Conducted a multi-year engagement of financial planning solutions for a global insurance organization. Provided advice for the overall design and architecture that consisted of several Oracle EPBCS applications and regional models. As lead architect and project manager executed the implementation of a driver-based application that required rationalization, standardization, and unification of complex insurance projections models across EMEA, Asia, and Latin America.Led the EPM Vision work-stream for a $70B food processing company. The deliverables included current state diagnostic, future state vision, and 3-5 year implementation roadmap. Concurrently, worked as process lead and technology advisor for the implementation of corporate planning and capital/strategic projects planning using Oracle Hyperion Planning and Project Financial Planning (PFP). Identified key areas of opportunity in strategy management and execution that elevated the profile of the engagement to the executive level, achieving commitment from the Chief Strategy Officer. The project was initially more tactical in nature, primarily focused on the technology implementation.Led the technical design and implementation of an Oracle PBCS solution for a global healthcare diagnostics organization. Managed an offshore team for the budgeting and forecasting implementation which included rolling forecasts and constant currency analysis.

Managed the implementation of Palladium’s Strategy Management and Execution Process for a large construction company. Worked directly with the CEO, CFO, COO and Executive Team. Conducted multiple executive workshops, data gathering, analysis and synthesis to develop the company’s Strategy Map, Balanced Scorecard, and Strategic Initiatives Portfolio. Designed and implemented the Strategy Office responsible for the new strategy management process; defined the Office’s structure, governance, roles, responsibilities, and the key activities around the new strategy management calendar. Defined a Strategic Change Agenda to improve the organizational culture. Identified “quick hits” that helped the company achieve a fast return on investment. As part of phase 3, conducted an Integrated Planning and Technology assessment for the CFO, CIO, and the executive team.Advised the CEO, the Board, and the Executive team of a complex business group. The group operates multiple lines of business including corporate banking, private banking, credit cards, insurance, agro-industrial, energy, and eco businesses. Implemented Palladium’s Strategy Management and Execution Process. Conducted multiple workshops with the Executive team, and designed and implemented the organization’s Strategy Map, Strategic Change Agenda, Balanced Scorecard, and Strategic Initiatives Portfolio Management. As part of the second phase, conducted a Financial Transformation assessment for the CFO and the executive team that delineated the 3-4 year roadmap for Finance.Managed affiliate program for Mexico, including overall relationship, business development support, and operational reviews for existing affiliate, as well as evaluation process for new affiliate candidates. Conducted market research for Colombia and Peru for the Palladium’s Latin America Expansion strategic initiative.

Led a world-wide Enterprise Performance Management implementation for a global US based Oil Company. The project included simultaneous engagements of Oracle Hyperion Planning and Oracle Hyperion Financial Management. The solution encompassed Operating Budget, Profit Sharing Contracts (PSCs) Modeling, Capital Planning, and Consolidations for all business areas: Corporate, Exploration and Production, Refining and Retail.Led the system design, architecture, and implementation of the Indirect Expense Planning Application and the world-wide Overhead Allocations for a multibillion-dollar oil services company. Participated as one of the lead architects for the overall solution. The final implementation consisted of more than 20 Planning applications, several interrelated Essbase OLAP cubes, and multiple relational databases. With more 2300 users worldwide, this is one of the largest Hyperion Planning implementations in the world.

Managed a project of 5 consultants during the implementation of Hyperion Planning for the Exploration and Production division of a Fortune 100 Oil company. The solution, a world-wide deployment of Financial Budgeting and Forecasting applications, included P&L planning, Capital Expenditures planning, and G&A Allocations.

Directed a technical team of 6 consultants during the construction of a complex Merchandise Planning System for a multibillion-dollar pharmacy retailer. Led efforts as System Architect from the sales cycle to final rollout and implementation. The project was a $3M effort that took more than 1.5 years to complete.Led the architectural design of an Assortment Planning System for a multibillion-dollar auto-parts retailer. Created the working prototype during the sales cycle that outperformed competitors and ensured the $400K deal. Managed a team of 3 consultants and was responsible for project management, architectural design, and implementation of a Financial Planning and Forecasting System for a multibillion-dollar Food Services distributor. Able to manage a tight schedule and keep the team motivated to work 90+ hours a week to finish the project to meet the start of the planning season.

Directed the SDLC for the "Infosel Finanicero LAN" commercial productManaged a team of senior software developers to design and prototype the next-generation middleware infrastructure for all financial products. Crossed concepts such as enterprise vision, technical issues, IT trends, actual and future customer needs, and environmental factors to deliver a sustainable solution.

Managed a team of R&D software engineers to develop the commercial software called “InfoSel Financiero LAN”. A complex client/server product that provided real time stock information (prices, bid, ask, etc.) monitoring, news, analytics, and other services to corporate clients (competing products included Bloomberg, Reuters, and Telerate).Technical Manager for five releases of the product.Collaborated with end-users, product managers, operations managers, customer support engineers, software engineers, and software test engineers.Oversaw growth of client terminals from 0 to more than 1200. The number of servers reached 60.Installed base of Servers and Workstations generated more than $6 million in revenues each year.

Developed the commercial software product “InfoSel Financiero Stand Alone”, a real-time stock price monitoring system.Developed indexing modules for database systems of El Norte newspaper and InfoSel.