Pilot solution design workshops and presentations to ensure business and technical teams are aligned on all facets of an integrated solution architecture and related implementation roadmap. Liaise with key product owners at SAP to ensure responsiveness of the software vendor and alignment on critical design decisions.  Serve as a Finance Lead for a central finance solution at a global entertainment/media corporation that would improve transparency of global cash positions and cash flows across all lines of business.  Instituted a solution architecture that would facilitate future objectives of replacing all ERP systems; currently in use and migrating to a single S/4 HANA instance with minimal disruption or reimplementation.  Steered a team of TCS consultants in driving design and central finance solution enhancements by SAP. Respected as a thought leader on how S/4 HANA Finance & Central Finance can be launched by businesses to realize critical goal of becoming an integrated, digital enterprise.

Helped customers with implementation strategies that transformed the Office of the CEO. As a Finance Lead for Greenfield S/4 HANA 1503 implementation, led the PeopleSoft replacement for company in the sports and entertainment industry.  Supported sales account teams with developing a value proposition that accelerated time to value during the adoption of SAP’s 1st set of solutions built on the HANA platform.  Headed efforts to study all current state processes and authored a new business model and financial management solution to confirm improved efficiencies, reduced manual processes, augmented transparency, and enhanced KPI measurement and reporting.

Coordinated a key strategic program to drive customer adoption of HANA/In-Memory solutions. Formed operational alignment across geographic and functional areas from initial sales opportunities through post-implementation support without regard to the implementer.  Conceptualized and constructed an integrated portfolio management tool that allowed the practice to scale from managing dozens to thousands of portfolio customers, with minimal increased overhead at the global level.  Welcomed portfolio management practices for the fastest growing line of business in SAP history to include the adoption of a universal PPM system across services, support, and marketing functions internationally.  Established BI infrastructure and practice modeling methods to enable effective decision making at all levels of local and global management.

Orchestrated initiatives to drive increased revenue, consultant enablement, and implementation references across all products within the Business Analytic Services portfolio. Participated in the development and execution of the global services strategy and related operating plans that set the performance measures each year.  Represented the global service line in cross-organizational initiatives focused on enhancing growth, efficiencies, and best practices into regional teams.

Attended in the creation of reporting frameworks for measuring performance globally. Active participant in the integration team for bringing business objects services into SAP after the acquisition.  Created process improvements in the areas of contracting, risk management, and project management to successfully reduce project escalations and significant financial write downs.  Represented the company at various customers as part of de-escalation efforts and rescuing of troubled projects.

Remained hands-on with enterprise program to redefine and standardize all KPIs used to measure success and manage risk. Simplified work processes to integrate new KPIs into business objects data warehouse to enable users to self-serve KPI reports from a single, accurate source.  Invented a contract management team to operationalize payor contracts within the reimbursement line of business; built the entire process, systems, and agent enablement framework during a time of record growth, as well as increased reliance on third-party home health business.  Contributed to process and systems enhancements that improved DSO and Bad Debt metrics by 2x transformation goals over multiple performance years.  Conceived a scalable contract information tool that ensured timely and consistent support of hundreds of agents real-time and directly on their agent desktops.  Applied pertinent agent tools that greatly reduced claim denials and other fulfillment delays that were inherent in previous processes.  Led highly visible efforts as the Project Manager to transition to electronic filing of claims and outsourcing of patient collections as cornerstone efforts to scale the home health business operations. Facilitated filing efforts to enable 2x growth in claims volume with no increase in billing headcount.

Built a team of ~30 project managers and technical architects to deliver successful implementations of the KANA solutions at larger and more complex customers organizations. Established strong relationships with SI partners to ensure a cooperative model to drive success of the customer, KANA and the partner implementer. Participated in critical operational efforts to streamline and align communications across Sales, Development, Support and Delivery to ensure a healthy communication and execution for increasingly complex implementations and launch of newer functionality.

Team Lead for PeopleSoft implementation at aeronautic manufacturing organization. Departed to take a local position requiring far less travel during a time my family was growing.

Oversaw PeopleSoft Financial implementations.

Worked at: Ernst & Young (Auditor), John T Chipman & Company (CPA), Martin D. Braver & Company (CPA) and Hans Kissle (Controller)Significant experience in financial accounting, financial reporting, operational process improvement, ERP implementations and other areas to build a foundation for all future roles in the consulting and software industries.