PROFESSIONAL SUMMARY:

• Over 20 plus years in financial analysis, and administrative systems assessment, design and implementation.
• Led a variety of large - scale projects involving the evaluation, planning and implementation of management information systems and “Business Process Improvement”.
• He has twelve years of experience as an Oracle Applications consultant through multiple full lifecycle implementations with public sector institutions working in the design, development, and testing phases.
• Experience is concentrated in the Oracle 11i Grants, Project Accounting, Receivables, Fixed Assets, and Core Financials modules. As a CPA, he has worked to combine strong functional accounting knowledge with practical application implementation and project management skills.
• Worked closely with technical developers to implement custom interfaces, reports and application extensions.

EXPERTISE IN:

Oracle Functional & Toolset Expertise: Oracle Contracts, Project Contracts; Oracle Financials General Ledger, Assets, Receivables, Cash Management;

Oracle Human Resources Management: Human Resources Shared, Configurations;

Oracle Product Lifecycle Management: Project Collaboration, Project Management

Oracle Projects: Daily Business Intelligence for Projects, Project Billing, Project Collaboration, Project Contracts, Project Costing, Project Management, Project Portfolio Analysis, Project Resource Management, Time and Labor

RELEVANT EXPERIENCE:

Confidential, Honolulu, HI

Functional Lead

Responsibilities:

• Initially performed a preliminary project Go-Live readiness assessment. I later joined the team as special assistant to the program manager, functional lead, and integration lead.
• Led the evaluation, and in some cases, re-design of key processes including labor cost integration between EBS and PeopleSoft HCM, Auto-Accounting, inter-departmental project model, chart of accounts framework, capital budget model, Federal CMIA processes and reporting, transaction import interface and the (FHWA) Federal Highways Administration compliance model. Also supported and reviewed all RICE deliverables for all modules.
• Coordinated and prioritized the work efforts between the technical and functional teams. Lead numerous client testing, training and knowledge transfer sessions.
• Played a leading role in a comprehensive project re-planning phase which lasted three months.
• Played a leading role in the creation of a new comprehensive project plan which proposed a new go-live date. Lead numerous client testing, and knowledge transfer sessions.

Confidential, Washington, DC

Functional Lead

Responsibilities:

• Responsible for all phases of the Projects and Grants Accounting portion of the implementation, as well as all Oracle and Non Oracle integration.
• Led the design and testing of all application setups, business processes, customizations, interfaces and conversions.
• Played a lead role in the design of the Chart of Accounts.
• Led the assessment of the client’s existing business practices and prepared a gap/fit analysis. Documented detailed reporting requirements and assisted with future report design.
• Led the future process design for the all business functions/units, including revenue, billing, capital projects, reimbursable projects, internal projects, etc.
• Led the integration of Grants Accounting with Oracle Fixed Assets, Purchasing, Payables, Receivables, Human Resources, General Ledger as well as PeopleSoft HCM and Time & Labor distribution.
• Led the design for key processing such as Burdening, Auto Accounting, Project and Award templates, Allowed Cost schedules, Transaction Import and Award Budgets.
• Led numerous client testing, training and knowledge transfer sessions.

Confidential, Seattle, WA

Functional Lead

Responsibilities:

• Responsible for all phases of the Projects and Grants Accounting portion of the implementation, as well as all Oracle and Non Oracle integration.
• Led the design and testing of all application setups, business processes, customizations, interfaces and conversions.
• Played a lead role in the design of the Chart of Accounts.
• Led the assessment of the client’s existing business practices and prepared a gap/fit analysis. Documented detailed reporting requirements and assisted with future report design.
• Led the future process design for the all business functions/units, including revenue, billing, capital projects, reimbursable projects, internal projects, etc.
• Led the integration of Grants Accounting with Oracle Fixed Assets, Purchasing, Payables, Receivables, Human Resources, and General Ledger as well as PeopleSoft HCM and Time & Labor distribution.
• Led the design for key processing such as Burdening, Auto Accounting, Project and Award templates, Allowed Cost schedules, Transaction Import and Award Budgets.
• Led numerous client testing, training and knowledge transfer sessions.

Confidential, Livermore, CA

Functional Lead

Responsibilities:

• Led three phases of work on this Finance shared service center process improvement project.
• The four work streams evaluated were:
• Order to Cash (OTC) (included Sales Forecasting, Order Entry, Shipping and Receiving, Billing, Accounts Receivable and Collections and a Customer Master Review) ;
• Procure to Pay (P2P) (included Materials and Non-Materials Purchasing, Accounts Payable, Employee Expense Reporting, and Vendor Master Review);
• Record to Report (R2R) (included Cash Management, Fixed Assets, Intercompany and Consolidation, Management Reporting, Financial and Statutory Reporting, General Accounting and a COA/GL design review); and Payroll
• For all work streams, I led a comparison of FormFactor’s business practices against finance best practices with recommendations to improve weak areas and designed new processes incorporating recommendations from the Best Practice and Current State (AS - IS) Assessment phases of the project.
• In phase 1 I interviewed client personnel, reviewed process and Sox documentation and lead workshops to confirm understanding of the current state as well as identify areas of opportunity for improvement.
• In phase 2, I used a finance best practice d Confidential base to compare and rank FormFactor's processes and identified and presented recommendations on how to improve performance for each finance function. Recommendations addressed Oracle technology, staff training, and procedural enhancements such as eliminating approvals and or process steps.
• In phase 3, I lead workshops that negotiated and agreed on process recommendations to be implemented, documented the changes with MS Visio and summarized the outcomes and changes with narratives write ups. Roles and responsibilities, service level agreements and Key Performance Indicators were also documented for each new TO - BE process.

Confidential, Los Angeles, CA

Project Manager

Responsibilities:

• As project manager, led the migration of a new BT business unit, BT Infonet, to Confidential ’s worldwide financial platform with a joint implementation of Oracle 11i financials coupled with process outsourcing of the accounts payable, purchasing, fixed assets, cash management and general accounting functions.
• The solution used an existing financial reporting and Oracle 11i application configuration model that allowed for minimal modification of application setups and reporting attributes. The project included minimal application design, d Confidential conversion, application testing and post implementation support.
• Role included leading a team of nine Accenture consultants in identifying suitable functions for an existing outsourcing model, analyzing and documenting current business processes, documenting new business processes, assessing the new in-house and outsource staffing model, training client personnel regarding new business processes and supporting the client Project Management Office. Role also included creating and maintaining the project work plan, measuring project status against work plan tasks, preparing daily and weekly status briefings, leading design sessions, and quality assurance review of deliverables, providing oral presentations, mentoring client and consulting team members, and developing and modifying overall implementation lifecycle and strategy.

Confidential, New York, NY

Project Manager

Responsibilities:

• As project manager, led the re-implementation of Grants Accounting which focused on improving the financial management of grants funded by the US Department of Housing and Urban Development (HUD).
• The solution utilized Oracle Grants’ capital project functionality, Fixed Assets, AP/PO, Receivables and General Ledger core functionality to automate the cost management/reporting and government billing processes. These applications were leveraged for the process of asset capitalization, from procurement to GL capitalization.
• Lead the design, testing and cutover for two custom processes to manage both encumbrance and expenditure transactions using a pooled cost concept. The custom processes leveraged native GMS functionality for projects and awards and were further supported by auto-accounting changes and 5 custom reports.
• Role included managing the client Project Management Office, creating and maintaining the project workplan in MS Project, measuring project status against workplan tasks, preparing weekly and monthly status briefings, leading design sessions, and quality assurance review of deliverables, providing oral presentations, mentoring client and consulting team members, and developing and modifying overall implementation lifecycle and strategy.

Confidential, Dallas, TX

Project Manager

Responsibilities:

• Lead the re-implementation of Grants Accounting which focused on improving the financial management of projects conducted by the Capital Construction and Maintenance departments.
• The solution utilized Oracle Grants’ capital project functionality and Oracle Assets, AP/PO, Receivables and General Ledger to automate the process of asset capitalization for large internal capital projects, from procurement to GL capitalization.
• Confidential also required that we record the costs of these projects as both current and capital expenditures in the same fiscal year to adhere to two different reporting requirements, the Texas Educational Authority (TEA) and GASB. Addressing the requirements required several customizations due to the resistance to change existing processes.
• Performed an assessment of current business practices and desired future functionality to create a GAP-FIT Analysis of Oracle’s capabilities. Lead the re-design of the WBS, Budget Entry Methods, Resource Lists, Award Budgets, Expenditure Types, Allowed Cost Schedules, Project Types, Organizations, Auto-Accounting, and Account Generator.
• Setup and tested the functional design for vanilla and custom application processes. In addition to native Oracle, the solution design uses three custom reports, two custom interfaces from Oracle Payroll and Oracle Inventory to Grants Accounting and four custom processes for tracking and recording construction in process costs and asset additions.
• Documented all design and setup details using the Oracle AIM deliverable format.

Confidential, Baltimore, MD

Functional Lead

Responsibilities:

• Primary role is to provide post production support and ongoing enhancements for five Medicare contractors as well as CMS headquarters office.
• Responsibilities involve supporting month-end close activities, troubleshooting day to day operational problems, resolving problem tickets, modifying application configuration when necessary and modifying any associated AIM deliverables such as TO-BE Process and BR 100 Setup documents.
• Additionally, my role involves leading design groups that address functionality enhancement requests and future roll-outs to approximately 50 new Medicare Contractors.

Confidential, Palo Alto, CA

Project Manager

Responsibilities:

• Lead the redesign of the existing external client invoice process for non government related billings and for inter-company entities including Confidential.
• This included designing, documenting and testing new projects/grants related invoice formats, monthly billing statements and their associated concurrent processes.
• The project also involved working closely with Confidential staff to improve the recording and reporting for inter-company revenue, payables, receivables and cash receipts, improving the efficiency of the internal setup process for external customers, and improving the cash application process.
• This was accomplished by instituting new GL account codes and Grants Accounting projects and awards, Receivables payment methods and customers, and by modifying the institution's auto accounting rules within Oracle Grants Accounting.
• Designed, documented in AIM and tested modifications to standard reports for applied and unapplied receipts.