Rodney Hogan, Mba Email & Phone Number

Texas, United States

Dallas, Tx, Us

Project/Program Manager, Wireline Transformation-Global Supply Chain | 2021–PresentTapped to lead financial activities for project designed to retire legacy copper products and migrate to fiber-based business. Worked internally within teams to identify funding needs. Facilitated bi-monthly operational calls with business units to develop deeper working knowledge of products set. Earned annual bonus in April 2022.Project/Program ManagementFacilitated meetings with consumer, business, network, CPMO, and finance to identify 2023 Project Planning Initiatives for Wireline Transformation. Prepared VP-ready financial and operational deliverables Established approved budget of $60M for Wireline Transformation. Developed forecast outlining dev cash and non-dev capital needs for 2022 for network, consumer, and business units. Developed 3-year forecast with business units for Transco. Secured incremental funding of $8M for total of $68M for 2022 dev cash spend with Transco. Created program P&L in PNLCON, enabling AT&T to carve out legacy business as separate unit to analyze profit and loss and produce strategic actionable data points. Continuous ImprovementIntroduced VP-level and operational-level reporting for forecasting, budget, and pre-actuals, 3-month trend analysis of P&L for revenue, COE, and EBIDTA, 3-month trend analysis for business unit, and outline of P&L monthly volumes.Defined budget approval process for projects exceeding $500K. Review description, customer impact/benefit, implication if not funded, cost, cost estimate type, funding type, and dependencies data with finance team.LeadershipReduced budget by $13M without sacrificing focus on copper reduction, zero demand, order blocking, and catch products with consumer, business, and network teams.

Dallas, Tx, Us

Provide in-depth financial analysis of $1.2B expense budget and $6B capital budget for executive leadership; outline variance analysis, network to capital asset allocations, and ad hoc metric analysis. Determine spending trends, budgets, and outlooks based on non-payroll workers’ capital and expense analysis; identify variance drivers for leadership. Communicate month-end results to executive leadership via PowerPoint presentations.➥Delivered consolidation model that developed trends and forecasted future impact based on tracked storm data from different business segments; linked model with input tool to upload SmartView database of official expenses. ➥Analyzed incurred expenses across business segments and product lines to determine accurate monthly allocation percentage for business segments at request of leadership.➥Developed month-end reporting for presentations to AT&T officers at P&L level; outlined variance for employee and non-employee related expenses and updated status on business segments and health of organization.

Dallas, Tx, Us

Led 6-person team executing and managing business strategies and financial programs to facilitate development of Mobility Layer 1 segment of AT&T. Prepared and maintained $300M annual operating budget. Established and executed capital plan, oversaw accounting, audit, and internal controls. Maintained records of expenses and inventories. Trained team of financial analysts.CONTINUOUS IMPROVEMENT➥Inherited division encompassing 5 regions previously managed by 13 financial analysts; developed approval controls, controls that eliminated SOX violations, and processes and procedures for project creation, tracking, and reporting. ➥Created custom monthly financial reports that tracked approvals, order requisitions, and analytics for month-end results; presented month-end summaries to leadership.➥Contributed to installation of budgetary control systems that ensured capital projects had adequate funding; reviewed budget on daily basis for changes and transfers. ➥Developed documentation for 15+ processes that enhanced month-over-month variance strategies, project accounting operating practices, SOX operational practices, and financial analytical processes and procedures.LEADERSHIP➥Strengthened workforce knowledge, engaged underperforming employees, and increased overall efficiency; set and communicated expectations and impact decision-making has on those expectations. ➥Increased transparency for leadership team with revamped tracking and approvals process and budget/forecast model.➥Expedited onboarding of new team with updated processes, including month-end close responsibilities for actuals, budget, and outlooks variances. COST SAVINGS & AVOIDANCE➥Slashed amount of time necessary to generate weekly finance reports from 6 hours to 15 minutes with introduction of automation plan using macros that also improved accuracy. ➥Drove conformance to budget; analyzed expenditures of requisitioning departments and audited vouchers and expense accounts as necessary.

Dallas, Tx, Us

Spearheaded implementation of Oracle OBIEE for Global Engineering Support; outlined business requirements for software development. Built 4th and 5th line communications covering VP communications and enterprise distributions. Led team of 2 financial analysts in day to day operations of variance analysis and deliverables. Developed leadership scorecards, key performance indicators (KPIs), and VP dashboards. Directed project that resulted in compliance and system clean-up. OPERATIONS IMPROVEMENTS➥Expedited development of financial and compliance reporting tool by IT with creation of comprehensive documentation of business requirements.➥Led development of AT&T receipting process; successfully reduced pending receipts with introduction of trackable and reportable KPIs via Oracle Business Intelligence.➥Facilitated decision making by leadership team with delivery of capital budget for mobility segment of AT&T; mapped spend to network elements to identify capital spend and impact on network elements. COST RECOVERY & AVOIDANCE➥Recovered $10M credit from vendor; identified contractual changes that resulted in configuration change and reduction.➥Saved $10M with new technology that increased bandwidth capacity with less equipment; partnered with vendor and AT&T procurement and finance to verify records, POs, and budgets reflected changes.

Master Of Business Administration (Mba), Finance, General

Bachelor Of Science (B.S.), Business Administration And Management, General