Michael Decarlo Email & Phone Number

Columbus, Ohio, Us

Columbus, Ohio, Us

Dublin, Oh, Us

Enterprise Information Technology Division & Total Cost of Ownership Initiative

Edinburgh, Gb

Columbus, Ohio, Us

• Drove the Annual Budgeting and Quarterly Forecasting rhythm for Business Units exceeding $600M in revenue.• Managed the analyses of monthly and quarterly financial results for the Income Statement, Labor Utilization, Capital Assets and Headcount; including providing insightful commentary and leadership summaries.• Serve as the main point of contact for Leadership regarding all financial matters pertaining to the Business Units.• Aligned with Leadership to implement a lean finance model decentralizing three support disciplines into cross-functional teams resulting in a deeper business acumen for staff in both the Business Unit and Support organization. • Successfully transitioned financial reporting to system generated Dashboard Solutions from traditional Excel-based manual reports resulting in substantial reductions to cost and FTE’s plus the re-alignment of several financial roles.• Provide wide range of ad-hoc analyzes and presentation materials to Senior Management to support decision making.• Recognized by Executive Leadership for successfully promoting accountability for profitability through innovative financial tools, simplistic analyses and provision of financial education to technical staff.• Designed and co-chaired Battelle's High-Potential/High-Performance Employee Development Program to increase the retention of the Battelle’s Future Leaders.

Columbus, Ohio, Us

• Partnered with Financial Leadership to establish the Financial Planning & Analysis department. • Designed the Institute’s Profit and Loss Performance Reporting Strategy for its Business Units utilizing standardized and efficient dashboard-centric business intelligence toolkits.• Develop and maintain the Organization's annual budgeting and quarterly forecasting processes.• Support the Chief Financial Officer and various Executive Committees through ad-hoc financial analyses and modeling.• Serve as a subject matter expert on essential financial committees and cross-functional "issue resolution" teams in the area of financial reporting and systems. • Established an organizational-facing distribution instrument utilized by the Chief Financial Officer to communicate the Institute’s year-to-date financial performance and fiscal health. This process has been impactful at promoting financial transparency and clarity throughout the Institute.• Co-created a successful training course designed to level set and enhance the Finance Division’s skill base concerning Microsoft Excel.• Selected by Executive Leadership to be one of the two employees who will represent Battelle in the 2014-15 Business Leadership Program with various U.S. Laboratories.

Columbus, Ohio, Us

• Promoted to Finance Manager II in May 2013.• Provide fiscal awareness and strategic guidance to Leadership using large data analytics, diverse modeling, and comprehensive reports• Fiscal steward enforcing Federal Acquisition Regulation, Generally Accepted Accounting Principles, and various corporate policy.• Serves as a Subject Matter Expert promoting the financial impacts of potential management decisions through constant communication with key stakeholders and technical staff.• Create various ad-hoc financial tools and cost impact calculators for management’s discretionary use. • Generate and distribute monthly financial statements, perform account reconciliations, and validate key performance metrics to Business Unit Leaders and other Leadership.• Responsible for identifying, analyzing, and monitoring data extracts from Battelle’s PeopleSoft and legacy financial systems concentrating on the issues and reconciliation between Contracting Terms and Conditions, Revenue Recognition, and transaction detail.• Contribute to improved accuracy, efficiency and integration of financial and business data utilized in all of Battelle Columbus Operation’s revenue generating business processes.

• Established an innovative department, reporting to the Executive Director, to drive financial forecasting, model plan-design modifications, and validate asset valuation competencies.• Created and managed a staff of talented professionals with diverse skill-sets to define, quantify, and resolve intricate challenges that required analytics of large data sets, advanced modeling and crossed internal divisional boundaries.• Performed presentations and recommendations to the OPERS Board and Leadership team as assigned.• Implemented a $250k actuarial solution involving seamless application implementation and integration within existing legacy architecture.• Streamlined preparatory processes of the system’s 900,000+ member data through front-end classification validation and consolidation of complimentary efforts.• Administered fiscal appropriations for a departmental budget exceeding $1 million annually.• Participated as a primary resource for both analytics and structure in the Organization's ongoing Alternative Plan Design process focusing on both Pension and Retiree Health Care directives.

: Security and system administrator of the Microsoft Dynamics Financial Platform.: Performed as the Interim Financial Services Manager from January 2007 to May 2007.: Lead for the Concurrent Financial Analysis and Reporting initiative.: Functional Project Manager for the Kronos Implementation Project: Successfully trained 600+ OPERS employees on the Workforce Timekeeper Application. : Project Manager for the Electronic Funds Transfer for Payment conversion project. : Projector Manager for several upgrades and conversion for our financial platforms.: Appointed by Leadership to serve on an Organizational Steering Committee focusing on consistency.: Organization’s primary training resource for current and future financial applications.: Creator and Administrator of the internal and external O.P.E.R.S. Financial web based communities.: Awards received: 2 S.T.A.R. Award (6 Nominations) = Organizational Employee of the Quarter

Dallas, Tx, Us

: Reduced annual expenditures by $125k and re-allocated the work of 1 full-time employee through the implementation of a multi-departmental cost approval & tracking solution.: Decreased the division's litigation exposure by 56.7% ($750k to $325) through vendor conciliations.: Provided process improvement and strategic management guidance that resulted in 10% revenue growth.: Nominated to co-chair the Mid-West region's financial platform migration to S.A.P.: Accepted the duties of the division's Information Technology Director in addition to financial position.

Dallas, Tx, Us

: Performed as Interim Division Controller for 3 months.: Departmental Manager accountable for all the growth/management of an 8 to 12 person Accounting team.: Spearheaded implementation of technology that improved Division wide efficiency and accountability through multi-tiered approval/tracking systems that in turn eliminated unknown variance cost and allowed the re-assignment of a position.: Nominated to lead the Midwest Regional implementation of a multi-million dollar financial platform (SAP).: Served as a key leader in effectively managing 10% annual revenue growth in a challenging market by constantly evaluating and monitoring Overhead as well as continuous cost analyses.: Performed several internal audits within the national Centex Homes Operations in association with Ernst & Young.: Responsible for the annual Sarbanes Oxley accreditation and Contractual auditing for the Columbus Division.: Strategically restructured financial reporting processes in accordance with organizational changes that eliminated a day from the month end closing process.: Ensured through discussion and training that each functional manager and front line employee fully recognized how their decisions impact the financial results of the division resulting in noticeable reductions in rework and overhead expenses.

Dallas, Tx, Us

: Recognized for implementing an organizational training program exposing non-financial employees to financial concepts and cost management methods.: Instituted a digital Variance Purchase Order and Electronic Funds Transfer solution that maximized vendor discounts, modernized external communications, and promoted healthier vendor relationships.: Reduced the month-end close procedure by 2 days through maximizing existing functionalities (Excel, Access, and Hyperion Essbase), cross-training personnel, and encouraging process redesign.

Scottsdale, Az, Us

: Created a performance tracking mechanism that quantified the relationship between daily marketing activities and operational performance.: Implemented Annual WIP (Work-In-Progress) Customer Relationship handbook that standardized the division's strategic initiatives.