Deborah Green Email & Phone Number

Greater Atlanta Area

Responsible for analyzing Business Requirements, Software evaluation, Architecture Review, Installation of new software and hardware, Software Customizations, Project Management, Project Reporting, Defect resolution, Vendor Management, etc. Installed Informatica's Product Information Management (PIM) system to which they added the GS-1 interface for reporting GTINs and UPCs to customers, B2B, etc.

Altanta, Ga

Senior Business Analyst in the Master Data Management IT Group on the project of merging Coca Cola Enterprises and Coca Cola North America systems into the new Coca Cola Refreshments. Responsible for translation of Business Requirements for various projects and finding Master Data solutions. Master Data distributed over multiple SAP instances, Teradata, and multiple Legacy systems. This requires writing functional specifications, project management duties and SDLC deliverables. Also responsible for application support (level 2), user training, and business process improvements. IT lead on the Material Harmonization project.

Managed team of up to 11 programmer/analysts and Help Desk professionals. Set up standards for project management, programming, testing, and documentation. Maximized programming resources for a understaffed start-up business. Restarted EDI project to include AP invoices and Advanced Shipping notices.· Established project management of a Product Replenishment System and put 60 vendors live on fully automated forecasting and purchase order generation. Managed and justified changes to the system and led project to replace it.· Assumed project management of Yahoo E-commerce site when project manager was terminated. · Justified and launched Cognos 8 Data Warehouse project to create a stable management reporting system and enable a future ERP transition. · Managed relationship with ERP vendor (Escalate Retail), established planning and testing procedures for all upgrades.· Managed the design, set-up, processes, IT interfaces and Standard Cost freight system for 4 warehouses at US ports.

Reorganized Control, Accounting and Financial Reporting after termination of CFO and during business turnaround. Established all accounting processes, reconciliations, accounts payable and accruals.· Achieved first clean Annual Audit for the company. Participated in new auditor choice when prior auditors considered the business to be high-risk and without proper controls. Achieved a clean review of all controls one year later.· Built reconciliation reports using TOAD SQL queries since the General Ledger system lacked adequate reporting.· Developed business requirements and designed Freight Management System to control over $10m in freight costs.

Responsible for all external and internal financial and management reporting for a $500 million annual revenue textile manufacturing division. Supervised 4 financial analysts in monthly and quarterly reporting. Responsible for monthly Group Financial Outlook (forecast), Quarterly Business Review presentation, Annual Plan and ad-hoc analysis and reporting. Performed Accounting Manager role, interfacing with outsourced Accounting Group to ensure transactional data was correctly booked. Part of Due Diligence Team for sale of business.40% reduction in Quarterly Business Review timeline by creating step-change in Business Unit reporting. 50% reduction in Payroll processing costs by managing ADP conversion project with team of 10 employees and contractors. Converted from centralized Amoco payroll system.Standardized reporting for 5 US plants, and 6 non-US plants (Canada, Mexico, Australia, Brazil, Hungary, Germany)Evaluated and standardized Cost Accounting procedures resulting in accurate variance analysis.Managed project to automate financial reporting using a Cognos Data Warehouse

Responsible for Applications Development and Infrastructure support including all hardware, software, networking, Help Desk and security decisions. Managed group of 7 programmers to design, develop, test and install all systems. Led IT Steering Committee consisting of business management to evaluate, cost-justify and prioritize all development requests. Identified, evaluated and implemented continuous improvement opportunities to reduce staff, improve efficiency and customer responsiveness. Led numerous Process Re-engineering projects. Established IT strategy for the business as part of the executive management team.Built Applications Development and Support Group for Air BP including policy, procedures and coding standards. 25% reduction in cost by outsourcing IT and Accounting functions for 2 business units. Project Board member for IT outsourcing in the US.Commended by BP Oil US President on Process Re-engineering Study which improved supply chain and customer focus for all Retail businesses in BP Oil US.Established worldwide Functional Network for Air BP Systems. Shared best practice and created worldwide standards.