Giulio Maresca

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.

Business Results

• Proposed a common data model for revenue recognition – Corporate assumes responsibility versus divisions
• Proposed to streamline number of revenue recognition applications (Consolidate and manage by trigger)

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.

The client, a major credit card company, wanted to conduct a due diligence project to assess whether Oracle Hyperion Planning could be used as the back-end application to manage the  Global Client Incentives Platform (GCIP).  My team created an Hyperion Planning prototype to mock several use cases requested by the client.

Business Results

• Create Hyperion Planning application prototype
• Conduct interim prototype “dry runs” with key users in order to preview the prototype functionalities and drive out any key gaps in the package.
• Present prototype to project sponsor for “Go/No-Go” decision.

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.)

The client, a manufacturing of civil and military aircraft, had just completed a major acquisition and needed to redesign the cost accounting models to add new dimensions/view to measure operations.  I designed a new cost accounting model taking into consideration the combined operations of the client and the new acquisition.  I also designed the data model to support the new cost accounting logic and reports.

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.