The client, a national printing company, was struggling to go-live with a new reporting capability based on Hyperion Financial Management. Some of the client’s key business and technical resources left the company and the project was lagging. My team was requested to re-prioritize all project activities to define a new plan to achieve the go-live in a very short timeline. The go-live of the project was achieved according the new plan.
Acted as a senior adviser to a global networking company which was undergoing the redesign of its performance management processes including financial consolidation & reporting and FP&A.
Led the assessment of the financial and statutory reporting architecture for a primary health insurance company. This engagement was part of a large finance transformation program. The outcome of engagement was a phased roadmap to improve the overall financial and statutory reporting processes.
Managed the analysis and design of a reporting solution for a global high-tech company. The legacy reporting system was based on PeopleSoft G/L with limited reporting capability. The new solution, which included Oracle Financial Management, OBIEE and Data Relationship Manager was able to cover all company reporting needs from transactional reporting up to high level management reporting in one architecture.
Managed a complete software evaluation and assessment for the implementation of a new web-architected financial consolidation capability at one of the largest pharmaceutical companies. Assisted the client with the following primary activities:
With this new capability the company was able to retired 80% of the legacy tools and application devoted to reporting.
The Management of the client, a world leader mining company, wanted to address challenges posed, facilitate strategy execution and create the infrastructure required to support growth objectives. As a result, the client identified the Close and Consolidate Books and Report Actuals an immediate priority. The recognized that this process had become overly complex and cumbersome especially because mergers and acquisitions had significantly changed the size and structure of the organization. In addition, the regulatory control procedures introduced by the Sarbenes-Oxley Act, needed to be supported by a robust set of functionalities to allow full auditing of users’ interaction with the application. Therefore, my team led the software selection and technical delivery of a complete financial reporting and statutory consolidation solution. The technical scope included the design/build/test of a packaged web-based financial consolidation application supported by Hyperion Financial Management. The application was distributed to more than 30 subsidiaries of the company and our team delivered UAT and end-user training.
This national health insurance company was in the process of implementing Adaytum e.Planning to manage the budgeting and forecasting process. Adaytum helped automating and streamlining the budgeting and forecasting processes, but lacked reporting functionalists that the client needed for its internal reporting. Therefore, our team analyzed the company reporting needs and proposed to implement Hyperion Essbase and its reporting tools to standardize the reporting of actuals, budget and forecast information.
Our client was undergoing a major finance transformation program including re-engineering all back-office processes and technology. As part of this program, the client wanted to select the next generation technology to manage internal and external reporting as well as planning and budgeting processes. The project had a large number of stakeholder organizations that needed to be involved in the selection process. I managed a team of consultants that assisted the client with selecting the IT solution. We prepared vendor RFP, proof of concepts and conference room pilot to facilitate the selection of the software. The result was a comprehensive presentation of software selection process and the winning vendor.
End-to-end implementation of a management reporting application for a leading Italian apparel manufacturing company. The project included the analysis, design, build, test and deployment of a complex management reporting model to measure the financial performance of all brands and collections owned world-wide by the company.
Developed a Kaplan-Norton balanced scorecard model for a leading Italian chemical company. This project included benchmarking other companies key business metrics with the ones of our client. The result was the definition of an innovative set of key performance indicators for the chemical industry.
Developed a three-day training course for the administration of Hyperion Enterprise to train junior resources. This course was used to train over 30 internal resources and several client resources.
A leading multinational insurance company needed to reorganize the strategic reporting to track the key metrics that were critical to measure the overall performance of the business. Therefore, we designed the concept of a Kaplan-Norton Balanced Scorecard tailored for the insurance business. The results was the definition of a balanced set of key performance indicators that allowed the client to effectively measure financial and operational performance.
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