PROFESSIONAL SUMMARY:

• Over 20 plus years in financial analysis, administrative systems assessment, and ERP design and implementation. Focus has been primarily in Oracle EBS for 18 years.
• Responsibilities have included many different aspects of ERP implementation including program and project management, solution architect, test manager, functional lead, business process transformation, application setup/configuration, business system assessment, custom solution design, business requirements gathering, business requirements fit/gap analysis, systems testing (CRP’s, SIT’s, UAT’s, Cutover), end - user education and post implementation support.
• Experience is concentrated in the Oracle Project Accounting, Receivables, Fixed Assets, AP, PO, CM, AGIS and GL modules.
• As a CPA, he combines strong functional accounting knowledge with practical application implementation and project management skills.
• Has worked closely with local and off-shore technical developers to implement custom interfaces, reports and application extensions.
• Has led the process engineering and knowledge transfer for offshore shared services centers for OTC, R2R and P2P.
• Oracle Functional & Toolset Expertise: Oracle Contracts, Project Contracts; Oracle Primavera, Oracle Financials: General Ledger, Assets, Receivables, Payables, Procurement, Cash Management; Oracle Human Resources Management, EBS full and shared Configurations; 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

TECHNICAL SKILLS:

• General Ledger (R12 Multi-Ledger, Multi-Org, Multi-CurrencyReporting Currency Ledger & Secondary Ledger)
• Business Intelligence
• Fixed Assets
• Accounts Payable
• Accounts Receivable & Advanced Collections
• Procurement
• Cash Management iExpense
• Order Management
• Project Accounting/Costing/Billing
• Inventory & Bill-of-Materials
• Multi-Org & Multiple Reporting Currencies (MRC)
• Financial Accounting Hub/Subledger Accounting
• Discoverer, SQL*Plus & SQL Developer
• SQL Developer & Microsoft Office Projects, Word, Excel, PowerPoint, Access & Visio

RELEVANT EXPERIENCE:

Confidential, Oakland, CA

Project Manager - PA/GA/ FA/LD Lead

Responsibilities:

• Participated in this project as part of the consulting sales team, assessment CRP, SIT, UAT and Cutover phases. Responsible implementing and integrating with the following Oracle Financials Applications:
• GL / AP /AR/ FA / PO, PA, LD, HCM, Payroll, Time and Labor, Advanced Collections, Business Intelligence, and Web ADI to support the efficient and timely preparation of statutory reporting and availability of data necessary to satisfy audit requirements for the following activities: capital assets (GASB 34), (CAFR), management, board, and project reporting, grant and fund accounting, account and project reconciliations.
• Redesigned and customized the burden cost allocations for all activities.
• Led the design and testing for Chart of Accounts Redesign and both the Capital and Operating Budget Redesign efforts.
• Redesigned the Integration with a Third Party Work Order system, and supported all related cross project and external billing and Financial reporting.
• Designed and implemented Fixed Assets inclusive of all major features in conjunction with the redesign of the P2P business process to a more decentralized model using both 2 way and 3 way matching,
• Automated the cross module solution for capital project and distinct capital asset accounting for acquisitions and retirements.
• Designed and implemented Interdepartmental and external project billing processes
• Further enhanced the preparation of the CAFR (Comprehensive Annual Financial Reporting) process to take advantage of the newly re-implemented Financials.
• Lead the transition and design to move the City to a project centric business model.
• Developed and/or supported and reviewed all RICE deliverables for all listed modules.
• Primary functional architect for key extensions for project setup and budget change automation, along with associated approval workflows.
• Lead numerous client testing, training and knowledge transfer CRP sessions.

Confidential, Honolulu, HI

Program Manager and Functional Architect

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. Ultimately became the program manager for the recovery and restart project.
• Led the evaluation, and in some cases, re-design of key processes including labor cost integration between EBS and State systems, Auto-Accounting, inter-departmental project model, chart of accounts framework, capital budget model, Federal CMIA processes and reporting, transaction import interface, interface with Primavera for Project scheduling and costs details 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.
• Recruited, interviewed and made hiring recommendations for all team members.
• Played the lead role in a comprehensive project status assessment and re-planning phase which lasted three months.
• Played the lead role in the creation of a new comprehensive project plan which proposed a new go-live date. Lead numerous joint application process design, client testing, and knowledge transfer sessions.

Confidential, Washington, DC

Solution Architect/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. Ultimately lead the re-planning effort to restart this project and quality assurance review of all functional design deliverables.
• Led the evaluation, and in some cases, re-design of key processes including labor cost integration between EBS and State systems, 1099 Reporting, TCA Master File structure, Auto-Accounting, inter-departmental project billing model, chart of accounts framework, capital budget model, Federal CMIA processes and reporting, and transaction import interface, external billing and 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.
• Recruited, interviewed and made hiring recommendations for all team members.
• Played the lead role in a comprehensive project re-planning phase which lasted three months.
• Played the lead 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.
• Responsible for overseeing all functional deliverables for the Financials portion of the implementation, as well as all Oracle HCM 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, P2P, OTC, Inter-Departmental Billing, Capital Budgeting and R2R.
• Led numerous client testing, training and knowledge transfer sessions.

Confidential, Seattle, WA

Functional Track Lead

Responsibilities:

• Responsible for all phases of the Projects and Accounting portion of the implementation, as well as all Oracle Financials, PeopleSoft 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 Project Accounting with Oracle Fixed Assets, Purchasing, Payables, Receivables, Inventory, 300 Non-Oracle Interfaces, EBS shared 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, Livermore, CA

Solution Architect/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 database 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 application design, data 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 Projects and 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 Projects and 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 all technical and functional 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 Project Accounting which focused on improving the financial management of projects conducted by the Capital Construction and Maintenance departments. The solution utilized Oracle Projects and 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 was to provide post production support and ongoing enhancements for five Medicare contractors as well as the 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 involved leading design groups that addressed functionality enhancement requests and future roll-outs to approximately 50 new Medicare Contractors, primarily Confidential and Confidential insurance companies.

Confidential, Palo Alto, CA

Program Manager

Responsibilities:

• Lead the redesign of the existing external client invoice process for non-government related billings and for inter-company entities including Stanford Hospitals and Stanford Linear Accelerator Center (SLAC). 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 Stanford 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.

Confidential, Palo Alto, CA

Project Manager

Responsibilities:

• Served as Project Manager for the implementation of Oracle’s 11i Public Sector Financials for Confidential . The applications implemented included Grants Accounting, Receivables, General Ledger, Fixed Assets, iProcurement, i-Expense, Accounts Payable, Purchasing, Labor Distribution, HRMS Core, Project Costing and Project Billing. This implementation also involved the integration of PeopleSoft’s 8.4 HRMS, Payroll and Student systems in a “Project Centric” environment for an entity with annual revenues in excess of $2 Billion. Role included supporting the client Project Management Office with the implementation of a “Dashboard” to measure project status against workplan tasks, preparing weekly status briefings, providing oral presentations on a number of topics, preparing workplans in MS Project, recruiting and mentoring client and consulting team members, and developing and modifying overall implementation lifecycle and strategy.
• Served as the Project Accounting. Grants Accounting, and Receivables Consulting Lead. Led the design, integration and implementation of Oracle’s Grants Accounting and Projects modules for Confidential .
• Played a lead role in the design of the Chart of Accounts. Lead 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. Lead the future process design for the Capital Accounting, and segments of the General Accounting and Grants and Contracts business units. Used Modified Oracle Aim requirements documents to formalize design decisions. Lead the integration of Grants Accounting with Fixed Assets, Purchasing, Payables, Receivables and General Ledger. Lead the design for Burdening, Auto Accounting, Project and Award templates, Allowed Cost schedules, Transaction Import and Award Budgets. Lead numerous client application training and knowledge transfer sessions.
• Working closely with Stanford staff, designed and implemented a cross-module solution for Stanford's Capital and Non-Capital Project Accounting office. This solution utilized Oracle Grants capital project functionality and Oracle Assets, AP/PO, Receivables and General Ledger core functionality to manage Stanford's internal building costs from procurement through asset capitalization. The solution enabled Stanford to create distinct projects with both capitalizable and non-capitalizable cost components; in some instances to bill these costs to external sponsors; to associate asset costs to assets at point of purchase and to automatically interface these costs to Oracle Assets using mass additions. To my knowledge, this was the first implementation to leverage vanilla capital projects functionality once it was enabled in Grants Accounting. Some other key requirements for this solution were to institute budgetary controls at a task level to minimize cost overruns and to manage multiple funding sources to a single project and multiple projects to a single funding source.
• Lead the design for Stanford's Debt Accounting Process which also fell under the responsibility of the Capital Accounting Office. This solution focused on managing interest expenditures related to multiple bond debt issuances. In addition, it addressed the recovery of internal allocations of these interest costs from Stanford operating units or projects and the amortization of associated issuing costs such as bond discounts. This process also required interfacing Grants and GL with two custom client systems to record monthly interest allocations and recoveries.
• Lead the functional design of all Grants Accounting conversions including Awards, Projects, Budgets and Expenditure History. Used Modified Oracle Aim requirements documents to formalize design decisions. Played a lead role in developing an appropriate conversion sequence for testing and production cutover. Tested and validated data for several conversion test cycles. Lead the assessment of the client’s existing interfaces and prepared a replacement strategy. Trained client staff in the use of transaction import and played a lead role in the future expenditure interface business process. Participated in iterative interface testing cycles.
• Performed the application setups for the first three test environments and lead all troubleshooting and bug fixes. Used the Oracle BR. 100 to document and formalize configuration decisions. Researched and tested new patches as they were released and reported and resolved related issues. Utilized Oracle Metalink to log and resolve application errors and initiate enhancement requests.

Confidential, San Francisco, CA

Project Manager

Responsibilities:

• Served as Project Manager and lead Oracle Consultant for Confidential ’s evaluation of grants management software alternatives to augment their existing PeopleSoft 8.4 HRMS and General Ledger environment. My role included supporting the client Project Management Office by preparing the engagement strategy and workplan, measuring project status against workplan tasks, preparing written weekly status briefings, providing oral presentations on a number of topics, preparing workplans in MS Project,, and facilitating qualitative and quantitative decision making with Confidential and BearingPoint team members.
• Lead the assessment of the client’s existing business practices and prepared a gap/fit analysis for the Oracle Grants and Projects applications. Documented detailed reporting requirements and provided Confidential possible Oracle and third party reporting alternatives. Educated Confidential team regarding the functionality and potential integration points of Grants Accounting. Lead group in making a formal application selection recommendation to Senior Management.

Confidential, Portland

Functional Lead

Responsibilities:

• Organized OHSU’s initial client team and led them in the design, integration and implementation of Oracle’s Grants Accounting and Projects modules.
• My role included the following:
• Lead the assessment of the client’s existing business practices and prepared a gap/fit analysis. Prepared future design recommendations and facilitated team decision making. Documented detailed reporting requirements. Lead the future process design for the Grants and Contracts business unit.
• Used Oracle Aim requirements documents to formalize design decisions. Participated in the integration of Grants Accounting with Purchasing, Payables, Receivables and General Ledger.
• Lead the design for Burdening, Project and Award templates, Allowed Cost schedules, and Transaction Import.
• Lead the initial assessment of the client’s existing interfaces and prepared a replacement strategy. Trained client staff in the use of transaction import and played a lead role in the future expenditure interface business process. Participated in iterative interface testing cycles. Participated in the functional design of Grants Accounting conversions including Awards, Projects, Budgets and Expenditure History. Used Modified Oracle Aim requirements documents to formalize design decisions. Advised client regarding an appropriate conversion sequence for testing and production cutover.

Confidential, Pasadena, CA

Functional Lead

Responsibilities:

• Worked with Confidential ’s Grants and Contracts office client team in the design and implementation of Oracle’s Grants Accounting and Projects modules.
• Role included the following:
• Assisted with the assessment of the client’s existing business practices and prepared a gap/fit analysis.
• Prepared future design recommendations and facilitated team decision making. Documented detailed reporting requirements.
• Used Oracle Aim requirements documents to formalize design decisions.
• Led a change management initiative for the Grants and Contracts finance function.
• Efforts primarily focused on improving cost effectiveness, management reporting and regulatory compliance