Jay Hurt Email & Phone Number

Washington, Dc, Us

Washington, Dc, Us

Mclean, Virginia, Us

Chicago, Il, Us

Washington D.C., Washington D.C., Us

Promoted to manage 86 employees and $24 million of contracts to oversee the financial health of Federal Student Aid. In FY2017, FSA disbursed almost $123 billion in annual loan and grant student financial assistance and managed a $1.4 trillion loan portfolio. Improved deteriorated relationships with Department management, Education OIG, and OMB. Developed and sustained relationships that were instrumental in the successful implementation of major Federal legislation that injected $110 billion into failing student loan markets between August 2008 and October 2010. Also leveraged relationships to successfully negotiate a 133% increase of FSA's annual budget from $671 million in FY2009 to $1,562 million in FY2017.Managing tenth year of FSA financial statement audit and OMB A-123, Appendix A management review process that continue to earn FSA an unqualified opinion. The thoroughness of the A-123 management review process also allows FSA to confidently make the following statement in our Annual Report: As part of the internal control framework, FSA documented and tested 1,245 key process controls (including 1,002 business process and 243 entity level controls) and 1,760 Information Technology (IT) system internal controls across 38 business processes (and sub-processes) and 20 integrated IT systems, respectively. In FY 2016, we assessed that 97 percent of the controls tested are designed and operating effectively. The other 3 percent are immaterial deficiencies for which we have established or are establishing corrective actions.

Washington D.C., Washington D.C., Us

Asked to manage an additional 98 FSA employees and $122 million of annual contracts to lead the awareness and application functions of the student aid lifecycle. In FY2016, processed over 19 million applications for student financial assistance, delivering over $125 billion in aid. Worked with Customer Experience (CE) senior managers to establish actionable business unit goals, objectives, and metrics, cascading these objectives and metrics into the performance plans of CE employees. Managed the Early FAFSA / Prior-Prior outreach campaign that reached millions of Americans and the successful systems development that led to a problem-free implementation. Focused customer listening function within CE to identify specific actions that can improve customer satisfaction, reduce costs, or improve customer outcomes, for 43 million customers (13% of American population). Customer feedback sources include FSA’s Contact Center, the Ombudsman, the Enterprise Feedback System, social media (e.g., Twitter and Facebook), and school interactions. Improvements from customer listening include better website design to reduce Contact Center calls, the early identification of implementation problems, and quicker and more effective refinements to customer communication.

Washington D.C., Washington D.C., Us

Recruited to manage FSA’s struggling financial management system. Challenged to bring consistency and stability to financial management operations within Federal Student Aid. Converted $709,000 contract resources into 5 new Federal employees. After successfully hiring new employees, leveraged additional resources into continuous process improvements and contract re-negotiations. Reduced annual operations cost by $2.5 million annually and saved nearly $7 million over 5 years as a result of Oracle license renegotiations. During the same time period, oversaw performance improvements, such as the reduction of a significant file interface processing time from 17 to 5 hours and the change from processing 67% of all dollar volume manually in October 2003 to 9% in FY 2009.Led the upgrade of the Financial Management System, being the first Federal customer to go-live with the Oracle Federal Financial 11i application on the Oracle 10g database. Completed on-time and on-budget, without missing any of the 32 performance metric targets. The FSA COO at the time referred to the implementation as “flawless”.Re-designed FSA’s activity-based costing (ABC) model, responding to auditor criticisms and making the model a reliable tool for performance planning/reporting, contract negotiation, and process analysis. The model was cited in an Association of Government Accountants’ report as a Federal government best practice.

Armonk, New York, Ny, Us

Hired into the Federal financial management government consulting practice of Coopers & Lybrand which merged into PricewaterhouseCoopers, which later spun-off its consulting services to IBM. See summary under PricewaterhouseCoopers experience.

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Managed consulting teams to develop and implement Federal financial management solutions for numerous Federal clients. My teams and I applied sophisticated financial and data analysis techniques, such as mathematical modeling, linear programming, survey research, regression analysis, and process analysis, in order to respond to long-standing Federal financial management issues. Identified and managed specific tasks relating to the Department of Education’s general ledger posting model, financial management operations standard operating procedures, and the Department’s compliance with Federal financial reporting requirements. Helped the Department resolve long-standing accounting issues within FSA. Applied regression analysis and process modeling to develop a resource allocation model for the U.S. Customs Service, linking workloads to results by occupation and location. The model was successfully demonstrated to both GAO and Congressional staffers and used to justify additional Customs positions in a Congressional hearing. Assisted with the development and implementation of an IT Investment Management framework for the U.S. Customs Service. Trained U.S. Customs Service employees on the framework, which included concepts of net present value, sensitivity analysis, internal rate of return, and the use of decision matrices for the purpose of choosing optimal alternatives. Developed a methodology for State Department decision-makers to make more informed overseas staffing decisions. The methodology mathematically compared the government’s international strategic goals, the occupations tasked with achieving those goals, and the countries where those goals apply.

Independently applied sophisticated data analytic techniques to identify opportunities for process improvements. Below are some examples of my achievements at AMS.Developed and implemented cycle performance improvements for the U.S. Department of Housing and Urban Development Central Accounting Processing System (HUDCAPS). These cycles are collections of processing jobs that perform off-line processing on a standard frequency. HUD asked AMS to reduce the runtime of the cycles enough to enable the nightly, pre-month, and monthly cycle combination to complete in a single evening. As a result of my Monte Carlo simulation analysis, this cycle combination was reduced from an average runtime of 17 hours 46 minutes to 7 hours 30 minutes, a runtime savings of 58 percent.Documented the technical infrastructure and developed online help documents for a Federal Deposit Insurance Corporation (FDIC) data warehouse created to distribute financial data on institutions in receivership to hundreds of FDIC employees at headquarters and in the field. I also performed both system testing and user acceptance testing to verify that the requirements of the system were met and FDIC was satisfied with the data warehouse.Developed a disk capacity planning model that First USA Corporation used to predict disk space needs for a portion of their architecture, given business driver forecasts. I planned the project, managed First USA expectations, analyzed requirements, collected data, and developed the model. At the completion of the project, First USA chose to use the model as a prototype for the rest of their architecture.

Washington, Dc, Us

Hired as a financial analyst at the U.S. Department of the Treasury, I was promoted within the team to the managing analyst and system co-designer. My work at Treasury required my frequent interaction and negotiation with the offices of the Chief Financial Officer, the Chief Information Officer, and the General Counsel within most major U.S. financial institutions. Managed a 10-person Treasury team to collect and analyze data for $847 billion worth of foreign investment in U.S. securities. In this role, my team and I interacted with thousands of financial institution contacts to ensure that all major U.S. financial institutions were compliant with survey requirements. Often, it was necessary for me to assume the most challenging relationships in order to negotiate the successful completion of the survey work.As a member of a two-man team, I designed and developed the survey processing system for the Outbound Portfolio Investment Survey (OPIS) using Oracle CASE*Tools. This was the first survey that was conducted to collect detailed information on U.S. ownership of foreign securities. The system was used to collect millions of records of information from the securities industry and aggregate them into analysis for a final published report.

Senior Executive Fellows Program, American Government And Politics (United States)

Master Of Business Administration (Mba), Finance, Corporate Strategy

Bachelor Of Business Administration (Bba), Finance, General