Project Management Financial Data

SUMMARY: Mr. Lakhani has over ** years of experience in the field of financial data analysis and business consulting. He has applied this experience to support the implementation and operations of financial management and reporting systems, including large-scale Enterprise Resource Planning (ERP) systems. Mr. Lakhani applies his deep understanding of PMO functions for Business process re-engineering (BPR) specific to conducting 9 major Business processes to streamline with enterprise wide Integrated Financial, Acquisitions and Management System (iFAMS) at VA Central Office (VACO).

Mr. Lakhani has been responsible for people management of - hiring, developing and implementing organizational structure, delivering performance reviews, providing continual feedback, coaching and career growth for direct reports. Mr. Lakhani has scaled various organizations to support multiple fast-paced product categories and articulated the technology, requirements, goals and milestones of project teams.

Mr. Lakhani has developed project management documents to include but not limited to meeting agendas, meeting minutes, integration schedules, risk and issue management plans, status reports, and integration specific position papers and presentations. Mr. Lakhani has coordinated identification, documentation, and approval of integration requirements through analysis of client needs across multiple VA programs to include synchronized methodology, processes, and standards to be applied by the entire integration team and VA enterprise support teams. In addition to gathering, analyzing, and cleansing information, Mr. Lakhani created reports for teams to help translate analytics into non-technical insights to help all teams make well-informed decisions based on realistic evidence.

Mr. Lakhani has worked with the project teams to develop end-to-end project plans, influence teams to deliver against them, and keep the org and leadership informed on progress as well as performed risk management and change management to drive internal process improvements across multiple teams and functions.

Mr. Lakhani lead large PMO teams to set milestones, communicate project statuses, and identify/address potential setbacks and to ensure what we build has the right balance of cost vs. benefit, and focuses on addressing the highest priority partner team and customer needs. Mr. Lakhani has served as an evangelist for the team and overall culture, both internally and externally.

At Department of Veterans Affairs Mr. Lakhani developed project management documents to include but not limited to meeting agendas, meeting minutes, integration schedules, risk and issue management plans, status reports, and integration specific position papers and presentations. Reviewed development team deliverables which include interface control document, test plans, schedules, and risk and issue plans. Mr. Lakhani worked with various systems across multiple projects to gather data and develop graphs and charts for the senior management to help make executive decisions. Presented business owners and program managers trends and analysis models to identify future needs. Mr. Lakhani was responsible for building data models to organize important data for different teams across VA administration and for monitoring and handling data to analyze meaningful outcome.

At US Marshals Service, Mr. Lakhani was responsible for executing and maintaining project schedules for these work streams as well as making recommendations to the client on how to best meet their needs. As a Financial Data Conversion work stream lead, Mr. Lakhani made recommendations and managed Mock Data conversion to make sure the conversion data is reconciled and analyzed accurately to help US Marshals Service better prepare for UFMS Go-Live and its potential users. Mr. Lakhani used his expertise with Reimbursable Agreements and help US Marshals identify potential risks and issue to convert Reimbursable data before it was provided to the implementation team. He was also responsible for helping execute and maintain project schedules for business transformation work streams. He also provided extensive logistical and management support for efforts to train over 2,200 Momentum end users, including creating user security roles, training rosters, coordinating travel, and developing supplemental training materials for unique Marshals Service business processes.

EDUCATION

Bachelor of Science, Major Finance, Minor Business, George Mason University, Fairfax, VA, 2005

Bachelor of Science, Major Accounting, Minor Economics, Gujarat University, Ahmedabad, India, 2001

RELEVANT SKILLS/CERTIFICATIONS

ERP Systems: Momentum Financials, Momentum Acquisitions, Oracle Federal Financials, Cognos, PeopleSoft, Rational, Rally, CA Agile Central.

Office and Management Tools: Microsoft Office Suite, Microsoft SharePoint, Microsoft Visio, Microsoft Power BI, Tableau.

SELECTED EXPERIENCE

Guidehouse, LLC 11/2022 to Present

2022 to Present, Associate Director

U.S. Food & Drug Administration – The Center for Drug Evaluation and Research (CDER) - CDER Budget and Acquisition Planning System (CBAPS)

Work with clients to understand enterprise strategies, business challenges, and capability gaps, and design business solutions that include developing and providing business and technology implementation road maps, technology recommendations, and methodologies to develop and implement multi-phase ERP initiatives.

Supporting the business development process from initial contact to opportunity qualification and shaping, solution demonstrations, and leading full proposal response and submission has resulted in success.

Collaboration with client business and technology leaders to lead or support strategic roadmaps, evaluate various business areas, and review market alternatives for COTS products.

Proven track record of leading multiple full life cycle Oracle ERP and EPM implementations in both on-premises and cloud environments.

Identify and address client needs by developing strong relationships with clients, becoming aware of services, communicating with clients in an organized and knowledgeable manner, delivering clear requests for information, demonstrating flexibility in prioritizing, and completing tasks, and communicating and managing potential conflicts.

Develop an implementation strategy and plan, as well as write, communicate, facilitate, and present cogently to and / or for all levels of industry audiences, clients, and internal staff and management, documenting effectively, using non-technical business terms and vocabulary that all users and coworkers will understand, and coordinating, facilitating, and making presentations.

Create models for business and technology solutions (conceptual, logical, physical, and as-built); Design and lead engagements that are aligned with the business needs of a client.

Program Planning: Developing and implementing strategic plans, goals, and objectives for the CBAPS program in alignment with FDA's mission and priorities. This involves conducting research, analyzing data, and identifying programmatic needs.

Budget and Resource Management: Overseeing the allocation of financial and human resources for the CBAPS program. This includes developing and managing budgets, monitoring expenditures, and ensuring efficient use of resources.

Regulatory Compliance: Ensuring that the CBAPS program operates in compliance with relevant laws, regulations, and policies. This involves staying updated on regulatory changes, providing guidance to staff, and coordinating with other departments within the FDA to maintain compliance.

Stakeholder Engagement: Collaborating with internal and external stakeholders to foster effective communication and partnerships. This includes engaging with industry representatives, healthcare professionals, patient advocacy groups, and other regulatory agencies to gather input, address concerns, and promote transparency.

Program Evaluation: Monitoring and evaluating the performance of the CBAPS program to assess its effectiveness and identify areas for improvement. This involves analyzing data, conducting assessments, and implementing corrective actions as needed.

Team Leadership: Managing a team of professionals involved in various aspects of the CBAPS program. This includes providing guidance, mentoring, and support to staff, as well as promoting a collaborative and inclusive work environment.

Training and Education: Identifying training needs for CBAPS staff and coordinating the development and delivery of training programs. This involves staying updated on advances in technology evaluation and research, as well as regulatory requirements, and ensuring that staff members have the necessary knowledge and skills.

Project Management: Overseeing the planning, execution, and evaluation of specific projects within the CBAPS program. This includes setting project objectives, managing timelines and resources, coordinating activities, and ensuring project deliverables are met.

Quality Assurance: Implementing quality assurance measures to ensure that the CBAPS program adheres to established standards and processes. This includes conducting audits, implementing quality control procedures, and identifying areas for improvement to enhance program efficiency and effectiveness.

Trilogy Federal, LLC 01/2017 to 11/2022

2017 to 2022, Senior Manager

Department of Veterans Affairs – Veterans Health Administration (VHA) HR Modernization, Workforce Management & Consulting (WMC) PMO Project

Leading a large team of 20+ employees and conducted all activities related to running a successful project team across all aspects of Program Management.

Serving as a leader who can alter how we receive and land customer-satisfaction signals throughout the entire organization which resulted in deeper insights, more complete storytelling, and faster turnaround while retaining broad organizational partnerships.

Working with top executives around the organization as part of the team's drive to be a change agent and determined relevant measures for project members, prioritized them, and coordinated them to meet project objectives.

Overseeing all project activities and progress in a result-oriented manner with the Modernization program to work efficiently and effectively to meet deadlines between the kick-off and until staff was onboarded.

Co-ordinate interviews, conduct interviews, onboard new team members, provide professional support to the team, and motivate team members to work together to achieve WMC goals and encouraged cooperation within the team.

Recognize and appreciate each project member's strengths, interests, and weaknesses and help team members succeed in their respective project.

Understanding of the VA objective and its area of business, as well as demonstrated ability to translate into a vision for the client.

Produce detailed status updates, identify project complexities, and be proactive in managing those roadblocks.

Identify, evaluate, and prioritize internal and external project issues, as well as develop mitigation strategies.

Establish a positive working connection with the client to successfully managed as the Deputy Program Manager of the project.

Develop project plans and managed customer expectations to keep the project on track.

Work with the team to manage deliverable timeliness, assess documents prior to submissions, and set expectations.

Regularly received positive comments from the client on the project's overall progress.

Create value for team with the client by demonstrating ability to work Agile methodologies to successfully run complex projects.

Build trust with executive clients and performed a trusted advisor’s role to manage expectations and successfully conduct, manage, and deliver high quality outputs.

Consistently showed commitment and motivation to meet deadlines and objectives for the project.

Act as a liaison between VA and contractors to manage meeting cadence, prepare meeting agendas, and take meeting minutes.

Review documented Lessons Learned artifacts to enhance capabilities for future implementations.

Determine relevant measures for oneself and project members, prioritizes them, and coordinates them to meet project objectives.

Work efficiently and effectively to meet deadlines regardless of whether they are under pressure.

Provides professional support to the team and motivates members to work together to achieve team goals and co-operation within the team.

Identifies, evaluates, and prioritizes internal and external project issues, as well as developing mitigation strategies.

Department of Veterans Affairs – Veterans Benefits Administration (VBA) Compensation Service (CS) PMO Project

As a Deputy program manager, lead a team of 21 staff members that provide project management services to support multiple business activities surrounding the management of project planning, scheduling, forecasting, modifying, and sustaining updates for Policy and Procedures and Operations divisions within CS.

Work collaboratively with VBA CS leadership staff to assess and evaluate current processes across CS for improvement opportunities.

Co-ordinate with stakeholders from across all of VBA’s CS Administrations and staff offices performing program management, strategic planning, and process improvement activities. Specifically, support activities around extrapolating data patterns, training, developing charts and graphs, obtaining data through computerized models, and presenting to managers alternative findings to support future decisions.

Manage key leadership and the program management office (PMO) to implement and lead change management methodologies and activities.

Department of Veterans Affairs – The State Home Per Diem Program (SHPDP) PMO Project Manager

Conducting10-10State Home application process in the vendor-managed cloud to reduce delays that Veterans experience with the current manual application process.

Securely provided data needed to conduct detailed analyses of the entire process and identify areas of improvement.

Ensure online 10-10SH will provide capability to perform analytics on application data fields.

Ensure web based 10-10SH process must comply with VA Handbooks and Directives.

Conduct end to end testing to ensure that the entire process integrates and performs as required given the varied scenarios of end user environments.

Provide “Train the Trainer” documentation, facilitation, and support.

Ensure technical support for users will be available post-implementation.

Automate the SHPDP to comply with the Data Act by providing the information needed to track compliance with the 10-day submission process.

Supported conducting analysis PMO team for VAMC and Implementation.

Maintaining POC Log for clinical and administration staff for VAMCs.

Help develop communication planning with OCC.

Support development of training documentation for UAT and rollout.

Maintain tracking lists for all VAMCs to gather information on user roles and responsibilities.

Act as a liaison between VA and contractor to manage meeting cadence, prepare meeting agendas, and take meeting minutes.

Document Lessons Learned to enhance capabilities for future implementations.

Monitor project E-mail box and coordinate appropriate responses.

Help PMO team as needed on ad-hoc requests from the PM, Program Manager and the 10-10SH team.

Department of Veterans Affairs – Veterans Health Administration Customer Care Contact Center (C4)

Project Manager

Provided program education and administrative support as a PM on the helping C4 streamline business processes.

Supported Customer Service Representatives (CSRs) to provide eligibility and benefits counseling.

Conducted IVR support for routing of Veterans and Provider calls support by Optum.

Served as a PM for – C4 transition center and CAR related and answer for outstanding claims.

Worked with VISN 19 & 8, they are delayed due to trunk line capacity issue by C4.

Supported the VISNs and co-ordinate training in Customer Relationship Management (CRM) application to implement nationwide once C3 is live with CRM.

Helped POCs from VISNs CSRs and allowing them to lead and guide their own programs.

Department of Veterans Affairs – Veterans Health Administration Customer Experience

Project Manager

Managed Customer Experience (CX) business unit to serve Veterans call center line as a project manager and provided support on project deliverables.

Managed script writing for Customer Service Representatives to be used for answering veterans and provider calls.

Collected data for routing IVR calls to various call centers (C3, C4, C6) to answer respective questions from Veterans.

Created data flow Visio diagrams on business processes related to Customer Experience management to co-ordinate issues related to community care claims, billings, and payments

Department of Veterans Affairs – Veterans Health Administration Systems Engineer Management (SEM) Resource and Reporting

Project Manager

Served as a manager on VA’s Office of Community Care contract within the SEM Resource and Reporting Initiative’s Program Management Office (PMO) supporting VA's efforts to help manage resources with the development of a resource forecasting tool and assist in the project intake process.

Department of Veterans Affairs – Veterans Health Administration EDI Provider

Project Manager

Served as a project manager to ensure the delivery of project deliverables supporting all product lines within e-Business are completed and delivered on time.

Department of Veterans Affairs (VA), Financial Management Business Transformation (FMBT) Program Management Office (PMO) Support

Integrated team member for conducting Business Process Re-engineering (BPR) for 9 major Business processes to streamline with CGI Momentum Integrated Financial, Acquisitions and Management System (iFAMS).

Facilitated framing and workshops session to assess and develop recommended solutions to be used for planning, scheduling, and tracking integrations for iFAMS as the system of records.

Established appropriate metrics for measuring key project criteria as a process lead for Budget Formulation to Execution and Procure to Pay business processes.

Ensure adherence to quality management standards and procedures and managed changes in operational plan as well as analyze, track, and report project metrics.

Identified and mitigate risks and advise senior management about project management capability and risks.

Communicated to ensure that appropriate information is exchanged among key stakeholders for Department of VA

Managed multiple concurrent efforts through the integration lifecycle of requirements identification, initial configuration, software quality assurance and user acceptance testing, and production release.

Coordinated identification, documentation, and approval of integration among workstreams (e.g., OCM, Data, Interfaces, BPR) and across stakeholder groups (VACO, VHA, VBA, NCA, OALC, OIT & OIC)

Work with tools like SharePoint, Rational & Rally to track and manage Gaps, Parking lot items, Configuration, Requirements and Test Case management.

Ascella Technologies, LLC 11/2015-01/2017

Director

U.S. Securities and Exchange Commission (SEC), Activity Based Costing (ABC) Project

Performed extensive data cleansing and analysis using Microsoft Excel functionality including pivot tables, VLOOKUP’s, data validation, and conditional formatting, to create dashboard reporting with graphs and charts for SEC management

Used analytical techniques to analyze complex program issues of broad impact and effectively communicates complex information to various offices

Prepared reports from an Oracle Hyperion OBIEE/Datamart Business Intelligence system and executes queries based on the client’s requests

Performed analyses of operational program performance information to ensure programs are consistent with long-range planning objectives

Provided project management support services to the SEC for the agency’s budget formulation activities in the Office of Financial Management (OFM)

Briefed executive leadership on critical program issues and provides options for solutions to problems

Gathered data from various resources for reviews and makes recommendations on program performance data to provide accurate and timely information

Created detailed and comprehensive diagrams using Microsoft Visio to determine user, business, and functional requirements. Created vision, scope, and use case documents for business process models, use case diagrams, activity diagrams, and state chart diagrams.

Executed comprehensive studies and selected analyses related to operating programs to develop recommendations on resource adequacy

Formulated recommendations and assisted with the management of a training development team to ensure recommendations were analyzed accurately to help the SEC better prepare for the agency’s Congressional Budget Justification

Applied subject matter expertise to analyze the agency’s Congressional Budget Justification, identified potential anomalies for the SEC’s Budget Office, and validated the comparability of associated values and data

Grant Thornton LLP 09/2011-10/2015

Senior Associate

Administrative Office of the U.S. Courts Headquarters (AOUSC), Judiciary Electronic Travel Systems (JETS)

Executed comparisons of travel management funds against travel vouchers to determine if travel accounts payable transactions reconciled

Performed analysis in the new travel management system to validate that travel vouchers were entered correctly and recorded in a timely manner

Provided business process improvement support services to the U.S. Courts to replace their legacy travel management system and implement the Judiciary Electronic Travel System (JETS)

Made recommendations and managed a training development team to ensure business processes were analyzed accurately

Utilized project management expertise and supported the U.S. Courts in identifying potential risks and issues for users before the new travel management solution was transitioned to the implementation team

Helped in the implementation, rollout, and the integration of the system with JETS and JIFMS (CGI Momentum) for an initial batch interface pilot with the goal of real-time integration between the two systems.

Provided extensive logistical and management support for efforts to train over 1,000 JETS end-users. Support included creating user security roles, training rosters, coordinating travel, and developing supplemental training materials for unique U.S. Courts business processes.

Created step-by-step guides to assist JETS users in performing daily tasks

Fostered strong relationships and trust with clients at AOUSC personnel to obtain the information necessary to coordinate the AOUSCs logistics

U.S. Marshals Service (USMS), Headquarters, Program Management Office (PMO

Developed detailed data mapping crosswalks and created design requirement specifications

Provided project management support services to the U.S. Marshals Service (USMS) to replace the agency’s financial system and implement the Unified Financial Management System (UFMS), a CGI Momentum 7.1 based application.

Executed and maintained project schedules for data conversion work streams.

Created test strategies and provided User Acceptance Testing (UAT) support during functional and integration testing

Made recommendations and managed mock data conversions and provided recommendations to ensure that conversion data was analyzed and reconciled analyzed accurately to help US Marshal Service better prepare for UFMS Go-Live and its potential users

Utilized subject matter expertise with reimbursable agreements to assist the USMS in identifying potential risks and issues converting the associated data

Developed requirements documentation, use cases, project review and analysis documents, and functional design documents.

Provided extensive logistical and management support for efforts to train over 2,200 UFMS end-users, including creating user security roles, training rosters, coordinating travel, and developing supplemental training materials for unique USMS business processes

Supported co-leading the implementation and migration of UFMS 2.2 for USMS AFD.

Participated in UAT for Acquisition Transactions and Purchase Card Reconciliations for the UFMS upgrade to version 2.2.

Developed process maps to deliver training presentations on Momentum Financial Systems functionality, developing specific step-by-step reference guides and procedures to simplify the processing of transactions in UFMS 2.2 successfully.

Assisted users as a help desk representative to correct all technical, functional, and navigational errors in UFMS to assist in the successful processing of documents.

Analyzed and interpreted Status of Funds reports in UFMS 2.2 and Business Objects (BIER) for multiple projects to assist senior Asset Forfeiture Division (AFD) management control the expenditure of appropriated funds.

Prepared Ad Hoc Funds Availability Reports for the AFD Finance Team to identify problem areas and prevent future audit findings.

Deloitte 11/2008-09/2011

Senior Consultant

U.S. Department of Justice (DOJ), Wireless Management Office.

Managed financial and administrative support services for the DOJ’s Law Enforcement Wireless Communications program office, referred to as the Wireless Management Office (WMO). The WMO supports a nationwide integrated wireless network enabling tactical operations communication among all Federal law enforcement entities (e.g., ATF, DEA, FBI, and USMS).

Performed data analysis by identifying different data sources, created logical data models, and identified data relationships between entities

Developed and maintained the WMO Operating Plan data model

Conducted financial systems and business process support for the WMO’s budget division

Conducted requirements analysis, documented processes, and interacted with SES level government clients daily

Created funding documents to support different components such as FBI, ATF, DEA, and USMS and determined the impact on current-year apportionments

Interfaced with business users to prepare and update Business Process Improvement (BPI) and Software System Requirements (SSR)

Supported teams to define, design, and plan the migration of the FMIS system into an agency-wide financial system capability. Identified and resolved issues that would affect user functionality.

Performed gap analysis of DOJ agency rules, business and system process flows, user administration, and gathered requirements to ensure data was compliant and aligned with requirements

Extensively used of Microsoft Visio to determine user, business, and functional requirements. Created vision, scope, and use case documents for business process models, use case diagrams, activity diagrams and state chart diagrams.

Maintained efficient internal logs to track expenditures by milestones for legacy systems and for the reconciliation of financial systems

Defined system requirements related to preparing budget projections and budget exhibits

Supported the preparation of the agency’s Office of Management and Budget (OMB) Budget

Managed and supported the creation of the agency’s OMB Exhibit 53 and 300 reports

Prepared budget projections, budget exhibits, program briefings, and spreadsheets

Prepared and submitted the WMO Quarterly Status Report (QSR) to JMD Budget Staff

Analyzed SF 132’s and 133’s and suggested apportionment schedules as required

Compared purchase requests against operating plan to determine availability of funds

Developed and submitted bi-weekly management reports and completed client requested ad hoc reports as required

Participated in business process improvement efforts related to budget formulation, Earned Value Management (EVM), and other areas as required

Assisted and supported EVM data collection and reporting as required

Supported preparation for annual internal and external audits

Defense Information Systems Agency (DISA), Chief Financial Executive Program Management Office (PMO)

Provided functional support to a Business Intelligence team supporting the Defense Information Systems Agency (DISA)

Conducted financial systems and business process support in a Department of Defense (DoD) environment for the Chief Financial Executive Budget Division

Performed in-depth analysis of data related to DISA’s budget systems, and performed reconciliations monthly

Provided financial data analysis support to client including variance analysis, profitability analysis, and monitored funding balance with contract estimate to completion (EAC)

Used PeopleSoft Financials to analyze Federal financials for purchase orders, accounts receivable, accounts payable and general ledger, and budget formulation

Worked as a key coordinator between multiple project teams to ensure enterprise-wide integration of reengineering efforts. Employed activity data modeling, transaction flow analysis, and internal control and risk analysis, modern business methods, and performance measurement techniques.

Interacted with mid-level clients daily to conduct requirements analysis and document processes

Assisted Joint Requirement Planning (JRP) sessions with business user groups and conducted Joint Application Development (JAD) sessions with IT groups

Simplified process for the development and documentation of end-to-end business processes

Supported load test team by providing walkthroughs of functional flows of applications and reviewed test scripts prepared by the team for quality and functionality

Supported post-implementation measurement and monitored transformation solutions

Created, updated, and reviewed functional documents such as policies and procedures,

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