Bill Huff Email & Phone Number

San Francisco Bay Area

Managed conversion of Payroll, HR and Benefits from Ultipro Ultimate Software to ADP Vantege Payroll and HR for 14K employees. Project included new implementation of Vantage (Kronos) time and attendance systems with IVR, Clock and Mobile device components.Report to Executive Management on a weekly basis, status of all projects in flight, those about to be launched and those being researched for possible activityManage incoming projects assigning resources and bringing the various parties impacted by the initiative together for research and inputWork with Executive management to assign priority to projectsManage on-going projects, informing management of any delays, potential delays or roadblocks for inflight projectsResearch solutions for ideas that are promoted by various parties within the enterprise to determine viability, cost and resource requirements and report to management for review and or approval.

San Francisco Bay Area

Manage payroll operations for 12K employees in a $1B organization. Manage the day to day operations for the payroll organization including 8 direct reports in two processing centers in California. Company has multi state multi local tax requirements throughout the US. Organization uses Ultimate Software's Ultipro applications to manage payroll and HR functions.

San Francisco Bay Area

Implemented Ultimate Payroll Software application to support payment of 8000 employees. Project started in April 2012 and went live October 1, 2012. Managed full cycle process including full application configuration, testing, training, go live and post go live support.

Senior Consultant for JD Edwards ERP Implementations

Victor, Ny

Managed full life cycle Integrated and User Acceptance Testing for $5B customer, implementing JD Edwards Order to Cash, Plan to Make, Procure to Pay, Finance and Grower applications. Integrated testing consisted for 4 separate cycles with over 1000 scenarios and 5000 scripts. Reported twice daily to Senior Level management on progress and ran day to day process. Managed 60+ resources for the testing and validation of application and custom development readiness, and data quality.User acceptance testing consisted of 2 separate cycles with over 500 end to end scenarios and 4000 scripts. Managed 60+ resources for user acceptance of application, custom development, and secuirty readiness for go live.

Saskatoon Saskatchewan

Senior Application consultant working for Saskatchewan Indian Gaming Authority (SIGA). Reimplementation of JD Edwards Payroll/HR 9.0. Redesign of clients time and attendance process that allowed customer better audit and control of data interfaced from Kronos time and attendance system.Changes allowed customer to streamline process and reduce number of staff required to perform payroll process by 4 individuals. Implemented baseline benefits systems that allowed customer to balance data from providers to Income statements for first time in 2 years.

Startup consulting business specializing in ERP implementations.

Primary responsibility was the implementation of an enterprise JD Edwards 8.12 Payroll, HR and Benefits program servicing 110K employees in 48 states. The project was a multi-year program with a staff of 30, comprised of internal and external consulting resources, with a budget of $40M. Titled “Project Transform,” once completed, this large scale program positioned ABM to achieve its future growth strategy. The Project included major sub-projects: OBIEE Data Warehouse, Avrio/FileNet Work Flow and Document Imaging systems, Create!Form, forms tools, Paybase positive pay application, Hyperion Essbase and Planning applications. I was in charge of negotiating and securing all contracts and maintenance agreements for these sub-projects as well as implementing all payroll related aspects of the applications.During the course of the project, ABM performed a $1B acquisition of its largest competitor, adding 35K employees to the project scope. Working with an IBM Mergers and Acquisition team, led the development of a comprehensive integration plan that minimized the impact to Project Transform.

Managed day to day operations of all applications related to Finance, Payroll and third party programs for ABM. Responsibilities included 12 person application support team, a 10 person development team, and 6 person training and documentation team. Member of the ITCG team charged with the implementation of Sarbanes Oxley IT General Controls. As Financial and Payroll system manager was responsible for full compliance by all Finance and payroll systems personnel and as a result passed ITGC SOX controls in our first year. In addition was responsible for the negotiation and acquisition of all software and maintenance contracts and agreements for 30 service providers. During this time period managed the IT integration of multiple company acquisitions in size from $75M to $250M in revenue.

Managed 10 person internal project team and 10 person consulting team to roll out $12M implementation of JD Edwards ERP. System was the first time in company’s history where all Financials data processing was performed on a single platform. Roll out consisted of General Ledger, Accounts Payable, Accounts Receivable, Fixed Assets, Purchasing, Fixed Fee and Service billing as well as job cost applications.

Managed 5 person team to develop, deploy and maintain and in-house time and attendance system. System went live in 1994 and is still in use today paying 28,000 employees. System reduced overtime by 1% at the time of implementation.

Managed 8 person staff maintaining all applications (General Ledger, Accounts Payable, Accounts Receivable) as well as Payroll systems manager. During this time period managed the IT integration of multiple acquisitions ranging in size from $25 to $50M in revenues.

Managed 10 person roll out team for Lockwood Enterprise Software Application fully decentralizing General Ledger, Accounts Payable, Accounts Receivable, Payroll , Financial Budgeting, Job Budgets, Job Cost and Billing applications. Roll out reduced payroll processing cycle from 48 to 6 hours, reducing by 30% payroll processing errors as well as reducing by 50% payroll labor accruals in lieu of actual data.

Responsibilities included the Management of a 5 person support team, supporting 300 end users. During this period transitioned 17 sites from an NCR mainframe to distributed systems using NCR 9400 hardware. Hardware and processing transition reduced Corporate Financial closing cycle by 3 days.

Responsibilities included the support of 150 end users on multiple applications including General Ledger, Accounts Payable, Accounts Receivable, Payroll, Financial Budgeting, Job Budgets, Job Cost and Billing. Authored and maintained all end user documentation. Provide on-site classroom training on an as needed basis.