SUMMARY:

• Twenty years of experience in IT and domain encompassing a wide range of skill set, different roles and multiple industry verticals.
• Was involved with design, development and implementation of FICO modules in four green field implementations, one roll out and enhancement projects in several clients covering Product Costing, Cost Center Accounting, Profit Center Accounting, Internal Orders, Project Systems, Profitability Analysis, FI - SD-MM Integrations, Accounts Payable, Accounts Receivable, New GL, Asset Accounting, Banking, Taxes, Revenue Recognition, Hana etc.
• Cross-functional experience in the area of Finance, Controlling, Production Planning and Sales and Distribution modules of SAP R/3.
• Presented at several Business Conferences like at Americas’ SAP Users Group(ASUG)
• Participated as Central Finance POC and coordinated Cognizant’s POVs for Sapphire/ASUG Presentations
• Participated in Demo/RFP with for Projects on Revenue Recognition.
• Prepared POV for S/4 Hana Finance Proposals covering topics like Universal Journal, Management Accounting, Profitability Analysis, Product Costing, Material Ledger etc.
• Experienced in the use of standard SAP functionalities, integration of FICO with different modules, Interfaces, custom developments and reporting solutions.
• Experience in leading and managing teams. Handled multiple roles like SAP Lead, FICO team lead
• Executed software projects across multiple industries the most important being Electronic Equipment, Personal Care, Pharmaceuticals, Food Processing, Steel, Bearings, Match Manufacturing, Trading, Raw Materials etc.
• Driving Process Improvement through regular contact with business users to improve system efficiency
• Good communication skills, interpersonal skills, self-motivated, quick learner, team player.

PROFESSIONAL EXPERIENCE:

Confidential, CA

FICO Lead

Responsibilities:

• SAP Financials Lead for projects like Payment Consolidation System(PCS) enhancements for iTunes, Project Clifford/Clifford Jr, Nemo, Mexico Fixed Assets Report, Buy-Sell PO Price Revaluation, Automated Service Carrier Invoicing and Vendor Return Material Authorization.
• Responsible for all tasks in the Development Cycle for the new design and enhancements for multiple Confidential projects.
• Selected for presentation at ASUG, was a Central Finance POC and coordinated Cognizant’s POVs for Sapphire/ASUG Presentations
• Participated in Demo/RFP with for Projects on Revenue Recognition. Some key scenarios are enclosed below:
• Standard Hardware Business
• Performance Obligations(POBs) involving multiple elements of an arrangement (Hardware + Software + Services Bundle)
• Subscription Models
• Prepared POV for S/4 Hana Finance Proposal covering the following topics:
• Universal Journal
• Management Accounting
• Profitability Analysis
• Assets Accounting
• AR/AP
• Closing
• Product Costing Enhancements
• Material Ledger
• COPS
• Intra Company Reconciliation
• Implemented a number of enhancements in the following Payment Processes
• Designed Innovative processes to automate the following key Payment Related Processes pertaining to 400K vendors and 40 Payment Proposals per month. Activities include:
• Single Click Execution of Multiple payment proposals
• Execute payments as per auto generated schedule.
• Auto generation of XML files after a buffer of 30 mins to 1 hr
• Automatically record Payment and XML Job stats involving execution time/completion time of F110, Payment Doc count, and completion status of the above mentioned processes.
• Enhanced several associated process including the following:
• Unique ID and Run ID Payment Execution
• Exception Handling Process for Payment and XML Jobs - Scenarios and Predictive/Preventive and Corrective Steps
• Error Notification Process
• Designed an innovative model to space out the Payment Runs to prevent the Partially Complete Payment Runs
• Designed a solution to prevent the locking between the Payment and XML Jobs which used to cause several Payment Job terminations
• Designed a solution for predicting the Wait Time between Payment Jobs based on the Total Number of Estimated Payment Documents
• Adapted the Payment Wrapper Solution to also accommodate inclusion of multiple Company Codes with a single Unique ID - Payment Execution
• Modeled a solution to suggest the Payment Run Wait Times to effectively control the Optimal Payment Rate using Linear Regression and Goal Seek.
• Partnered with SAP to improve the Payment Process resulting in increasing Payment Commit Rate by 50% and developing processes involving workarounds for Partially Complete Payment Runs, identification and rectification of incomplete Posting Orders and avoidance of duplicate payments
• Vendor Payment Block/Unblock Report
• Vendor - No Pay Report
• 3 Way Reconciliation Report
• Vendor Compliance Report (Including File transmission to B2B server using SAP Reports Central Server)
• Reduction of manual activity during Payment Scheduling and Execution by over 95%
• Recurrent savings of 80 man-hours per month during Payment Execution with better scalability, maintainability and faster reporting/ trouble shooting
• Reduced Overall Payment Execution Cycle Time for Scheduled Proposals by 82%
• Reduced Over all Payment Execution Cycle Time for Ad-Hoc Proposals by 68%
• Automation of over 15 manual processes in the iTunes Payment Consolidation System resulting in increased efficiency.
• These systematic enhancements ensured greater accuracy in the iTunes vendor payments and made the same scalable for future expansions and new product launches.
• The Vendor No Pay reports now included enhanced reporting for prevention and corrective actions for both vendor level blocks and invoice line blocks
• Enhanced monitoring and control of Vendor and Invoice Payment exceptions. iAd Customer Statement automation to reduce the process time from 2 hrs. to less than a minute for each customer. This resulted in a substantial reduction in AR Delinquency. iAd Billing Process enhancements/initiatives to improve monthly billing cycle time from 14 days to 5 days.
• BIC Initiatives to reduce invoice exceptions and improve iAd Customer Statement Performance
• Implemented the PCS (Payment Consolidation System) across various geographies (Shangri-La, Sapphire, Feldspar etc.) and consulted the future teams for the same
• Not only did I help design the Mexico Fixed Assets Line Item Report, I helped business by resolving reconciliation differences in excess of 100 Million MXN for the same. These reconciliation differences between the Fixed Assets Module and GL, existed for Depreciation Expense and Accumulated Depreciation stemming back from 2013. These differences were impacting the development and timely Go-Live of the Fixed Assets Report.
• COPA enabling of the iAd AR and AP Interfaces
• Send PDF Invoices through Rover (a FIRST for Confidential ). Several changes to the Confidential landscape involving new SSP servers, endpoints, ACL connectivity, and changes in iAd SAP Invoice Program, Rover, Splunk etc. were involved.
• Automate the Exchange Rate interface and save at least 100+ man-hours per period for preparation of manual foreign currency invoices (in excel) and eliminate the need to send invoices manually through email
• Implemented eApproval, JV Workflow, Balance Sheet Reconciliation and ICE for Nemo Ledger Lite Project.
• I provided the iAd End-to-end Process Flow to the Confidential Management Team.
• Eliminate manual foreign currency invoices (from 100s to Zero). This led to saving of more than 100 hours per month. The solution made the iAd Invoices and Account Statements adaptable to 64 countries.
• Reducing the iAd delinquent invoices by designing the Ad-Hoc email functionality. (Since iAd’s customers had 30% attrition rate, the Collections Team had to chase 100 plus invoices every month for 30 days plus past due scenario)
• Reduce customer inquiries for invoice discrepancies from 100s to 10 and invoice copy requests from 100s to 10
• Design a PO Revaluation tool and eliminated the Risk of Over-Payment to Supplier at Incorrect PO Price by $12 M
• Created an OSS Message to fix the PO Revaluation Tool having MR8M cancellation error (new OSS Note 1965136).
• Deliver detailed SAP /BI Reporting for Debit Notes for Vendor RMA, resulting in reduced overpayments, reduced man hours etc.
• Integration with the SAP Materials Management Module resulting in decrease in manual invoice processing time by at least 125 hours per month.
• Automation of the Service Carrier Invoice Process.

Confidential, Lauder, NY

SAP FICO Lead

Responsibilities:

• Providing SME support to the Global enhancement / solution Team
• Driving Process Improvement through regular contact with business users to improve system efficiency
• Analyzing the business requirement for system enhancements based on regular meetings with power users and key businesspersons.
• Providing estimation for new functionalities
• Providing directions to the offshore team based on interactions with the client team members, Power users and key businesspersons.

Confidential, OH

Product Costing Lead

Responsibilities:

• Ensures the product costing solution is successful
• Improve the Standard Costing Process resulting in a saving of $1 Million per year for the client.
• Design reports resulting in Inventory Reduction by $41 Million (Current value = $1 Billion)
• Design reports resulting in increased Volume Discounts from Suppliers by $30 Million
• Design reports reduce Stock outs by $0.9 Million
• Design and Execution of a “Standard Price Rounding Error Mitigation solution”.
• The following milestones were achieved during the MBT inventory conversion:
• The Price Variance (Dollars) was zero.
• With a total variance of ~$56 K on ~$917 M of Inventory the variance % was less than 0.01 %.
• Standardize the Annual standard costing process resulting in a saving of $0.2 million per year
• Improve the Costing design resulting in reduction of the Costing Cycle Time by 50%
• Provide detailed line item level error logs to reduce the contract related problem resolution time by 80%.
• Adapt the existing objects to take care of exceptions thus reducing cost to client by 50% for some objects.
• Completes FSPECs and FUTS and configuration
• Responsible for integration testing deliverables
• Ensures SIT scripts were documented as per the defined template.
• Ensures all Master & Transaction data required for data migration were identified & tracked as per the template

Confidential

Team Lead

Responsibilities:

• Team lead for the FICO sustains and configuration team for GC AOA. Building up the technical know-how and managing the deliveries, resources, trainings within the team.
• Configuration and support for Overhead Cost Allocation using Templates for Activity Based Costing
• Configuration and support for Product Costing and Profitability Analysis including the below mentioned:
• Product Cost calculation Budget and Actual
• Rework and Industrial Trials
• FIFO Valuation
• Year to Date cost (using the MATERIAL LEDGER functionality of SAP.), COGS Bolton
• Cost Components Split(Cost Components Split / Switching Structure)
• Functional Areas
• Financial Components
• Transfer Pricing
• Multi Pack and Value Pack(integration with COPA)
• Project Systems and WBS
• Ensure that the 85% or more tickets/incidents are resolved within SLO.
• Ensure Offshore Resolution ratio of more than 80%.

Confidential

SAP CO Team Lead

Responsibilities:

• Design and Implementation of the CCA Module, the IAC and IPC Reports
• Design and Implementation of the Product Costing Module and the DPC Report
• Material Ledger Implementation
• Project Wise Profitability analysis using Internal Orders
• Costing based Profitability Analysis was implemented to give execution wise profitability reports
• Solution Manager was used extensively for documentation

Confidential

SAP CO Team Lead

Responsibilities:

• Real time Actual/ Plan Variance Report was made possible Cost Center wise, employee wise and Project wise. Internal Orders were used to capture the Costs related to employees, projects and voyages (related to ships).
• Budgeting was made possible at a department-division- cost element level, Employee level, and Project level.
• Budgeting for departments extending across company codes was also made possible.
• Several control options e.g. provision to warn, warn with e-mail and stopping of postings against the same were implemented. Provision for de-activating the control was also made available to the users.
• Real time Actual/ Plan Variance Report for operating income and expenses was made available voyage wise, consignment wise and Profit center wise, through the PCA Module.
• Real time Actual/ Plan Variance Report was made possible for the different types of voyages (order types), through the Internal Order Reports.
• Comparative analysis of ships was made possible through the Profit Center reports
• Post go-live support

Confidential

CO Team Lead

Responsibilities:

• Redesigning of cost component structure both at the cost center and product cost level.
• Increased visibility for Value added at each stage of the manufacturing process.
• Alignment of Cost Center Accounting with the Annual Business Plan,
• Release of standard Cost Estimate simultaneously across 5 out locations.