Consultant on assignment at the Third Judicial Circuit Court of Michigan. Responsible for major conversions from their legacy systems to Odyssey (Tyler Technologies), electronic document management, and financials (payments, bank reconciliation, escrow, and escheats) with the Friend of the Court. Duties include communicating and working with third party vendors and clients.• Project leader for the data conversions of Guardianships, Adoptions, Civil, and the Family Division to the Tyler Odyssey Case Management System in SQL Server using SQL Server Integration Services (SSIS) and Tyler’s IFL Conversion Tool. All conversions were completed within project timelines.• Project leader responsible for the conversion of the courts document imaging system from FileNet to Captiva Capture. Developed Document Retrieval Application and database for extracting images from the HP Optical Storage Server (Platters) to disk and created SQL Database for retrieval. Converted over 5 million documents with 18 million pages from TIFF to searchable PDF.• Responsible for maintaining the Friend of the Courts Document Management Application.• Help maintain and support the courts legacy intranet web applications in VB6 and ASP.•Resolved issues for the Friend of the Court in the auditing of outstanding checks. Designed, developed, and implemented a process to reconcile checks totaling $330 million dollars.• Launched with third party vendors a process to import imaged documents into the court and developed automated processes to load the documents into their FileNet Imaging System. Saved the court 20 hours per week in indexing time.• Project leader responsible for the coordination, development, and implementation of the Friend of the Court Centralized Payments Collection System with the State of Michigan Disbursement Unit (MISDU) and Lockheed Martin. Decreased 15 employee hours of data entry per week.

Supervisor responsible for all financials (GL, AP, AR, FA, and Payroll) at the corporate office including five manufacturing plants throughout the Southern United States. Supervised a staff of three employees.• Project leader responsible for replacing the Accounts Receivable and Billing Systems from a Sperry environment to Digital Vax with Oracle. Completed the project in 10 months under budget with an estimated savings of $350,000 per year. Managed up to 10 employees during project.• Converted financials from RMS to Oracle. Migrated from Ross Classic to Ross Gembase and reduced month end processing time by 25%.• Developed and replaced a legacy Processing/Tracking System in Oracle and saved the company $3000.00 per month in leasing costs.• Managed and responsible for the processing, maintenance, support, and upgrades to the payroll application that supported corporate office and the five manufacturing plants.

Senior Systems Analyst responsible for the support of the Employee Benefits Applications for multiple clients in the United States. Managed project scheduling, assigned workloads, and supervised a staff of two employees.•Developed and implemented an archive system which decreased batch processing time by 60%.•Reduced software update costs for Medical Data Research by developing and participating in their contribution program. Decreased update costs by 35%.•Contributed in the development of an automated invoice system and interface to the Accounts Receivable System. This process saved 10 employee hours per week.•Researched and implemented Patterns of Treatment Application to help reduce client costs. Completed project within the 6 month timeframe. Only company in Michigan using this application which allowed our clients to reduce their medical expenses by 5% per year.

Project Lead responsible for managing project schedules, prioritizing tasks, resolving conflicts, managed programming staff of four. Duties included researching and resolving problems, creating operations documentation as well as training both operations and end users.•Tested and coordinated the installation of the Ross Accounts Payable Software Package.•Streamlined and improved batch processing of the A/P weekly reporting cycle by 200%.