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.
A leading software and software services provider was moving from traditional software revenue recognition based on licensing to new ways of recognizing revenue based on usage, cloud services and so forth. Furthermore, the company has online ads revenue from its search engine. Therefore the client requested to assess and map all revenue systems currently in use in the division and propose a plan to reduce and rationalize the number of revenue systems.
Led pursuit and delivery of assessment of corporate financial processes and systems for high-tech start-up company. This company needed to bring its financial processes and systems to the next level to be prepared for financial audit certification. Timing was the critical component of this project as the company needed to achieve public audit certification very quickly. Developed a plan focused on key priorities so rapid process improvements could be accomplished.
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.
The client, a regional utility company, was undergoing a financial transformation program that included the redesign of the reporting architecture. My team led the analysis and conceptual design of the reporting architecture which included the definition of a financial data mart to collect in one place all financial information for reporting, and the definition of multiple Hyperion Essbase cubes to manage the reporting of different areas of the business.
Led pursuit and delivered analysis and design of a budgeting and forecasting solution for a large financial services company. The solution included the redesign of all major business dimensions and the adoption of Oracle DRM to manage them.
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.
The Operations Scorecard project was initiated by the COO of a global consulting company to align leadership around a common balanced set of metrics and to establish a foundation that will provide a consistent framework, approach, look and feel for performance management across the company. My team led the design and implementation of the scorecard. The scorecard contains the critical indicators to measure and monitor business performance. The executive leadership team uses the scorecard for strategy planning and for managing the company.
The client, a global engineering company, went through various mergers, acquisitions, and reorganizations. This had resulted in the need to manage a patchwork of financial business processes and approximately 200 systems within the existing information technology infrastructure. The present legacy financial system was antiquated and did not take advantage of the technology that is now available for real time collection of detailed data, drill down to transactions, and reporting capability. Therefore, we implemented Hyperion’s Financial Management (HFM) web-architected application. The application was implemented to support the consolidation, external reporting, and managerial analysis functions of all the business units of the company.
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 project was a global initiative to bring together the diverse companies and operating units created through the merger. The new reporting and planning system consolidated company-wide financial information and key performance indicators (KPIs). The system allows the client to have a global, regional, company or business unit view of their financial status at any point in time. Running the business as one global integrated company is extremely challenging given the IT infrastructure and business processes inherited from two very different historical companies. My team led the design, implementation and testing of the global planning and budgeting system. This system was deployed worldwide to 300 locations. We also delivered end-user training and UAT to more than 80 stakeholders. The application was implemented with Hyperion Essbase and a web-based front-end.
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.
Developed the post-merger integration approach for financial consolidation, reporting, planning and forecasting applications for a major Hollywood studio. The client needed a temporary application able to report financial results of the two merged companies on day 1 after deal-close. The major challenge of this project was the limited time, but the project was successfully completed on time and on budget. The temporary consolidation and reporting application was developed using Hyperion Enterprise.
The client, a global networking solution provider, was investigating new ways to recognize revenue for products that had hardware and software bundled together. Our team was involved in the definition of clear business procedures and processes to manage solution sales financials in accordance to GAAP (SOP 97-2) and to develop accurate financial forecasting of HW-SW solutions with “real time” variance or exception reporting/analysis capability. My team created the conceptual design of the FMVC (Fair Market Value Calculator) module, which was the analytic application supporting the calculation of the fair market value for each component of a Solution Sale (a large bundled deal containing HW/SW products and services.)
Designed and implemented the company’s Management and Statutory Reporting system. Analyzed and implemented company’s Dashboard (Executive Information System). Our team also provided temporary management for the administration of the application. As a result of our project, the company had better tools to communicate financial results to stakeholders and investors.
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.
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