Led evaluation and implementation (model building) of on-premise and cloud-based Budgeting, Planning and Forecasting tools (including Anaplan, Adaptive Planning, Host Analytics and Oracle (Hyperion Cloud) to revamp BP&F and sales operations processes in post-IPO environment.
Mapped department process for historic transition of company operations from NYC to LA for major entertainment studio.
Led evaluation of potential Salesforce.com CRM upgrade by dissecting existing implementation infrastructure and assessing feature needs for client in the real estate finance and investment management industry.
Led an effort to analyze the risks and opportunities associated with carving out a major business unit to establish a stand-alone subsidiary entity. Project received approval to proceed. Created a detailed project plan with over 300 tasks necessary to complete carve-out in Microsoft Project.
Led the implementation of new internet media brand joint venture featuring a network of talented creators united in their passion for gaming and pop culture.
Managed team of Anaplan modelers and data integration developers to roll out the incentive compensation functionality for a high growth digital advertising company. Worked with business teams to define requirements, implemented and managed Anaplan model modifications via modules, lists, and versioning tools. Developed data integration using Anaplan Connect and SQL. Provided troubleshooting and supported end user views and data inputs in Anaplan dashboards and modules. Documented and trained technical resources on Anaplan fundamentals and model building, integrations, and business process.
Developed and owned comprehensive restructuring project plan for the consolidation of two corporate locations into a single location.
Conducted enterprise risk management (ERM), model risk management (MRM) and Dodd-Frank Stress Testing (DFAST) activities for bank in the $10-$50 billion asset range. Served as primary author in the revamp of several core bank policies and procedures including those related to enterprise risk management, enterprise risk assessment, model risk management, key risk indicators, new product risk assessment, end-user computing tools/complex spreadsheets, stress testing and DFAST.
Initiated and led the first ever reforecast effort for large apparel retailer working closely with executives across divisions.
Acted as a Project Manager to set up a new entity from scratch, including EIN, State ID for payroll, Oracle, chart of accounts, AP, AR, Payroll, beginning balance sheet, websites, for a consumer products company.
Project manager for redesign of cost structure for a well-known aerospace manufacturer. Established project plan, managed cross-functional activities with production and engineering departments relative to capturing time and materials associated with vehicles, revised department structure to facilitate accurate cost reporting, developed overhead pools and application rates based on function and developed management reporting for senior management review.
Managed facility relocation for Cloud Services provider including relocation of staff of over 500 employees, 24/7 Network Operations Center, R&D function and Executive functions. Met with various stakeholders in order to obtain input on key issues, key dates, project requirements and largest concerns. Created a relocation project plan starting from the desired move-in date and reverse engineered the milestone completion dates to determine the possibility of a successful and timely outcome.
Managed Variable Compensation Plan during the company’s transition period in order to properly redesign VCP that benefited both recipients and company as a whole. Worked with sales ops, sales, legal, corporate compensation, and finance to make sure all facets of the process were considered in the rebuilding of the plan. Highly involved in the implementation of the new plan by creating a temporary model in Excel, implementing new model in NetSuite, and administering plan based on contractual terms.
Oversaw the personnel impact and move during a Corporate Consolidation Initiative for a company with locations across the United States. Project involved the closure and relocation of assets from the Midwest and reshuffling of departments within the Corporate Office. Additional responsibilities involved taking on the role of liaison between Construction Team and Client to understand the needs, restrictions and obstacles of both parties and minimize downtime and resistance during the Initiative.