Debbie Bates Email and Phone Number

 Improved multiple processes i.e., high volume of daily equipment checkout request process and high volume of Transfer Purchase Order (TPO) submittals/reporting process. Redesigned Equipment Checkout Request forms to include formulas and drop-down lists for technicians to populate / Redesigned Equipment Checkout/TPO Tracker with formulas and built in daily run SAP reports to indicate current inventory counts and serial numbers available to accurate submit Transfer Purchase Orders and reduce Procurement processing errors.  Improved TPO reporting process by adding equipment material numbers and corresponding prices per checkout request line item for Project Managers to view the tracker and conduct budget forecasts for pending charges impacting cost centers they manage. Perform Asset Inventory Audits.  Respond timely to Stale inventory audit inquiries by performing needed research on assets to assist in KPI improvements.  Submit/Track IT Network/Telecom purchase orders (POs) to replenish onsite inventory stock and for shipping to various field sites / submit SAP Material # Creation requests per PO line item for PO to be processed / confirm with requestors that correct cost centers and shipping information is provided / alert PO approvers of RUSH PO requests to expedite processing / track delivery status and inform requestors of deliveries / complete Goods Receipt in SAP for delivered equipment and notify Procurement for invoices to paid timely / update delivered serialized equipment inventory status/location in Remedy / maintain PO Tracker and TPO tracker and file all documentation in applicable cost center folders/ Update PO cost information on PM’s budget forecast spreadsheet in EPM for applicable cost centers / follow up accordingly on partial PO deliveries. Support primary Business Continuity Plan (BCP) Administrator as required.

 Improved multiple processes i.e., high volume of daily equipment checkout request process and high volume of Transfer Purchase Order (TPO) submittals/reporting process. Redesigned Equipment Checkout Request forms to include formulas and drop-down lists for technicians to populate / Redesigned Equipment Checkout/TPO Tracker with formulas and built in daily run SAP reports to indicate current inventory counts and serial numbers available to accurate submit Transfer Purchase Orders and reduce Procurement processing errors.  Improved TPO reporting process by adding equipment material numbers and corresponding prices per checkout request line item for Project Managers to view the tracker and conduct budget forecasts for pending charges impacting cost centers they manage. Perform Asset Inventory Audits.  Respond timely to Stale inventory audit inquiries by performing needed research on assets to assist in KPI improvements.  Submit/Track IT Network/Telecom purchase orders (POs) to replenish onsite inventory stock and for shipping to various field sites / submit SAP Material # Creation requests per PO line item for PO to be processed / confirm with requestors that correct cost centers and shipping information is provided / alert PO approvers of RUSH PO requests to expedite processing / track delivery status and inform requestors of deliveries / complete Goods Receipt in SAP for delivered equipment and notify Procurement for invoices to paid timely / update delivered serialized equipment inventory status/location in Remedy / maintain PO Tracker and TPO tracker and file all documentation in applicable cost center folders/ Update PO cost information on PM’s budget forecast spreadsheet in EPM for applicable cost centers / follow up accordingly on partial PO deliveries. Support primary Business Continuity Plan (BCP) Administrator as required.

Hired full-time with Energy Transfer as Senior IT Asset Inventory Specialist

 Creating Master User Lists & Master Migration tracker to track migration of users & devices onto Quanta network.  Submitting UAR (user access requests) to obtain/send new user logon credentials.  Assisting first day users with password resets to access the Quanta network. Tracking up-to-date third-party vendor compliance documents for M&A Department.  Documenting processes and procedures.  Auditing weekly timesheets to ensure accurate coding against projects.

 Mapped SOC1 Controls for six lines of business to applicable business applications for capture in each SOC1 report.  Assembled project plans for multiple audits; objective – create proactive vs. reactive response to planned audits, raise control owner awareness of SOC1 report and control responsibilities, review control effectiveness in advance of audit, consider possible control automation, revisit lessons learned from previous audits.

 Contacted financial services companies on status of transferring customer-initiated requests to move funds (401-K, annuities, etc.) from one financial services company to another.  Documented systems on status of requests for informed follow-ups to ensure transfer of funds requests are in process.  Partnered with other departments to resolve issues i.e., locate checks sent to incorrect accounts or companies.

*Supervised bi-weekly Management Action Plan (MAP) reporting for Audit/SOX generated MAPs for all AIG business lines.-Pursued MAP status updates from each line of business by the bi-weekly deadline for timely report preparation. -Efficiently completed report and delivered to the Board of Directors level to review and ensure on-time commitments and met expectations. Report findings were also fed into the Enterprise Risk Register to track and protect against corporate risk.

*Tracked and reported on IT projects across multiple departments. Pursued project status updates from project managers by report preparation deadline.- Delivered report distribution to leadership allowing for awareness of potential impact to business processes and making informed business decisions by leadership.

*Performing business administration duties for the Remediation Tower within the Technical Risk Office Division. Key contact for incoming and outgoing communications amongst the seven business towers in the IT Compliance Division.

*Performed monthly self assessments to determine adherence to Corporate ADM Standards amongst the CBIT Business Units' Change Management systems. Reported findings to Change Managers to cascade areas for improvement to their team to ready themselves for more favorable results for upcoming audits.

*Managed the employee Corporate Card program for the Life and Retirement Division. - Mitigated financial penalties to the Company's rebate program by tracking employee accounts with delinquent balances up to $25k and ensured accounts were brought current prior to penalty deadline. - Acted as customer service liaison between Citibank VISA and corporate card holders; requested refunds of over-payments on accounts; notified cardholders of past due balances; ensured accounts remained current to avoid penalties; reconciled CBD/departmental accounts to ensure payments were applied appropriately; ensured accounts were current to prevent impact to client relations/business processes. *Recovered $35k to firm by performing an audit of expense reports dating back 2 years within the Accounting Operations Department. - Obtained refunds when overpayments were discovered. - Implemented new control to mitigate risk of reimbursing airfare paid for by the departmental credit card to employees submitting expense reports for business travel. *Maintained the Business Policy Database for all Life and Retirement Division business policies. - Solicited updates to policies as scheduled to ensure policies were up-to-date to meet auditing requirements; received updated edits during the year (personnel changes, etc.), obtained appropriate title-based approvals for business policy edits and published updated policies to the database. *Created mnemonic codes within the Cash Management Department for repetitive wire transfer requests.- Ensured wire transfer paperwork was in good order or returned for corrections prior to processing. - Reviewed daily wire transfer requests against actual requests processed for the day to ensure expectations for time sensitive requests were met. *Reduced costs by $50k+ annually by eliminating mailing corporate card and expense report procedure manuals to corporate card holders; implemented electronic mailing of procedure manuals and standards.