The Full-Service Payroll, HR, & Project Billing application for the Salesforce Platform!Sunrise HCM customers benefit from a native Salesforce* platform application for managing Human Capital Management with full-service payroll, no transaction fees and no payroll fees. For the first time on the platform, with a click of a Salesforce button, process payroll on the platform--no export or import of files.Sunrise HCM has launched on the Salesforce AppExchange*. With over 25 years of providing payroll bureau service via non-Salesforce* solutions, the owners began development of the Sunrise HCM solution back in 2017 and are now able to provide one of the most highly sought after native Salesforce* platform solutions. Sunrise HCM empowers customers to:1. Manage on-platform pay calculations (compliant in all US states and territories)2. Automated processing of payroll for employees and contractors3. Automate position requisitioning and posting, recruiting, interviewing and onboarding4. Compensation budgeting and control5. Shift and schedule management6. Time & attendance7. Leave (paid and unpaid) entitlement processing.8. Project Mgmt and BillingUsing the Sunrise HCM application will simplify technology governance and support by bringing Sunrise’s no transaction fee full-service payroll and other human capital management processes on to the Salesforce* platform. Increase data integrity by eliminating data exports/imports and restrictive interfaces required to manage payroll in an off-platform solution and allow for the seamless use of your Human Capital Management data in other on-platform Salesforce* applications.Built on the Salesforce* Platform, Sunrise HCM is currently available on AppExchange at https://appexchange.salesforce.com/SunriseHCM (https://appexchange.salesforce.com/appxListingDetail?listingId=a0N3A00000G5XtDUAV)*Salesforce, AppExchange and others are among the trademarks of Salesforce.com, Inc.Sunrise HCM is copyrighted and trademarked.

Enterprise Architecture:Working with client senior management, define enterprise technical architecture strategy that supports both business and technical goals. Working with client technical and business staff, implement the strategy through transitioning from the as-is architecture to the to-be business and technical architectures. Managing technical implementations to ensure architectural goals are achieved.Cloud Based Business Automation Implementation:Salesforce and FinancialForce business and technical architecture redesign, requirements engineering, and implementation services. Implementation and support for Salesforce CRM, FinancialForce Professional Services Automation (PSA), FinancialForce Accounting, FinancialForce Supply Chain Management, and FinancialForce Revenue Management and integrations.Organizational Change Management:Organizational structure, process, policies, and procedures to support the implementation of Salesforce platform based services within both complete Salesforce and integrated SAP and Oracle enterprise architectures.Coaching, Training and Organizational Development:The #1 asset of any organization is its employees. Over 20 years of experience in leadership, focusing on employee professional development resulting in increased employee career satisfaction rates. Employee satisfaction with their workplace carries through to their interactions with their customers.Results:1. Business processes automated resulting in labor cost savings (measurements vary by customer).2. Reduced technical complexity resulting in lower total cost of ownership (TCO).3. New business opportunities, cost and regulatory compliance risks identified via business intelligence.4. Corporate "tone at the top" established. Security and data ownership and access systematically defined and controlled, and segregation of duties defined and implemented via security model resulting in corporate preparation for regulatory compliance audits (e.g. SOX).

Vatic Solutions has been awarded a SPAWAR Atlantic contract valued at $49.9 million to perform Systems Engineering and Architecture Support ServicesUnder contract N65236-12-D-3813, awarded Apr 4, 2012, Vatic will support the (DoN), Department of Defense (DoD), and Federal civilian agencies by providing an integrated team of Program Managers, Systems Engineers, Business Analysts, Architects and technology subject matter experts. The contract is a Multiple Award Indefinite Delivery/Indefinite Quantity (IDIQ) Cost Plus Fixed contract awarded by SPAWAR Atlantic to acquire services for enterprise requirements analysis and assessments, modeling and simulation, architecture, and Human Systems Integration (HSI) in support of the following capability areas: Communications/Networking, Command & Control, Intelligence, Surveillance, Reconnaissance (ISR), Information Operations (IO), Space Systems and Business Information/Defense Systems.

Execution Services Management:Responsible for teams of Systems Engineers, Requirements Engineers, Project Managers, Instructional Designers, and Trainers utilized in the execution of system engineering services delivery.System Engineering Services Delivery:Responsible for the delivery of business architecture, requirements & design, and organizational change management services for custom application development and SAP integrations.Provided systems engineering services to “right side” in trouble SPAWAR—Space & Naval Warfare C4ISR— Command, Control, Communications, Computing, Intelligence, Surveillance, and Reconnaissance programs.Systems Engineering and Project Management Process Management Services:Provided technology organizations with an integrated systems engineering methodology by selecting, customizing and implementing processes that add value and achieve organizational engineering objectives. Implementation and training on CMMI process areas assisting organizations in becoming CMMI Level 3 compliant.Business Process Reengineering Services:In support of the SPAWAR Systems Center-Atlantic Command Chief Engineer, developed Competency Aligned Organizations (CAO) Strategy and supported the execution for the Enterprise Engineering, Net-Centric Engineering and Integration, Communications and Networks and Test, Evaluation and Certification divisions.Results:1. Reduced technical risk by simplifying technical architectures resulting in faster time to market and reduced support and maintenance costs.2. Leveraged reuse of common architecture frameworks.3. Reduced product quality risk.4. Increased customer satisfaction by reducing defects and increasing speed to market resulting in overall portfolio growing from $4 billion to $6 billion in total portfolio value in 2 years.

Provided the Department of Defense (DoD) and government agencies with IEEE and CMMI compliant systems engineering support.Responsible for working with the SPAWAR—Space & Naval Warfare Office of the Chief Engineer in the development and implementation of a common System Development Life Cycle that was used on all programs within the $6 billion C4ISR program portfolio.Responsible for leading the development of a custom hybrid systems engineering and portfolio management system that interfaced with the Department of the Navy’s SAP ERP system.Continued work under Trinity Systems Engineering, LLC, a systems engineering start-up focused on servicing primarily the SPAWAR $6 billion program portfolio

Assisted small and large organizations with planning and implementing technology Program Management Offices (PMOs) working with organizational leaders in identifying project opportunities, project prioritization and selection, consolidated resource planning. Working with a large health insurance provider, managed information technology program to address Sarbanes-Oxley compliance. Program included the following:1. Working with executive team, defined and communicated "tone at the top."2. Working with the IT organization and business data owners, identified financial statement applications and remediated both technical and business processes.3. Developed and implemented a common SDLC to ensure consistency in application development, testing, and support processes to mitigate SOX risk.4. Developed, implemented, and trained IT organization staff on use of SDLC.Results:1. “Tone at the top” consistent.2. Application/data owners defined, and accountability established and maintained.3. Common processes: Project Initiation and periodic business case evaluation, Requirements Definition and Management, Verification & Validation, Configuration Management, Design, and Testing. 4. Control of IT processes that affect financial statements. Common processes mitigated SOX compliance risk.

Technology Program Management Office (PMO):Management of several hundred projects within project portfolios including management of project managers, business/systems analysts, development, and testing staff both on-shore and off-shore.Working with the business, defined multi-year technology investment roadmap that focused on:1. New revenue opportunities from new and existing institutional customers.2. Total cost of ownership (TCO) savings by simplifying technical architecture.3. New personnel growth opportunities by automating non-value-added processes.Technical roadmap addressed:1. Order Management System agnostic platform for customer institutional trading via third party FIX networks to Schwab Institutional Trade Order Management.2. Internal operational workflow management for customer account setup and management, trade settlement, funds management.3. Institutional trader and customer service call management.4. Regulatory and capital exposure risk management.5. SDLC addressed use of common requirements engineering, design patterns and methods, development via common frameworks, testing, support and maintenance simplification.6. Processes for technology investment / business case management and how Institutional enterprise managed investment process.7. Common set of technical tools for Requirements Management, Configuration Management, deployment, and support.8. Outsourcing of select development to offshore resources in India.Results:1. $300 million in new assets under management over a 2-year period.2. In 1-year, improved project success from 25% on-time and budget to 75% on-time and budget.3. Total cost of ownership (TCO) savings of 40%.4. Professional growth of 300 operational staff and 40 IT staff.5. Speed to investment decision reduced from approximately 6 months to 45 days. Investment decisions based on objective measurements (e.g. technical fit and NPV).6. Success of technical roadmap justified a corporate increase in investment.

Developed rapid application development project management methodology as well as rapid deployment solutions. Implemented streamlined process for introducing, documenting and justifying new projects that support trading and operations business units. Provided project management support for the maintenance of, and enhancements to, existing mission critical applications and services. Provided project management on corporate sponsored projects. Developed and executed on plans centralizing project management into an enterprise wide Program Management Office (PMO).

Managed the development of the business cases supporting the creation of the new international services offering including, but not limited to, infrastructure and product and service offering projects. Also managed development of new service and product offerings for clients, outside of the United States.Product Management:Development of the product and service offering for Schwab International including the offshore mutual fund marketplace, foreign currency exchange service, trading and operational software and hardware development, and call center development and management for offices in London, Hong Kong, and the Cayman Islands