant
EDUCATION
Bachelor of Arts, Queens College Majors: Accounting and Economics 1983
CERTIFICATIONS
Certified Public Accountant 1992
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