Managed team of Business Analysts, Developers and DBA (co-located in MN and CA) of Oracle EBS 11.5.9 and 12.06, along with 3rd party systems – Vertex, Optio, Connectship, Clippership, Dataworks. Managed yearly Oracle EBS maintenance contract. Responsible for performance appraisals, hiring, terminating, coaching and workload balancing.Member Oracle R12 implementation teams:Team Lead for the Record to Analyze track, focusing on GL, AR, Tax (Vertex), FA, Global Intercompany, and Month End Sub Ledger Close for the Empi business unit. Tasks involved mapping business processes from 11.5.9 Oracle to a global R12 Oracle system, monitoring project tasks assigned to team members, and testing custom development solutions. Team consisted of internal IT staff, consulting staff, onshore/offshore technical staff and business users.Led the Order to Cash (OM, Pricing, AR, TCA) team for the insurance claims business of the Ormed.DJO business unit located in Freiburg, Germany. Project consisted of moving from a customized BaaN system to the global Oracle R12 system. Tasks up to post-CRP2 included process flowing of 35+ order types, business requirement gathering, incorporating process improvements in R12 design, requirements mapping to standard and custom solutions (forms, workflows, pricing, concurrent programs), integration with external systems (imaging, tour/route planning, CRM), and successful execution of CRP1 and CRP2. Team consisted of internal IT staff, consulting staff, onshore/offshore technical staff and business users.Key member of Global ERP Analysis team led by McKinsey. Reviewed the ReAble (US and European divisions) and DJO ERP systems to determine the system to support the merged DJO Global company. Evaluated Oracle eBS, JDEdwards, QAD, BaaN and PRMS. Oracle eBS R12 chosen. Evaluated and interviewed implementation partners.

Member of the Oracle applications 11.5.9 implementation team. Documented business requirements, setup and tested functionality, developed test scripts, trained business users, executed go live functions, provided post go live support.Gathered and assessed needs from internal business units; created solutions to resolve issues (e.g., process improvements, additional staff training and general Oracle system support); developed functional specifications and collaborated with technical staff on resolution and implementation of change.

Project Manager for upgrade from Oracle applications 11.0.3 to 11.5.9 – GL, AP, PO, AR, Cost Mgmt, BOM, WIP, INV, Project Costing, Project Billing, HR, FA, OM, Internet Time, Internet Expenses, Vertex Sales & Use Tax Q Series, and Vertex Quantum Returns. Managed user testing, issue resolution, patch application and project plan. Upgrade completed without the use of external consultants.Business Analyst duties for all EBS modules noted above.

Interim assignment of Client Relations Manager, along with existing IT BA responsibilities. Consolidated three departments to create new Client Relations department. Developed consistent business processes for new department, managed CR staff, created and delivered staff evaluations, created and managed department budget, member of new product implement team, developed process to manage blended learning (online and classroom) implementations, trained European staff on new processes.

Implemented PeopleSoft Asset Management v7.0. Redesigned and implemented intercompany/cash settlement process. Implemented TimeSite (web based time tracking). Developed training manual for PeopleSoft Accounts Payable and trained 45 staff members. Developed training manual for PrintCare (web based materials requisitioning system) and trained staff for pilot. Redesigned the Business Unit structure within the General Ledger.

Supervised PeopleSoft system support staff. Project Manager for all decentralized site conversions to PeopleSoft AP, including data conversion and testing. Managed all projects for changes/enhancements to the PeopleSoft AP system.

Member of implementation team for the conversion from DBS financial systems to PeopleSoft. Designed/tested/implemented 16 interfaces, 6 spreadsheet upload modules, invoice conversions and vendor conversions. Documented and designed business process flows. Interfaced with key users and development staff on configurations and customizations.

Supported internally developed three-tier commission processing system (PrMS), including user issue resolution, designing and testing system changes/enhancements. Project Manager for all business unit conversions to PrMS.

Provided quality assurance and technical support to users, including troubleshooting, performance monitoring, data analysis, test scenario creation and system testing for the DBMS (IBM mainframe ERP) applications - AP, AR, PO, INV. Monitored daily financial interfaces, researched and resolved transaction issues. Provided input into project estimates and timelines. Supported yearly activities - audits, year end close cycle - through report generation and reconciliations.

Positions held within the Accounts Payable department: Accounts Payable Senior Lead 5/93 – 1/94, Accounts Payable Lead 9/90 – 5/93, Accounts Payable Senior Processor 7/89 – 9/90 and Accounts Payable Processor 6/86 – 7/89. Supervised workload and staff coverage for UHC and 28 affiliated companies. Performed employee performance appraisals. Interviewed prospective employees. Monitored and tutored staff requiring skill development. Key business user (SME) for all M&A ERP conversion projects.