Responsible for implementing new modules in Eagle Investments System including Pricing Center & Recon Center in support of Yale Investments Office and Investment Accounting Departments.

In addition to Director of AP responsibilities, in summer of 2015, asked to take over the lead for Accounts Payable and Supplier streams of activities in support of conversion from Oracle Financials to Workday Financials. Responsibilities and accomplishments include:• Facilitated business process design sessions with Yale business office representatives; documented processes on brown paper to obtain feedback, identify issues, determine controls and reporting needs.• Developed business requirements to build approved business processes; added custom logic for validations to minimize errors; developed thorough test scenarios; performed extensive testing; identified and debugged errors.• Developed business requirements to convert Supplier and AP databases from Oracle r12 to Workday; scrubbed existing Oracle data to bring into compliance; tested and revised conversion code until success rate over 99%.• Developed business requirements for related systems integrations including Kofax OCR Invoice system; developed test scenarios for all integrations; performed testing; identified and resolved errors. Partnered with Workday consultants (Deloitte), Yale ITS, Yale Procurement and others to ensure success.• Determined reports needed/modifications needed to standard reports; wrote business specs; staged data for report writers and for testing; tested delivered reports and worked with Reporting team until fully addressed.• Worked with Change Management team on training materials and quick guides.

Led successful turnaround of Accounts Payable department from crisis mode to one with credibility of AP processing and improved overall compliance with the IRS. Individual and team accomplishments include:• Improved Invoice processing turnaround time by 67% and Check Request processing by 35%. Reduced backlogs in AP Holds by 70%. Quickly assessed backlogs, learned key processes and prioritized department and vendor pain points. Developed and implemented effective performance metrics and increased training of managers and staff to ensure areas remain current. Developed and instituted numerous quality controls to prevent errors and/or resolve them on a next day basis. Cleaned up aged vendor and accounts payable aged items.• Documented summary of 60+ processes, status, issues and improvement opportunities. Presented business case for recommendations to address backlogs and improve processing and compliance.• Partnered with Tax Department to develop workflows and implement procedures to ensure vendor compliance with IRS backup withholding processes. Reduced number of CP2100 IRS exceptions by 80%, and added additional compliance reviews to minimize 1099/1042 exceptions at year-end. Instituted processes for handling Returned 1099s; able to find updated address for 75% of the 900 returned 1099 forms.• Reconstructed numerous account reconcilements going back several years and brought the reconcilement process into compliance. • Developed requirements and implemented the processing Check Requests in Salesforce to ensure controls, automate processing, and add visibility of request status.• Facilitated Accts Payable Special Interest Group sessions and designed Online Vendor Set-up and Check Request forms. • Developed/updated content for Procure-to-Pay Toolkit, and on-line guide to provide guidance to user departments in setting up vendors, requesting and processing of Check requests, invoice processing and holds.

Managed team of two professionals responsible for improving performance within newly created Yale Shares Services. Individual and team accomplishments include:• Reengineered the 1099/1042 tax reporting processes to streamline them and bring them into IRS compliance. Documented various process flows and validation logic. Developed Brio queries to automate identification of various exceptions as they occur throughout the year. Scrubbed the AP and vendor database to correct thousands of errors.• Modified the 1099 exception queries to identify Vendor Set-Up Compliance errors - root cause of majority of 1099 errors.• Led process and quality improvement efforts for Vendor Compliance Unit.• Led Oracle R12 Upgrade for Accounts Payable, Vendor Compliance and other impacted Shared Services Units. Participated in testing efforts. Developed and delivered training for staff.• Developed and Implemented a Quality Assurance & Compliance Program within Yale Shared Services.• Outlined and presented proposal to develop Operations Mgmt Training for YSS management staff.

Directed a team of 11 responsible for ensuring the accuracy of valuation and transaction accounting for Yale University Endowment, NonEndowment and Special Investments, as well as Yale Pension and Retiree Health Plan assets, Endowment Unit pricing and transactions, and ensuring the accuracy of investment schedules for Yale's Annual Financial Report and numerous Tax Filings. Individual and team accomplishments include:• Directed a team of 11 responsible for ensuring the accuracy of valuation and transaction accounting for Yale University Endowment, NonEndowment and Special Investments, as well as Yale Pension and Retiree Health Plan assets, Endowment Units and MV, and ensuring accuracy of investment schedules for Yale's Annual Fin'l Rept and Tax Filings. Individual and team accomplishments include:• Consistently ensured accuracy of Yale Endowment Pool and Unit price as well as Yale Non-Endowment, Special Investment, Pension & Retiree Health Assets, while identifying and implementing improvement efforts. • Report Writing: Utilized BRIO Query and in-house data warehouse to automate numerous financial reporting schedules; reducing time spent on Stmt of Changes from 4 weeks to 1 day.• Project Mgmt: Completed implementation of Eagle Investment System including significant parallel testing. Continuously leveraged Eagle functionality to automate numerous manual processes in support of the Yale Investments Office and Investment Accounting. Lead role successfully turned over to subordinate after 1st year as Director. • Ongoing development and promotion of internal staff. New hires brought up to speed quickly and continued to be developed. Two subordinates able to split my role after my transition to YSS.• Provided support to team member who created an Access Database to automate the preparation of over 200 investment entity financial stmts.• Worked with staff and Custodian Bank to convert Pension and Retiree Health investment acct assets to new custodian.

Provided system conversion and systems/operational support for Investment Accounting Department. • Project Management: Project Manager to convert Princeton Financial Systems' PAM investment accounting system to Eagle Investment System. Developed and maintained Eagle project plan; converted data into Eagle format (holdings, security master file, investment portfolio); worked with custodian and data vendors to ensure trade, cash, price, fx rate, etc., load files accurate; worked with vendor to develop GL extract and Cash Recon functionality; defined and set up User Admin permissions by Yale user group; test/modify reports needed; and perform user testing.• System Design & Implementation: Led project team in writing business specs for Yale's Endowment Unit System (EUS), testing of all functionality and successful implementation of in-house Endowment Unit System (EUS). Developed and tested business specs for enhancements as needed.• Report Writing: Developed variety of investment accounting reports using both Princeton Financial's Impromptu and Oracle BRIO Query. Built queries to automate significant portion of Financial Reporting schedules for Yale Investments, reducing time significant time spent on Statement of Changes and other reports. Updated BRIO queries from BRIO5 to BRIO6 and BRIO6 to BRIO9,

Hired by Yale University Investment Accounting as contractor. Successfully converted mainframe investment accounting system to Princeton Financial System's PAM system. Successful effort let to hire into department by Yale University.

Directed a team of 12 responsible for providing training, communications, risk management and quality improvement services:• Revamped Training & Quality units' mission and functions to focus on activities with highest value to Settlement Department.• Created new hire orientation training to reduce lengthy learning curve.• Reallocated quality analyst towards higher payback activities such as process improvement efforts and training,

Directed staff of 50 responsible for researching and resolving payment and balance transfer suspense items. (Note: Average tenure of team was only 5 months due to rapid growth of credit card portfolio.) Accomplishments include:• Reduced total suspense dollars 50% from $49M to $24M. Reduced monthly debit losses from a high of $900k to a net credit balance. Results achieved though a combination of designing and implementing effective and actionable management reports, identifying and implementing numerous process improvements, and developing and delivering operations management training modules to teach new line managers and unit specialists necessary job skills.

Led and facilitated numerous cross-functional improvement efforts to reduce service errors and improve overall performance. Overall company errors were reduced by 27%.• Led team which increased balance transfer revenue $2M as a result of database cleanup effort.• Designed and kicked-ed off three of four company-wide Maddog Projects to reduce service errors.• Developed company-wide "Health of the Bank" performance metrics.

Led organizational change efforts for a variety of Insurance/Health Care industry clients. Major assignments and accomplishments include: National Property and Casualty InsurerPartnered with client claims team to reduce $35M excess payout in Claims Division. Trained client in change management and facilitation skills. Provided coaching throughout engagement to team and executive management. Ensured multiple initiatives integrated cohesively. Retained at client request for project extension. Project accomplishments include:• Conducted "Innovation Workshop" to help design desired attributes of "To Be" Claims Division.• Mobilized entire claims organization (23 locations) in support of overall transformation effort.• Re-engineered processes to minimize excess payout while providing desired service levels for 17 business lines.• Established claims handling best practices and implemented quality review process.• Developed and implemented claims desktop system to provide Claims Reps immediate access to "best practices", training modules and interactive sharing of learnings.• Redefined roles and responsibilities to drive achievement of performance objectives, continuous improvement, interdivisional teamwork and business unit alignment.• Designed "Learning Lab" process to develop proactive business leaders and promote high performing learning organization environment. Implemented Learning Lab in three offices.• Developed and implemented balanced scorecard dashboard with effective lead indicators to drive desired performance and effective decision-making for Claims Organization.New York Regional HMO • Instituted Managed Care/Hospital Cost Containment program for medical group of large regional HMO to save $1M by reducing excess length of stay and unnecessary hospital and ER admissions.

Directed Settlement and Operations functions for $450M securitized portfolio of 500k cardholders and $1.2B merchant portfolio. Managed and actively developed staff of 48 with $1.1M budget. Charged with turnaround of processing backlogs, performance inefficiencies, quality and employee morale:• Directed research and resolution of exception items backlog resulting in elimination of $5M potential loss.• Upgraded skills and knowledge of staff and developed effective working partnerships between department personnel, internal and external customers.• Integrated handling of newly merged Connecticut National and Shawmut credit card portfolios. Coordinated conversion activities of three subsidiaries impacting credit card merchant and cardholder processing.• Successfully coordinated departmental efforts to convert Shawmut credit card portfolio onto acquiring bank's system when sold due to devaluation of Shawmut's real estate portfolio.

Directed four units of Trust Operations Department: Savings/Medicare/Payroll, Cash Distribution, Block/Balancing and Trust Computer Control Center. Managed and actively developed staff of 32 with $670k budget. Charged with turnaround of productivity, quality, customer service and employee performance.• Eliminated $73k in operating expenses of Trust Operations Unit by combining functions and automating manual processes.• Improved service to Trust customers and administrators by expediting receipt of available funds for investment and improving interdepartmental communications.

Internal Management Consultant in support of Trust Security Operations Division:• Realized annual cost savings of 30 FTE and $600k by conducting organizational and functional analyses in support of the consolidation of four Trust Security Operations locations. Developed implementation plan including identification and resolution of all consolidation issues with appropriate management personnel.

Managed the reconcilement, control, systems support and customer service of 840 Corporate and Official Check Accounts ($3.5B and 1.5M items processed monthly). Managed and developed staff of 30 and budget of $830k. Charged with turnaround of customer service and resolution of $72M potential loss:• Took over Official Checks Unit with $72M exposure. Developed reconcilement process (despite being told it was not possible) and led reconstruction of prior two years' reconcilements, clearing $70M of potential loss.• Reconstructed errors in certified check processing and recovered $2M incorrectly credited back to customers for net write-off of only $50k.• Improved quality, timeliness and overall customer satisfaction of corporate reconcilement accounts customers• Developed transition and downsizing plan when Mellon faced with significant losses from real estate portfolio.

Managed and developed staff of 18 responsible for reconcilement of 145 Due From Domestic, Foreign and Federal Reserve Accounts, and the cash management of Domestic Accounts to minimize exposure. Charged with turnaround of substantial backlog and exposure in reconcilement of Due From Accounts:• Upgraded skills and knowledge of employees, redesigned processes, instituted improved control measures, and brought account reconcilements into compliance.• Project Leader for the adaptation and installation of automated Due From System which was converted ahead of schedule with no post-conversion problems.

Responsible for managing balances in Due From Bank accounts to minimize loss from excess balances. Managed staff of 3:• Redesigned procedures for cash management of Domestic Due From Accounts; reduced annual loss from $250k to $1k.

Supervised team esponsible for preparing shipments of checks drawn on other banks in time to meet all deadlines in order to minimize float loss.

Responsible for check processing operations on IBM check sorters to meet various deadlines for shipment to check clearing bank as well as the sorting of same bank checks for personal and corporate customers. Also responsible for maintenance and problem-solving on IBM machines as well as system support for console operator jobs to ensure reports and account postings accurate.

5-month training program on IBM Data Center systems and jobs, Check Processing and Computer Programming Operations. Finished program top of my class.