Business Systems Analyst supporting Oracle's financial platform for Laitram and Intralox. Responsible for supporting financial business functions, gathering information, and evaluating output requirements and formats. Often functioning in project management leadership roles surrounding expanded Oracle functionality within our business.

Led applications development team in the configuration and implementation of a new POS system. Converted 80 Oreck owned company stores from a homegrown POS system to a hosted POS system. Captured business requirements and specifications prior to rollout and facilitated user testing and acceptance plan. Ensured no down-time during 4-week conversion period. Received high employee satisfaction rating with IT service delivered. Project manager for multiple warehouse conversion. Managed reconfiguration of complex product shipping system. Results of the new system were improved customer service satisfaction and reduced shipping costs to customers. Managed a cross-functional team to establish efficient practices converting inventory to ship one order from one warehouse rather than from multiple warehouse. Average savings to retail customers amounted to over $1500 per year. Sourced an EBI tool that reduced processing time needed to on-board large retailers. Successfully reduced a 4-6 week implementation timeframe to a 1-2 week on-boarding procedure. Set up processes that garnered “A” ratings as EDI partners from 4 large retailers. Sourcing this tool also allowed for reduced staff support needs. Responsible for facilitating the work of different business analysts to gather requirements necessary to create two data warehouses on different platforms supporting Oreck’s business intelligence needs. Daily flash reporting from created SQL data warehouse and COGNOS database is accurate and critical to running our business. Worked to bridge the gap between business units needs for the data and IT understanding of how to pull the necessary data needed to meet the identified requirements.

Responsible for creating and facilitating the company’s first PMO office. Recruited business managers from all areas of the company to participate in the process of ranking IT projects and allocating limited IT resources with the goals of the organization. Directed and implemented a PMO scorecard showing how completed IT projects were delivering benefits relevant to the business positively impacting customers’ performance. Established good working relationships with different business units, changing organization’s view of the quality of customer service provided by IT as their business partner. Supervised a staff of four programmers. Advocated the adoption of PLC and SDLC best practices within Oreck’s IT organization. Part of transition team that moved Oreck’s corporate offices and plant to Cookeville, Tennessee. Only 20% of current staff moved with the business. Facilitated training on systems, team development, SME development, and process documentation and adaptation.

Managed design and construction fixed asset reporting system.Implemented a company-wide pricing structure for 6 lines of business. Setup pricing structure in ERP system and trained user base on its functionality.Drove cleanup of old accounts receivable processes in new ERP system. Helped company recover significant monies lost and misapplied through lack of understanding of how ERP system applied cash.

Responsible for managing the accounts payable function within the organization. Over 150 branches in three states.Responsible for overseeing vouchering process. Examined records of amounts due on verified invoices were paid according to terms and discounts taken. Made recommendations to improve filing system.Directed invoice processing and verification, expense coding, and drafting of payment checks or vouchers. Supplied regular reporting to management.