• Implemented cost accounting system for resort construction division to support $250M development project. For more information, click here.
  
  
• Directed cross-functional, inter-company team to reduce monthly closing cycle from 21 to 3½ days for a division of eight companies, exceeding the corporate requirement to close within 4½ days, while improving financial reporting and analysis information and eliminating $100K annually in overtime labor costs. For more information, click here.
  
  
• Conducted chart of accounts and job-cost coding conversion project for $150M real estate development company with four divisions.
  
  
• Instituted fixed-asset accounting system for 5,000 assets for Fortune 500 food grower, processor, and distributor. Installed fixed asset modules and conducted audits and system reviews for municipal water district and missile defense company.
  
  
• Implemented budgeting system for American Indian tribe.
  
  
• Improved monthly closing cycle and process by developing division-wide accounting and system calendar. Organized and coordinated division-wide annual budgeting process for five companies, meeting corporate requirements for deadlines and reporting.
  
  
• Curtailed staff orientation time and improved product quality by establishing financial training program for 25 financial analysts and 40 marketing analysts.

• Upgraded ERP financial systems for $250M irrigation supply company, and conducted $250K upgrade for implementation of distribution and manufacturing for $150M biotech research company.
  
  
• Conducted software version upgrade covering all financial modules (A/P, A/R, G/L, F/A) for a regional fresh-water bottling company.
  
  
• Evolved division-wide ERP system and PC application training program, servicing 150 users in 60 locations.
  
  
• Developed program to manage account activity for client hospitals of central processing data center. Directed and managed pilot installation of custom purchasing and inventory system for company-owned hospitals. Recruited and trained staff of eight consultants, developed installation plans and methodology, and managed initial rollout of beta software to first hospital.

• Created and implemented custom video-sales accounting system supporting $1B+ annually of international video sales for the home video production and distribution unit of a motion picture company. For more information, click here.
  
  
• Championed ERP system rollouts for international operations in the Netherlands, Mexico, UK, Japan, and Hong Kong. Implemented multi-currency and multi-language features of ERP. For more information, click here.
  
  
• Implemented multi-currency, multi-language financial ERP system for launch of new operations in Japan and 50 users of a Fortune 500 major office products company. For more information, click here.
  
  
• Set up financial accounting system to support reentry into Venezuelan operations for a Fortune 500 international oil products company.
  
  
• Directed international implementation for ERP systems project for UK division of a $70M US greeting card and fine art distributor company.

• Led cross-organizational team of consultants from four different companies plus internal staff to complete system conversion from three major legacy systems to a single ERP system for a $400M international seafood harvester and processor. For more information, click here.
  
  
• Project manager and business analyst for $100K enhancement of custom financial planning system to project land sales revenue and deposits of $500M+.
  
  
• Managed team of six consultants and 10 company internal staff through $1.2M project for company-wide upgrade of ERP system for 50 locations throughout the US.
  
  
• Spearheaded ERP financial and distribution systems upgrade project for $51M high-voltage semiconductor device and integrated circuit board manufacturer, affecting 35 users in two US locations and Hong Kong location.
  
  
• Directed project to issue year-end W-4s for 12,500 employees and 1,500 1099s for 25 client hospitals. Received company's Commitment to Excellence award for leadership role in organizing and planning the year-end payroll and 1099 reporting process.
  
  
• Developed standard implementation plans for financial system products, resulting in improved planning, organization, and execution of implementations and improving the fit of software to client companies.
  
  
• Authored detailed audit plan and work programs for audits of municipalities and school districts

• Established new regional consulting office, hiring and training ten consultants, and developing and managing $2.3M of consulting business for 30+ clients. For more information, click here.
  
  
• Cut operational expenses by 20% and eliminated 2.5 FTEs while improving service by reorganizing divisional IT department servicing eight companies in five major locations and 55 satellite offices for 175 users. Migrated division Data Center serving entire network without service interruption.
  
  
• Prepared for acquisition of $50M company by directing critical system conversion.
  
  
• Reorganized data center operations, eliminating evening shift operators, automating backup processes, distributing report output to users directly, and reducing system down time.

• Reduced client’s IT annual outsource contract by 47%, from $3.2M to $1.7M, while significantly improving service, and realigning the IT function with the organization's needs. For more information, click here.
  
  
• Developed Sarbanes-Oxley business systems review program to enhance internal controls and procedures.
  
  
• Established division IT Governance process to direct and provide oversight for IT projects and activities.

• Earned $500K in additional business by assuming leadership and exacting turnaround of failing project and threatened client relationship, developing a plan to redirect the project, establish a new project team, and regain client confidence. For more information, click here.
  
  
• Directed development of central desktop computer tracking, administration, and maintenance system that resulted in reduced inventory of computer parts, faster installation of PCs for users, and overall management of desktop support.
  
  
• Established division IT Help Desk function supporting 175 users in 60 locations that reduced staff support time by 10% and improved customer service and response.

• Devised and executed new infrastructure-management plan for data center based on input from staff and customers, resulting in heightened customer service and same-day to one-day turnaround on service requests. For more information, click here.
  
  
• Developed divisional LAN/WAN strategy and directed replacement/upgrade of all infrastructure components.
  
  
• Directed rewrite of AS/400 operations procedures resulting in improved service and uptime.

• Converted $120M company to a new fiscal year with only eight business days’ notice, while restating 4,000 fixed assets to prepare company for acquisition. For more information, click here.
  
  
• Co-managed merger of division IT functions as part of a corporate reorganization, consolidating 20 companies, 300 users, and 50 remote locations.
  
  
• Delivered General Ledger company reorganization project for Fortune 500 international courier company.
  
  
• Performed financial evaluations of 25+ client companies of multiple industries.

• Cemented strategic business relationship and established foundation for future business by acting as advisor to client company’s CIO on matters of potential acquisition, ERP visioning and strategic IT planning. For more information, click here.
  
  
• Personally visited clients to resolve system issues and software training. Provided ongoing support of 35 client hospitals’ financial systems and responded to Help Desk support calls.