SUMMARY

• Confidential is a New York State Certified Public Accountant (CPA) with over twenty (20) years (8 years with Confidential) of combined industry experience in public accounting and information technology.
• He has been responsible for delivering large - scale complex transformation projects across multiple platforms and technologies for major clients in Confidential, insurance, pharmaceutical, media & entertainment industries.
• He is experienced with multiple global implementations of Oracle products - including Confidential Cloud - Fusion General Ledger (GL) and Subledger Accounting (SLA), Fusion Receivables, Fusion Assets, Fusion Payables, Fusion Expenses, Fusion Payments, Fusion Cash Management. His finance and technical expertise includes GAAP / IFRS Readiness & Conversion, Charts of Accounts Restructuring, Finance Period Close Optimization & Revenue Recognition.
• He has experience managing Global Financial Planning & Analysis (FP&A) teams and multi-vendor Business Intelligence (BI) reporting tools such as Oracle's Hyperion Financial Management (HFM), Hyperion Planning and Analysis and Hyperion Close management.

PROFESSIONAL EXPERIENCE

Senior Manager

Confidential,New York, NY

• Recruited to lead the EMEA Division implementation of Confidential Cloud integration to aggregate and consolidate data from any multiple-general-ledger environments.
• Led the impact analysis phase of the implementation to support the collection, consolidation and integration of multiple regional/country financial data required to present a comprehensive executive reporting dashboard.
• Managed the documentation requirements and gap analysis for Fusion co-existence with existing system integrations
• Leveraged the implementation of Confidential Cloud to implement a repeatable, scalable, accurate and timely month-end close process and to ensure effective internal controls are in place for compliance with IFRS and US GAAP reporting standards.
• Actively partnered with the London-based EMEA Corporate Finance group to provide technical accounting support on the determination, interpretation and proper applications of IFRS / US GAAP accounting standards to pending transactions in the preparation of extremely comprehensive and complex IFRS-based consolidated financial statements of multiple cross-border foreign subsidiaries and the subsequent translations according to US GAAP for consolidation with the US Global account balances.
• Redesigned the monthly consolidation and close process of EMEA GL balance revaluation calculations and the currency translations of European Secondary IFRS Ledger balances from Euros to USD - pre-consolidation balance posting to the US General ledger.
• Work closely and support local (country-based) business unit controllers to calculate intercompany transactions, intercompany elimination entries and potential corporate top side adjustments
• Managed a team of 15+ core members and an extended team of 40+ representing various lines of businesses across the globe.

Confidential - New York, NY

• Appointed by the Chief Accounting Officer (CAO) as the lead technical accounting expert to partner with Divisional Controllers and lead the collaborative redesign and implementation of a new Chart of Accounts structure (COA) for the implementation of Confidential - Fusion General Ledger (GL) and Subledger Accounting (SLA), Fusion Receivables, Fusion Assets, Fusion Payables, Fusion Expenses, Fusion Payments, Fusion Cash Management and Fusion Financial Reporting Center.
• Primarily responsible for managing the delivery of the entire end-to-end suite of Confidential - including the integration of mandatory, upstream/downstream subsystem financial applications.
• Developed and managed a fully-integrated project plan incorporating all major project dependencies, milestones and critical path tasks from related, parallel or sub-project activities - including configuration /data validation steps
• Proactively managed project scope, budget / schedule and implemented contingency plans to manage risks while resolving any potential conflicts and issues throughout the project lifecycle.
• Build strong relationships with Corporate Controllers, business units, key stakeholders, technical leads, functional and technical product specialists - including off-shore vendor teams to deliver the end-to-end Confidential environment.
• Effectively partnered with Internal Audit to ensure compliance with enterprise risk management and control standards….and especially to obtain their sign-off on the implementation.
• Where required, negotiate with other managers for the acquisition of required personnel from their organizations

Confidential,New York, NY

Senior Manager

• Led the Governance, Risk and Compliance (GRC) PMO workstream to architect and implement Oracle Flexcube as foundational software to power the global retail branch expansion initiative in Europe and Asia.
• Led the development of end-to-end strategic implementation plan for re-engineered financial/application control processes for Lending/Loan Origination, Servicing, Collateral Setup/Management, Balance Monitoring, Cash Payments, Collections, Accounting and reporting. Other activities include the continuous pre-implementation risk assessment to ensure successful integration of risk monitoring tools and optimized application security and controls process for effective regulatory compliance with Anti-Money Laundering (AML), Sanction Checking (OFAC), KYC, Dodd-Frank and Tax Reporting for Branch Foundation & Account Services - including:
• Customer Profile & Maintenance (Customer Setup, On-boarding and Maintenance)
• Core DDA - Deposits & Agency Banking (GBA Settlements)
• Transaction Processing - including Account Setup, Maintenance, A n alysis & Billing, Overdraft reporting and related compliance requirements
• Branch Finance - General Ledger/Subledger Accounting Setup, Reconciliation and Reporting
• Cash Statement - including Nostro Account Setup, Reconciliation & Transfers
• FX/Treasury Contract setup, Branch Funding, Daily Deposit, Placement and Acceptance Processes including Money Markets, FX Rates, Daily Booking and Revaluation
• Customer Liquidity management - including Zero Balance Account (ZBA), Multi-bank cash concentration (MBCC) and Sweeps
• Managed a team of consultants working with the client’s Finance, Middle Office and Operations teams to upgrade Oracle eBusiness Financials to R12.1.3 and consolidate numerous financial systems across 45+ countries and over 38+ existing general ledger applications with distinct chart of accounts and regulatory requirements.
• Led the Oracle R12.1.3 global Chart of Accounts (COA) and Sub-ledger Accounting (SLA) Rules design effort to improve operating efficiency and effectiveness through the application of leading practices in developing the global COA blueprint for the implementation of future-state chart of accounts, including (1) the creation of a single global COA template incorporating appropriate local and statutory (GAAP/SEC/IFRS) accounting configuration and setups (2) streamlining the number of accounts available for use across all countries and divisions with clear, consistent numbering scheme, hierarchy and account naming conventions (4) eliminating duplicative or inactive accounts in COA structure which led to multiple data maps for corporate consolidation of financial statements
• Led the post- implementation technical review and control testing of Oracle Apps (R12) modules and business processes around the financial statement close (Projects, Procure-to-Pay, Order-to-Cash, Fixed Assets, and Inventory) in compliance with SOX 404. Key activities include the evaluation of key application controls / weaknesses, security, configuration, segregation of duty controls and providing remediation recommendations to management
• Identified 18 key opportunities to optimize the financial statement close process (FSCP) that provided approximately 25% improvement in the reduction of overall number of days required to complete the financial statement close process (FSCP) - including recommendations in the following key areas: IFRS / US GAAP Conversion, Reserves & Accruals, Intercompany Transactions, Financial data interface from legacy systems, Tax Implications, WIP, Inventory, Foreign Exchange and Currency transactions. Additional implementation benefits include the elimination of numerous legacy financial application systems and supporting infrastructure, improved data quality, ease of consolidation, faster month-end close, timeliness, accuracy & transparency of management, financial and regulatory (SEC 10K/10Q) reporting data across legal entities, geographies, and organizational structure; and an approximate cost savings of 38% in global finance operating costs
• Led a multi-national team to implement and roll out Oracle Financials Accounting Hub (FAH) and the integration of legacy sub-ledgers into the hub. Worked with client CFO and divisional controllers to substantiate the balance sheet. Managed the definition and configuration of GAAP-based standard accounting rules for the accounting rules repository. Managed the transformation and validation of inbound accounting data from defined source systems. Managed the verification of market data utilized to value derivative portfolio and ensured derivative/hedging transactions are calculated accurately and recognized/recorded in accordance to SEC / GAAP guidelines - including valuation of Options, Swaps, Equity Derivatives, Convertibles, and other derivative products. Managed the custom development of multiple consolidated financial reports to monitor fluctuations in client fund activity, changes in segregated funds, calculation of capital requirements under the Consolidated Supervised Entity (CSE) rules, Confidential to market adjustments and regulatory net capital.
• Assist the client team with a custom system integration project to replace a legacy cash settlement system, collateral interest calculator, and margin / collateral management system. Worked with the client’s STP (Straight-Through-Processing) Cash team to develop detailed business requirements for key functional areas of trade processing, such as client-side trade flows, price, figuration, trade validation, reference data lookup, and trade confirmation. Additionally gained exposure to the full spectrum of interest rate and credit derivatives products, including single name Credit Default Swaps (CDS), index CDS, Collateralized Debt Obligations (CDOs), and Nth to Default Basket CDS. Managed the research and reconciliation of front end transaction (trading) data, trading positions and intercompany transactions to operations systems - Oracle R12 GL. Provided improvement recommendations around inter-fund transactions, valuation of investments, trade confirmation documentation and document retention.
• Managed a cross functional team of financial and information technology specialists engaged to implement a “Fresh Start” Accounting project for a global automobile manufacturer. Managed the delivery of all project activities including the development of implementation project plan, scope of work, delivery timeline, budget, resource requirements and training strategy. The project included a complete overhaul and reorganization into a new legal entity from the old company, the creation of a new “fresh” set of financial statements for the newly created company and compliance monitoring of financial assistance received from various Governmental organizations.
• Worked with the North American CFO to overhaul the chart of accounts design and tighten the internal control environment around the maintenance of the global chart of accounts.
• Enhance the month-end financial statement close processes, consolidation, reporting processes and supporting technologies to eliminate low-value activities and reduced the overall work-effort required to perform the financial close.
• Provided recommendations to accelerate the financial close based on industry leading practices.
• Project results include a significant reduction in overall close process by 14 days and improved reporting accuracy.

Confidential,New York, NY

Senior Manager for a BIG-4 Consulting organization

• Led a large-scale enterprise-wide cost aggregation initiative to “identify and control” global Information Technology cost for a multi-national Confidential organization.
• Collaborate with the Global CFO, the CIO, regional controllers and other senior management to assess current state of operations (people, process and technology) and performance tracking tools and activities.
• Teamed with senior management to redesign corporate cost allocation methodology and processes, cost rates and key performance indicators (KPI) to improve accuracy and efficiency of metrics benchmarking and management reporting.
• Collected and a n alyzed total IT spend to develop a detail view of total cost of ownership (TCO) required to benchmark detail IT expenditures against proprietary Gartner IT metrics.
• Defined a detail cost methodology and optimized cost tracking effectiveness by implementing a new Gartner-based IT Chart of account (COA) to better track IT spending activities.
• Developed new cost allocation and chargeback methodology for enterprise-wide demand-based IT expense management.
• Identified strategic opportunities to improve business processes, IT effectiveness and cost efficiencies.
• Established KPI / metrics framework for capturing Information Technology financial data required to implement recommended future roadmap for evaluating internal and external benchmarks.
• Developed quality metrics for measuring, benchmarking and improving existing processes to support strategic goals.
• Developed a global management reporting dashboard to centrally integrate key performance metrics.
• Project results include the significant discovery of over $80 million of previously unrecognized IT Spend and an additional $24 million in “Shadow” IT spend.
• Operated as primary point of contact for day-to-day interactions on re-deploying divested business activities into their own Oracle Financial Applications instance.
• Serve as the divestiture and integration subject-matter-expert responsible for implementation of Oracle Confidential and Fixed Assets modules - including configuration, testing, user training, change management and support.
• Managed the functional business process a n alysis and mapping, requirements definition, detail process redesign, process documentation and module implementation/configuration.
• Troubleshoot and resolve inter-module financial process cycle reconciliation issues affecting Oracle Confidential (PA), Accounts Receivable (AR), General Ledger (GL), Accounts Payable (AP) and Fixed Assets (FA).
• Worked closely with the divested finance organization to develop a functional implementation strategy focused on preserving the integrity of divestiture data.
• Identified and proactively developed functional solutions to numerous structural business changes - including recommendations for re-engineering and improving existing financial business processes.
• Advised on the establishment of financial policies, procedures and controls required to maintain adequate operational integrity of the new Oracle financial system.
• Represented the interest of divested business entity in meetings with the parent corporate systems group while providing input/feedbacks for the newly-created corporate enterprise
• Ensure compliance with release and change management practices

Senior Manager

Confidential,Boston, MA

• Served as functional Project Manager for the integration of newly acquired subsidiary into existing Oracle Applications
• Responsible for the integration of Oracle Confidential (PA), Accounts Receivables (AR) and General Ledger (GL) modules with existing Oracle Application modules - including configuration, testing, user training and support.
• Worked with acquired subsidiary and business managers to map business requirements to Oracle Applications processes
• Document application/business process gaps and worked with internal development teams to fix the process gap.
• Develop and manage project specifications, business requirements definitions and functional design specs
• Implementation of a re-configured Chart-of-Accounts structure (GL) and reconciliation of inter-company transactions
• Plan and coordinate activities to support the implementation and maintenance of integrated financial entity.
• Identify issues, assesses impact (escalated as appropriate) and execute resolution
• Ensure alignment with various levels of management, business customers, IT Suppliers and other internal IT groups

Project Manager

Confidential,New York, NY

• Worked directly with Division Controller to resolve complicated reconciliation issues impacting financial and Projects-based reporting processes. Troubleshoot and resolve inter-module financial process cycle reconciliation issues affecting Confidential (Costing/Billing), General Ledger and other integrated subledger modules - Accounts Receivable (A/R), Accounts Payable (AP), Fixed Assets (FA) and Purchasing/iProcurement systems (PO/iProc).
• Researched Project balances to determine appropriate balances for Unbilled Receivables (Unbilled A/R), current cost accruals (WIP) and deferred / Unearned revenue. Resolved inter-company transactions and other accounting reconciliation issues such as balances in Projects-oriented cost accrual processes impacting Work-in-Process (WIP), Cost of Goods Sold (COGS) and Capital Asset accounts. Reconfigured appropriate application modules where necessary - including core application setups, AutoAccounting, Security Rules, Financial FlexFields e.t.c.

Project Manager

Confidential,Bedminster,NJ

• Served as functional Project Manager responsible for completing an extension of the current Multi-Org instance to incorporate Oracle Projects rollout for Asia-Pacific (APAC) regional Operating Unit and new Multi-Currency Set of Books serving Japan, Singapore, Australia, China and Korea.
• Traveled extensively to interview and coordinate implementation activities with APAC regional managers and divisional subject matter experts (SME's). Determined the project delivery timeline, scope of work, resource requirements and training strategy for the project. Revamped and overhauled Projects AutoAccounting rules and associated functions to reflect current realignment of corporate accounting policies and procedures. Performed post implementation audit and reconciliation of Projects expenditure (PA/AP/PO to GL) cycle and revenue (PA/AR to GL) cycle - including Intercompany cross-charges, billable / billed / unbilled project cost transactions, earned / unearned revenue transactions and other cost capitalization issues.

Project Manager

Confidential,New York, NY

• Project Leader for the implementation of global financial system modifications and reconfiguration of major financial line item reclassifications as mandated by settlement imposed by the Securities and Exchange Commission (SEC) and other regulatory organizations.
• Reviewed the Corporate Financial Reporting system and individual module components:
• to determine appropriate structural configuration for capturing corporate accounting transactions in the proper categories and subsequent classification in conformity with Generally Accepted Accounting Principles (GAAP) and SEC disclosure requirements
• to insure proper recording of accounting transactions when planning for modifications to the Consolidated Balance Sheet, P&L and the Statement of Cash Flows - including intercompany reconciliations, adjustments and eliminations for globally-consolidated foreign and domestic operating subsidiaries.
• Reviewed global financial consolidation requirements (actual, projections/forecast, and budget), coordinate the global chart-of-account (COA) structural mapping, manage the data integration process of numerous operating divisions into the consolidation system and establish a valid accounting basis, in accordance with GAAP and SEC requirements, for all consolidating and eliminating entries into the financial consolidation system
• Testing and documentation of “key” application business processes and system controls to validate the mapping, design and effectiveness on “key” financial statement line items in support of ongoing Sarbanes-Oxley (SOX 404) initiative.
• Strengthened the line item accounting cross-validation rules and internal system controls to mitigate risk and eliminate deficiencies that may impact reported financial statement line items while collaborating with the client to apply best practices to business system design, implementation and configuration efforts.
• Provide recommendations for new methodologies, processes and technology tools to ensure proper application of GAAP standards and SEC guidelines for accurate processing of Quarterly & Annual (SEC 10Q/10K) financial statements.
• Partner with various corporate departments, including Finance, IT and Global Shared Services, to perform process reviews required to identify business process improvements and subsequent evaluation of business or technical alternatives.