SUMMARY:

• Senior information technology professional with MBA and 15 - year professional background leading all aspects of corporate IT and consulting engagements primarily in the automotive manufacturing industry. Blend of finance, technical and operational proficiency has proven effective in leading large transformation initiatives at mostly large, complex organizations.
• A results-oriented, change agent who is effective in leading cross-functional teams through the design, development and implementation of process improvement initiatives that drive growth and profitability. Adept at leveraging technology as an enabler to enforce management controls while improving process efficiencies and effectiveness. Excel in delivering timely, accurate and relevant business information that provide insight into business drivers and enable strategic decision-making by key stakeholders.
• Database Management
• Continuous Improvement
• IT Governance
• Business Intelligence / Analytics
• Software Development
• Project & Change Management
• ERP / Accounting Systems
• Data Governance / MDM
• Performance Management
• Corporate Finance
• International Finance
• Data Warehousing / ETL
• Data Governance / MDM

TECHNICAL SKILLS:

Programming Languages: Visual Basic, VBScript, VBA HTML, DHTML, XHTML, XML JavaScript ASP, ASP.Net, VB.Net OLAP / Reporting Crystal Reports 7, 8, 9 SQL Query Language SQL Server Analysis Services Hyperion Essbase

MDX Query Language/Database Management Systems: Microsoft Access with VBA Microsoft SQL Server 2000/2005/2008 Oracle RDBMS 8i, 9i, 10g, 11g

ERP / Accounting Systems: QAD Mfg/Pro eB2.x Oracle 11i / eBS SAP 4.x / ECC 6 ETL / MDM Hyperion FDM / UpStream WebLink SQL Server DTS / SSIS

PROFESSIONAL EXPERIENCE:

Confidential, Detroit, Michigan

SR MANAGER - ENTERPRISE DATA WAREHOUSE

Responsibilities:

• Manage a portfolio of systems in support of the Global Corporate Finance and Financial Planning & Analysis functions that drive process improvements through effective planning and greater insight into business drivers. Partner with and provide advisory services that span 3-pillars (People, Process and Data) on business improvement / transformation initiatives.
• Member of the 3-year Consolidation, Planning & Analysis (CPR) initiative sponsored by the CFO that is chartered with redefining the Record-to-Report and Performance Management processes and related systems to drive improved process efficiencies and effectiveness. Currently leading development effort to redefine the global Product Line Profitability and Country of Sales planning solution starting with a Proof of Concept (POC) build.
• Leading the reengineering of the GM Europe (GME) Legal Entity Profitability Analysis (LEPA) system and related processes. Developed a new Hyperion Planning system with advanced system integration and management controls resulting in significant cycle time reductions and improved data quality. Project will effectively combine the CMCR / LEPA process with that of the Profit Walk process in a common system while integrating with a common data source - SAP. s include:
• Established trusted advisor relationship with key stakeholders in global FP&A organization.
• Implemented management controls and operational improvements resulting in greater accuracy of estimates, resource planning, requirements gathering, solution design, testing and deployment of Global Product Line Profitability (GPLP) and Country of Sales (COS) / Legal Entity Profitability Analysis (LEPA) enhancements.
• Introduced innovative technical enhancements to Hyperion applications and related systems resulting in improved efficiencies, stabilization of environment and enhanced delivery of information for stakeholders.
• Trained and mentored resources on new technologies and methodologies for developing and deploying world-class solutions.
• Managed deployment of Hyperion Strategic Finance (HSF) to Corporate Financial Planning & Analysis function to support integration of strategic plan with mid-term and annual operating plan in adoption of top-down planning approach.

Confidential, Troy, Michigan

IT PROJECT LEAD / ARCHITECT

Responsibilities:

• Recruited to lead 2-year, $30 million global finance transformation initiative for a $16 billion tier-one, automotive parts manufacturer. Core team consisted of over 50 functional and technical resources. Project scope consisted of over 120 operating facilities and over 2,000 stakeholders within the global Financial Planning & Analysis and Accounting functions. s include:
• Resuscitated failing first phase of a 3-phase program that was attributed to a lack of project management controls, sound methodologies and resources that lacked the requisite technical capabilities. Effectively took over control of project management and development activity to deliver project under budget and only 1 month behind schedule. As a result, integration partner was replaced with an internally led, staff-augmentation model that yielded a $5m budget surplus compared to original estimate.
• Led finance transformation initiative (Phase 1/3) resulting in the reengineering of the Record-to-Report value stream. Streamlined global month-end close, financial statement consolidation process by implementing improved controls and reduction of month-end close cycle. Implemented new global financial consolidation system (Hyperion Financial Management / HFM 4.1.2). Improved visibility to underlying transactional data by eliminating middle-ware system (eTBR) and integrating HFM directly to SAP via Hyperion FDM.
• Led finance transformation initiative focused on management reporting and financial planning functions (Phases 2 & 3). Standardized global FP&A processes and implemented common systems to enforce standard operating procedures and controls. Implemented new management reporting system to streamline profitability analysis by product, customer and OEM program/platform. Enabling technologies include Hyperion Planning, Essbase, Hyperion FDM, Hyperion DRM and an Oracle data warehouse.
• Developed and implemented an InterCompany balancing / miss-match reporting solution to automate the detection of discrepancies and communicate to originator of transaction for timely resolution during close cycle.
• Implemented a global Travel and Expense reimbursement system (Concur) with seamless integration to SAP for recording of journal entries.
• Established Data Governance Council to oversee enterprise wide data governance initiative. Defined data stewards and master systems from which master data would propagate to subscribing systems. Master data and hierarchies were managed in a newly deployed Hyperion Data Relationship Management (DRM) system.
• Established Global Business Solutions (GBS) organization to centrally manage global finance systems in a service oriented model. Implemented managed services model by negotiating and entering into a staff-augmentation agreement with global service provider. Established Change Approval Board (CAB) to manage change requests. Established Service Level Agreements (SLAs) to enforce quality assurance standards.

Confidential, Detroit, Michigan

CONSULTANT, ADVISORY SERVICES - PERFORMANCE MANAGEMENT

Responsibilities:

• Joined PwC to return to Confidential as part of specialized managed services team that acted as an extension of the Hyperion Platform and Development team. Led several FP&A transformation initiatives that improved GM’s ability analyze profitability across several dimensions coupled with more effective planning tools and methods. s include:
• Led finance transformation team at Confidential that redefined the Free Cash Flow (FCF) planning process for GM International Operations (GMIO) and GM South America (GMSA). Designed, developed and implemented two sophisticated Hyperion Planning applications (ICAR and SACAR) that enforced statutory, US GAAP and management controls for reporting Technologies used include Hyperion Planning, Essbase, and Hyperion FDM.
• Project lead on global capital planning reporting and analysis project at Confidential . Partnered with the Capital Planning group to define current state processes, future state processes based on best practices, and prepared gap analysis. Implemented new Oracle Essbase and Hyperion FDM system with custom front-end for collecting data and enforcing data quality control standards.
• Development lead on Global Product Line Profitability / Country of Sale project at Confidential which was designated as the highest priority project by GM's CFO and CIO in 2012. Partnered with FP&A and IT teams to design, build and deliver a new management reporting and planning system that effectively associated manufacturing and overhead costs with revenue at a product/nameplate and final country of sale basis. Led development of Country of Sales “flip” logic in a custom Oracle database and Hyperion FDM. Technologies enabled include Hyperion Financial Management (HFM), Hyperion Planning, Essbase, Hyperion FDM and Oracle relational database / stored procedures.
• Development lead on project at Confidential that streamlined the integration between the global SAP ERP system and 12+ Hyperion Planning applications resulting in improved transparency and accuracy of financial information. Worked with IBM consultants on development of Operational Data Store (ODS - aka, “eSAP”) as middle-ware repository. Enabling technologies include Hyperion Planning, Essbase, Hyperion FDM, Oracle operating data store and DataStage ETL tool.

Confidential, Detroit, Michigan

SENIOR MANAGER, ADVISORY SERVICES - FINANCE TRANSFORMATION

Responsibilities:

• Member of specialized, high-growth Finance Transformation practice within the Advisory Services segment of a “Big 4” accounting firm that provides world-class performance management solutions that drive growth and profitability for large, complex organizations. Provide expertise in leading Enterprise Performance Management (EPM) and Business Intelligence (BI) systems implementation and optimization initiatives.
• As Confidential & Confidential Technology Services lead to Confidential, managed engagement team responsible for remediating material weakness associated with GM’s global financial statement consolidation and month-end close process. Partnered with Corporate Controller and staff to implement operational and system enhancements to expand reporting functionality and data quality controls.
• Led deployment of new global consolidation system (HFM - aka, “GEARS”) and implementation of related processes and controls resulting in the establishment of a highly productive and efficient Center of Excellence (COE) organization based on a service oriented model.
• Led redesign and build of improved Global Cash Flow reporting solution within GEARS. Developed and implemented controls to integrate Balance Sheet and Income Statement with Cash Flow Statement while ensuring US GAAP standards are adhered to.
• Design, developed and implemented performance variance reporting solution within GEARS. Developed system functionality to isolate FX impact on a period-over-period basis in support of constant rate reporting requirements. Updated all reports to in corporate new functionality.
• Annual performance evaluation rating among top 10% of Advisory personnel resulting in promotion to Senior Manager in 2010.

Confidential, Troy, Michigan

IT DIRECTOR - GLOBAL BUSINESS SOLUTIONS

Responsibilities:

• As part of newly formed Global Business Solutions group, managed 15-person team and portfolio of systems for $6.2 billion automotive parts manufacturer doing business in over 30 countries worldwide. Provided global system and process reengineering support for all corporate functions, including finance, tax, treasury, corporate communications, legal and human resources.
• Developed IT strategy and technology road map that aligned with business strategy. Worked with business functional leaders to define business requirements and prioritize projects as part of annual planning process. Managed cross-functional project teams to implement new systems and processes across organization s include:
• Established Finance Systems / Business Intelligence Center of Excellence. Managed team responsible for supporting enterprise data warehouse (Oracle 11x, Jaros 4.x), Hyperion Financial Management, Hyperion Essbase, SQL Server Analysis Services and related components (Informatica, SQL Server Reporting Services, IBI WebFocus). Implemented controls and alerts to proactively detect data quality / integrity issues resulting in significant reduction in issues and spike in user acceptance.
• Partnered with CFO and Corporate Controller on numerous finance transformation initiatives including:
• Accounts Payable: Expanded shared services model into Europe to leverage existing technology and resources. Leveraged advanced technologies such as Character Recognition and invoice scanning software to significantly reduce the manual handling of invoices.
• Treasury: Implemented cash forecasting module in Oracle ERP system to effectively estimate projected cash position resulting in improved cash management capability.
• Accounts Receivable: Implemented credit management module in Oracle ERP system to effectively manage vendor credit solvency. Implemented improved collections system resulting in significant reduction in delinquencies and Days Sold Outstanding (DSO).
• Corporate Consolidations: Augmented Controller’s staff with team that managed Hyperion consolidation and reporting system and assisted with month-end close, forecasting and planning processes.
• Led design, build and deployment of new external and internal facing website. New websites were among the first to be fully developed in Microsoft SharePoint resulting in improved content management and ease of navigation.

Confidential

FINANCE DIRECTOR - LIGHT VEHICLE SYSTEMS

Responsibilities:

• Recruited by CFO of Light Vehicle Systems ($2B) to return to Meritor and help lead the establishment of a Corporate Finance organization preparing to be spun-off from its parent company as a new public entity. s include:
• Led profitability analysis work-stream as one of 100 selected members of a 2-year global cost cutting / revenue generating initiative called “Performance Plus”. Designed, developed and implemented a gobal Product Line / Customer Profitability reporting system utilizing an advanced logical data mart design and OLAP engine to enforce data quality / integrity standards while enforcing data governance controls. Solution enabled several growth strategies that drove the reallocation of capital into higher margin business segments and markets.
• Led carve out of corporate General Ledger system in preparation for spin-off of light vehicle segment to establish stand-alone business entity. Conducted cross-functional, reengineering workshops to redefine all work streams, including Procure-to-Pay, Order-to-Cash, Payroll and Record-to-Report / month-close process. Designed, developed and deployed new corporate General Ledger and sub-ledger system in QAD Mfg/Pro eb2.

Confidential, Rochester, Michigan

DIRECTOR, DOMAIN LEADERS (EPM)

Responsibilities:

• Led newly formed software and consulting company through start-up, growth and acquisition cycles. Company developed Hyperion data integration product, WebLink, which is has since been re-branded as Hyperion Financial Data Quality Management (FDM) since company was acquired by Hyperion Solutions (now Oracle) in 2006.
• Led conceptualization, definition, and prioritization of business development strategies to increase software and consulting services revenue while establishing business with new customers in differing vertical markets. Provided leadership in identifying and establishing strategic partnerships and channel relationships. s include the establishment of a new product line targeting the corporate tax software market. Product line offering included a system integration solution that aligned the reporting of tax information with the financial reporting data while improving data integrity controls. Partnered with leading tax vendors including CorpTax and Thomson OneSource to deploy bundled solutions.
• Selected by CEO/President to join software start-up to take over consulting division of company that manufactures and sells financial reporting software that integrates ERP systems with EPM systems (most notably, Hyperion).
• Responsible for account management, prioritization, recruiting and forecasting of the consulting services organization. Provided support, both tactical and strategic, to sales organization in achieving product sales quota. Entered into strategic alliances with consulting firms that augment our staffing model. Grew consulting business from $600k to $1.5m in less than two years.
• Provided advanced technical expertise on consulting engagements focused on Hyperion Financial Management (HFM), Hyperion Planning and Hyperion Essbase implementations. Positioned core product as enabler for accelerating Hyperion implementations. Maintained customer communication at a strategic level, responded to customer opportunities, and offered additional solutions the customer may not have realized were possible.
• Lead consultant on largest, most complex implementations; typically as part of finance transformation initiatives. Clients include: Pfizer Pharmacutical (NY), United Technologies (CT), Hyatt Hotels (Chicago), AGI Insurance (NY), Honeywell (MN), Tyco (CT), and TRW Automotive (MI).

Confidential, Troy, Michigan

SENIOR FINANCE MANAGER

Responsibilities:

• Reporting to Corporate Controller, managed team responsible for global financial statement consolidations, international accounting and financial reporting function for an $8 billion, tier-1 automotive supplier with over 150 operating facilities doing business in 35 countries. Coordinated annual planning and monthly forecast process. Performed Controllership duties for several holding companies. Provided US GAAP guidance and prepared journal entries for all subsidiary investments, affiliates, and minority interest holdings. Recognized as a “high-potential” and among top 10% of employees worldwide. Promoted to Sr. Manager in 2002. s include:
• Reengineered corporate financial reporting and administrative function to meet the requirements of a company that recently spun-off from its parent company (Rockwell International), became a publicly traded company, and merged with another equal in size (Arvin Industries) within a 3-year period ( ).
• Absorbed international accounting function without adding headcount. Partnered with Corporate Tax function to reorganize legal structure resulting in a 20% reduction in effective tax rate.
• Led the Arvin Industries ($3 billion in sales, 2000) and Confidential ($4.5 billion in sales, 2000) integration effort for corporate reporting function and systems. Defined financial reporting procedures, month-end close and consolidation process, financial statements, performance metrics and finance policies for newly created, post-merger entity. Coordinated the design, development, and implementation of a new consolidation system (Hyperion) deployed to over 140 locations and 500 users worldwide.
• As part of global Performance Improvement initiative, chaired Continuous Improvement committee for Controllers group. Implemented numerous waste reduction initiatives resulting in the elimination of process inefficiencies and cycle time reductions. Reduced month-end close cycle by 2 days (20%) by adopting new process and system that reduced lead-time requirement for reconciling inter-company transactions.

Confidential, Troy, Michigan/Chicago, Illinois

FINANCE ANALYST / OFFICER

Responsibilities:

• Coordinated the annual planning process for over 50 legal entities and 2,000 cost/revenue centers for the North American business segment of a $600B (Total Assets) bank holding company. Consolidated quarterly forecast and annual operating plan, converted from US GAAP to Dutch Accounting standards for reporting to parent company and prepared analysis of historical and projected results. Managed capital planning and business case review process.
• Led the design and development of a custom planning application used to prepare the annual operating plan for all segments of the organization. Promoted to Finance Officer in June 1996