Financial Systems Managed development and operations of company’s Telco Bill Receipt & Payment systems processing 900K invoices a year for $5B in annual cost. Managed 17 system releases on different platforms last year which added functionality, fixed issues, and improved the systems to meet the business’s changing needs.Achieved $1M savings by successfully migrating 6.5K invoices $105M annual payments off of company’s payment application and into legacy suite of systems. Project successfully completed within compressed five month timeline.Received high customer ratings for service provided to four regional Bill Audit Centers and Accounting organizations, comprising 300+ person customer base. Met key operational performance metrics and applied process improvements utilizing systems operated on mainframe and midrange platforms, in IBM DB2 DBMS and Oracle DBMS.Passed all annual audits with Ernst & Young; updated Sarbanes Oxley internal controls documentation and testing with every development project.Led business transformations, developed staff, and provided cross-functional training to strengthen the team’s overall effectiveness in customer service and researching and resolving issues quickly.Managed IT organization transition from EDS to Verizon with no service disruption to internal or external customers.Selected as critical member of the Executive Transition Team which completed MCI to Verizon merger successfully.

Network Financial Systems ManagementLed operations team of 6 employees for production systems management and client operational support to regional Bill Audit Centers and Accounting organizations enabling achievement of goals for lowering costs.Managed 9 legacy systems covering company’s Bill Receipt & Payment, Usage, and Facilities systems for on time audit and payment of invoices. Integrated UUNET to MCI’s legacy suite of systems within timeline and decommissioned system meeting savings goals.Established Sarbanes Oxley internal controls documentation and testing. Consistently passed every annual audit with external audit firm.Integral member of the Finance team assembled to lead the Worldcom Company’s pre and post petition allocation project which resulted in company becoming in compliance with the U.S. Bankruptcy Court and was able to identify and pay post-petition charges of $3B on time to vendors.Established and maintained standard operating procedures. Streamlined operations, and implemented help desk function and liaison program achieving excellent customer service ratings.Automated manual processes and reporting using Webfocus significantly increasing operational efficiency. Achieved 99% on operational performance measures for 4 consecutive years.

Managed $250M in annual per call dial-around payphone compensation payments to 4M payphone companies.Integrated Worldcom and MCI payphone compensation systems and operations to eliminate redundant systems and processes within 6 months of merger and lowered operating expenses. Distinguished achievement as first organization within company to be fully integrated after merger.Built payphone operations department from inception, hiring team of eight; including project manager, systems analysts, financial analysts, and testers.Provided technical and business support for Payphone Compensation regulatory, policy, legal, financial and operational matters ensuring compliance with frequent FCC regulatory changes. Handled dispute management and negotiations with payphone companies for beneficial results for the company.Managed development projects on time and in budget for the Payphone Compensation System.

Telco Cost Systems ManagementProject managed the development and successful implementation of the Payphone Compensation System for company which tracked and processed all payphone-originated completed calls on company’s network, in order to comply with FCC Payphone Order.Worked effectively with cross-organizational team including Cost Systems Development, Legal and Public Policy, Accounting, Planning, Revenue Reporting, Bill Audit Centers and National Payphone Clearinghouse.Managed projects successfully through all phases of the Systems Development Life Cycle (SDLC).Gathered business requirements and performed analysis and documentation.

Contract Billing SolutionsInitiated and implemented process improvements in consolidated billing information per customer from the Special Customer Arrangement (SCA) Reporting System for use in models. Managed projects effectively that came to the Billing Center from external organizations needing critical information. Developed the SCA contract database from analysis and requirements phase through to design, coding, testing and implementation. The database stored the terms and conditions of the contracts, and in addition to tracking and reporting was designed to automate audits against the Order Entry and 18 Legacy billing systems to ensure billing was in compliance with the contract. Researched and resolved issues; provided system and technical support and training; performed a help desk function; identified enhancements for systems.

Consumer Markets Revenue ReportingHandled reporting and system support to the Accounting, Financial Reporting, and Marketing groups. Programmed and maintained monthly revenue reports, for all products and services. Created weekly disconnect report mainframe process; for Channels, Centers, International, and by cancel reason. Developed programming to track Small Business revenue and customers by channel and segment. Established revenue reporting for Customer Service P&L’s.

Access and Leased Cost ManagementAudited and analyzed switched access usage for Mid-Atlantic territory resulting in $200K overall savings with submitted claims in excess of $400k; Identified $1.5M in overbilled 800 usages.