Responsible for the total customer relationship for the Finance, Billing, and Specialty domains licensed by the clients. Act as the primary point of contact for the client to access the resources of enGen. Provide oversight for all aspects of the relationship, including strategic planning, project solutioning & implementation, enhancements, defects, and training. Act as an advocate for the client to the enGen team to ensure the best possible investment of the client’s resources including joint client initiatives. Govern and ensure the financial profitability of client investments. Lead and coordinate all aspects of escalated issue resolution, including client impacts, root cause determination, resolution plan, and client communication. Analyze complex project proposals, anticipate potential problems and future trends, and assess opportunities’ impacts and risks. • Oversee successful delivery of $5 million portfolio of Finance, Billing, and Claims projects. Recognized with a service delivery excellence award based on client feedback.• Initiated an effort between enGen & Client to address long-standing reconciliation and control issues experienced by the client. Resulted in the identification of a number of actionable items being implemented to improve the process. Process review meetings established to ensure on-going improvements. • Implemented process for weekly client meetings to review approved, in-process enhancements & defects to ensure accurate and timely communication of requirements, testing, and approvals resulting in a significant increase in client satisfaction.

Managed a staff of 10 Subject Matter Experts charged with resolving issues related to membership, enrollment, benefits, claims, provider payment, and billing processes. Provided coordinated enterprise solutions to significant customer issues to ensure that activities from all areas, including the Vendor, were effectively mobilized and focused to resolve customer’s issues. This included Global issues affecting an entire segment or key customers and included ongoing status communication to Senior Leadership.♦ Reduced aged issues from over 50 days to an average of 15 days by defining an incident management process that provided clear definition of the steps and expected outcomes for each phase of the issue lifecycle. ♦ Selected as the central escalation contact for all NJ Subsidiary migration issues related to 200K members representing $1 Billion in premium revenue. Praised by NJ Subsidiary management and staff for my leadership.♦ Built a problem management framework to provide a method for recognizing incident patterns and ensuring that like incidents were grouped and evaluated as a problem. This resulted in approximately a 10% reduction in the number of incidents being managed.♦ Defined job descriptions and job goals for the newly created Enterprise Escalation Teams (30+ associates). Job descriptions defined their roles, responsibilities and career progression framework providing management and associates with better feedback and performance evaluations.

Selected as Transformation Delivery Lead on a Corporate Transformation project replacing IBC’s core membership, enrollment, benefits, claims, provider payment, and billing systems. Project affected 10 million members representing $14 billion in revenue. Responsible for the delivery of the Finance Disbursements, Treasury, and Treasury Conversion sub-projects. Delivery responsibility included: requirements gathering; gap analysis; business process definition; test strategy; test planning; test results review; training coordination; defining security access requirements; and securing all appropriate approvals. Provided Subject Matter expertise for Corporate Accounting, Accounts Receivable Conversion, Billing and Cash Application sub-projects.♦ Nominated for several project awards for contributions leading to one of the most successful implementations of the Transformation project.♦ Completed an impact analysis for 60+ legacy Finance and Billing applications affected by the Transformation project. Determined interim and end-state architecture for impacted applications.♦ Coordinated cross functional definition of 150 future state business processes and desk level procedures including organizational responsibilities and management approvals. ♦ Completed a post Transformation project to document all major Treasury Department functions (98) and teamed with each group to help define a three year plan for each area in conjunction with Treasury Management.

Responsible for development and support of PeopleSoft Financial and Supply Chain modules, including General Ledger, Accounts Payable, Asset Management, Accounts Receivable, Billing, Purchasing and Inventory. Provided project oversight, analysis, and development support to projects affecting Finance, Billing and Collections. Provided production support for balancing, reconciliation, control, and maintenance of Finance subsystems and configuration of IBC’s operational enrollment, benefits, claims adjudication, and billing system.♦ Converted an IBC Subsidiary to the IBC enterprise PeopleSoft Financials modules including implementation and integration of PeopleSoft Billing, which was a new module for IBC.♦ Implemented PeopleSoft Expenses module and custom built Voucher Payment Request Process to eliminate third party imaging costs resulting in a savings of $300k annually.♦ Completed application upgrades and updates of PeopleSoft modules including architecture maintenance updates on-time and on-budget with very minimal disruption to end-users.♦ Chosen for Finance and IS Integration Teams with responsibility for planning combined operations for proposed merger of Independence Blue Cross (3.4 million PA members) and Highmark (4.6 million members). ♦ Selected as Integration Project Manager for PeopleSoft Deep Dive project and developed a detail mapping of business processes and system configurations to support the merged operations of IBC & Highmark.♦ Significantly strengthened controls around the PeopleSoft system to provide a more secure and stable environment with appropriate segregation of duties.♦ Implemented a team-based approach to problem solving and workload management to address staff burnout issues and improve team morale. Implemented a job rotation process that resulted in each person being able to support four or more PeopleSoft modules rather than just one or two.

Responsible for the technical and infrastructure elements of a global PeopleSoft implementation of General Ledger, Accounts Payable, Asset Management, Expense and Enterprise Performance Management modules. Accountable for the outsourcing relationship with IBM.♦ Contributed to development of outsourcing agreement for both hardware and application management components of PeopleSoft system. Defined Service Level Agreements and Key Performance Indicators.♦ Defined hand-offs from implementation consultants to outsourcer's management team and ensured all requirements were met prior to transition.

Responsible for outsourced Financial Systems of Reliance Insurance Group including: PeopleSoft General Ledger, PeopleSoft HRMS/Payroll, SS&C CAMRA Investment Accounting System, Cash Disbursement System, 1099 processing, and several small escheatment and refund systems.♦ Responsible for the planning, staffing, and execution of the upgrade of the PeopleSoft General Ledger system from Release 6.0 to Release 7.5. Lead the technical architecture review team to determine the architecture and deployment methodology for the new release. This project was completed on time and on budget.♦ Implemented web based Travel and Expense entry system using PeopleSoft 7.5 tools. Defined user requirements, coded, tested, and implemented in a two-month timeframe.♦ Assumed responsibility for support of PeopleSoft HRMS and Payroll systems following completion of the implementation project. ♦ Rapid assimilation of all processing and interface functions from the implementation team and the incorporation of two additional staff members into the group. ♦ Consistently communicated the status of implementation issues; obtained user support and agreement to prioritize and determine the most critical implementation issues; resolved critical issues; and, provided updates to the senior management at each of the distributed profit Center HR and Payroll departments.♦ Completed upgrade of PeopleSoft General Ledger to Release 6.0. The project was completed within budget.

♦ Managed group responsible for all PeopleSoft General Ledger related data and processes. This included on-line and batch journal entry; expense/budget allocations; financial consolidations; translation & revaluation of financial information from foreign subsidiaries; year-end closing.♦ Lead project for the upgrade of the PeopleSoft G/L from Release 3.0 to Release 6.0. This involved planning and directing the activities and resources of the Financial Systems Group (Reporting, Interfaces, DBA, and G/L Functional Teams). This included weekly project team meetings and monthly Steering Committee Meetings to report project status and costs to Senior Management. ♦ Guided creation and yearly updates of Budget Expense Application distributed throughout the organization.♦ Manage support of all desktop and LAN components of the PeopleSoft installation.♦ Responsible for the installation, development, and support of Lotus Notes for the Corporate Financial Department. Spearheaded the development of numerous Notes databases to allow FSG to more effectively consolidate and share information.

Manager of PS Financials - (1996 - 1998)Project Leader - (1994 - 1996); Lead Programmer/Analyst - (Nov 1991 - Jun 1994)Senior EDP Auditor – (1989 - 1991); Staff EDP Auditor – (1986 - 1989)