SUMMARY

Experienced Finance professional who possesses strong skills in: Controllership, Budgets & Strategic Planning, Team Building and Project Execution. Expert in data migration and building a central data repository. Change Management. Expert in defining requirements, process re engineering, controls, risk analysis and determining attainability, planning, liaise between developers and stakeholders, UAT, implementing, and evaluating of changes to a system and the effect on the organization in the current and future state. Expert system integration and building a central data repository Proven ability to cultivate relationships with key decision makers and manage projects to achieve Corporate Goals.

Change Management Basel/SOX Key Relationship Building
Budgeting & Forecasting/Controllers Project Management Business/System integration

Process Improvement/ Reengineering Company Valuation Controllership/ Cost Control PROFESSIONAL EXPERIENCE M23inc.com, New Jersey February 2009 to Present

Principal, Internet Start up Social Media/Online Retailer
Building and overseeing the development of the M23business brand which includes: Web Flash Development, Gathering customer data, Developing the concept on how the Social/consumer interaction of the website should operate and how to leverage that information, looking for designs to market, working with the vendors/suppliers on products and product development, Locate and qualify skill sets for Vendors (Incorporate SLA, located vendors Onshoring/Offshore, review and negotiate contracts). Monitoring costs for development, designs and new products. Review financials expenditures against budgeted projects. Staff includes four developers, five designs artists. Developing controls, and data transparency for reporting on statics and business analytics.

Confidential, New York, NY February 2008 to February 2009 Vice President, COO Division

Responsibilities included building an internal IT rate methodology for the purpose of allocating costs across all divisions including: Investment Banking, Private Banking and Asset Management, Shared Services. Presented methodology to Leadership team and managed tools that housed information/process/methodology. Worked closely with Senior Management across all international regions and business functions. Developed business requirements and functional specifications for technology initiatives. Performed gap analysis between legacy system and current tools. Managed enhancements, development, and support of all systems (Systems :GURS (Global Unit Rate System), TIME. VIPS, Project Accounting).

• Created and managed project plans including time line schedules for testing strategy with development groups.
• Member of the IT Governance Committee which determined impact on future IT cost/transparency processes. IT Committee determined new tools, strategy, methodology and processes across IT and cost impacts for front office-Change the Bank. Included onshoring/offshoring and FX impacts.
• Member of Governance Valuation/Operational Committee which reviewed risk controls (SOX and Basel II programs) and processes, provided leadership, resolved issues, monitored workloads to ensure all deadlines were met; sought to identify opportunities to improve efficiency and controls within Investment Banking, Private Banking and Asset Management divisions-Change the bank.
• Prepared budgets for applications and monitored expenses against project budget.
• Researched and assessed technologies and methodologies in relation to new and future needs.
• Responsible for process re-engineering, implementing risk/control improvements to legacy systems,
• Preparing scope and user requirements documents and measured time line requirements against process/systems.
• Responsible for overseeing two staff members.

Confidential, New York, NY January 2007 to February 2008

Associate Director, Investment Banking Finance
Responsible for development & implementation of various templates and processes including: financial metrics, forecasting, month-end closing and reporting, and financial waterfall analysis. Duties included client facing with CDR"s (Chief Technology Officer Direct Reports) for front office Commodities (RMBS/CMBS, Credit Derivatives, Exotics/FX-Fixed Income, Global Sales Research and IBD). Supervised 600M budget (€300M) and provided financial guidance to CDR, CDR Direct reports, and COO's. This analysis included FX impact, onshoring and offshoring impacts.

Participated in Trading Technologies Products and guide processes, financial discussion groups on cost transparency of IT costs, and in various technologies related workshops including: Financial Management, Procurement implementations, and Cost Transparency methodologies/tagging/reporting processes-Change the bank. Liaised with Senior COO's to provide financial support to Investment Banking group which included FX variances or benefits. Responsible for month end reviews with Senior Managers.

• Provided guidance on Controllership/Cost Control and drove financial close work streams which re-engineered month end close process including: Financial reporting, accrual process, and forecasting methodologies.
• Member of Governance Valuation/Operational Committee which reviewed controls and processes.
• Train and manage staff to understand complex workflows to facilitate support of new processes, new business initiatives and Financial process structures.
• Responsible for supervising two Managers.

Confidential, New York, NY January 2005 to December 2006

Senior Manager, IT Finance

Part of Governance Board tasked with implementing new IT processes to increase transparency and controls. IT Finance Lead for Mercury applications implementation (financial project planning tool). Responsible for oversight of Capital Requisitions Process (MER-Major Expenditure Request for FID, Equities, Prime Brokerage and Corporate IT), Accounts Payable, and instrumental in procurement re-engineering process for IT. This included the reporting of Fiscal spend, actual spend against budget/forecast at an account grouping level which includes FX deviations. Used Clarity for annual budget.

• Consolidated, streamlined, and standardized IT Commodities functional processes and procedures between three divisions. Evaluated processes, reviewed point(s) of control and identified where process and control(s) broke down. Undertook scenario risk analysis and stress testing. Assessed and created quality of internal controls, policies and procedures. Undertook risk mapping, control identification, review and risk mitigation SAS70 and Basel II.
• Assess, measure and improve on operational risk using internal IT Tools and Ariba, including risk control self-assessment and operational key risk indicator reporting. Implement required firmwide operational risk standards within IT Finance in support of Sox and Basel II compliance.
• Designing technical tools to support the accuracy of detailed budget and actual spend reports.
• Responsible for the oversight of four groups including: a satellite AP group, two MER groups, and one PMO group (total of six people including two Managers).

Confidential, Parsippany, NJ October 2000 to January 2005

Manager of Planning & Finance, Corporate IT Division (December 2003 to January 2005)
Responsible for re-designing and overseeing monthly close/forecasting process, and preparing two-year rolling forecast. Created key technology decisions, and accountable for technology solution delivery, quality, and timeliness. Applications (Cognos /.Net) were principle drivers for all IT specific Metric reporting including a Score Card. Managed technology solution effort with oversight of design, development, and implementation. Worked on defining, testing and execution for Corporate IT conversion to HFM.

• Prepared and generated Strategic Plans, Annual Budgets and Executive Management presentations.
• Defined & implemented process improvements leading to improved financial control, integrity and efficiency.
• Collaborated on documentation and testing for Sarbanes Oxley compliance initiative.
• Developed systems and processes for global consolidation and reporting of key IT specific financial information.
• Established and maintained relationships with Vendors & Outsourced Resources.-(Review Service Level Agreements)
• Managed four Financial Analysts and five Application Developers for the Cognos project.

Confidential, Corporate Division (October2000 to December 2003)

Managed monthly forecasting processes and prepared two year rolling forecast, reviewed P & L numbers with Senior Management on monthly basis. Revamped forecasting process through gathering and consolidation of data into Hyperion Enterprise, and reported findings to Executive Management. Initiative reduced forecast around time from eight days to three. Prepared Corporate Budget/Forecasts and served as primary contact for reporting and Executive Management presentations across all Corporate functions-IT, Legal, Telecom, Preferred Alliance, HR & Finance, Shared Services. Project Lead on Implementation of Oracle Financials for all aspects of Budgeting across the GL, FA & Project Modules.

• Published budgeting & reporting process/methodology for Corporate. Developed requirements and functional specifications by working with other Business Units as well as using current technology. Identified required process changes to accommodate new platform and improved on current processes.
• Demonstrated new technical strategies and tools throughout the organization and sought to identify continual application opportunities to increase productivity.
• Built relationships with Executive Management
• Managed two Accounting Managers and two Forecasting Analysts.

Confidential, Edison, NJ March 1998 to October 2000

Assistant Treasurer, Retail Strategy Division

Conducted technical and functional audits of operating units for the purpose of assessing profitability and measuring performance. Created value-added strategic analysis, which directly drove business revenues/goals/cost efficiencies. Responsibilities included end-to-end process of creating analytics and business recommendations, reporting (e.g., reviewed methodology/strategy, developed new strategy and approaches, performed data analyses, synthesized conclusions, and presented recommendations to Leadership Management Team).

• Managed project which evaluated Retail Business Unit and transformed financial infrastructure by implementing technical/business process solution. Solution identified how to reduce costs, improve efficiencies and provide flexibility for future growth.
• Performed analysis on compensation and related expensesto mortgage brokers based on volume of loans sold.
• Developed profitability study for Retail Business units to realize potential revenue and cost savings.
• Worked on strategic business decisions and helped to make directional recommendations based on quantitative analysis.
• Built relationships with Executive Management as well as reengineered and improved on current process.
• Managed one Analyst.

Confidential, Weehawken, NJ February 1997 to March 1998
Intermediate Financial Analyst, Private Client Group
Worked on quarterly profitability studies of PaineWebber's Retail branches. Reported on Geographic, Volume, and incentive driven criteria. Worked on Annual Budget for Private Client Group, which included: reviewing and reporting/consolidating all Retail branch budgets for Senior Management.

• Project management experience included: Implementation of new software to improve productivity.
• Optimized existing technology, and brought new technology ideas to bear.

Confidential, Plainsboro, NJ December 1995 to February 1997
Senior Portfolio Managers Assistant, Merrill Lynch Asset Management Group (MLAM)
Supported daily activities of a Senior Portfolio Manager including performing equity research. Used Wall Street Journal, Bloomberg and other periodicals to write a concise summary on subject matters. Ensured trades were generated correctly.

Confidential, Newark NJ June 1993 to December 1995
Financial Analyst, Corporate Finance
Responsible for building financial models and working on due diligence projects for potential acquisitions. Worked with Executive management on all Merger related inquires.

• Worked on the Corporate Due Diligence and Integration Team
• Worked with senior management on strategic planning for all acquisitions.
• Provided and analyzed financial information for senior management (analyzed profitability after bank runoff, one time cost for purchase accounting, forecasting five-year trends to reach conclusions on occupancy expenses from acquisition to conversion to consolidation).
• Compiled and analyzed data relative to specific engagements.

EDUCATION

Intensive financial modeling and valuation training program

• Performed company valuations utilizing (i) comparable public company analysis, (ii) precedent transactions analysis and (iii) discounted cash flow (DCF) analysis.
• Built fully-integrated financial statements projection model, LBO model, accretion/dilution merger models, including ability to run operational and capital structure sensitivities within models and data tables for sensitivity analysis.

Bachelor of Science Degree in Business Administration

• Concentration: Finance

TECHNOLOGY SKILLS

• Software: Microsoft Office Suite-Microsoft Excel (Pivot Tables), PowerPoint, Access
• Conversant with: Bloomberg, First Call
• Other Software: SAP, SAP BW, OMEGA, Oracle, ADI, Discover, Hyperion Pillar- Admin, Hyperion Enterprise, HFM, Cognos Admin