Objective

 

Help clients make effective use of ERP systems to improve their companys competitive advantage

                                                                                                     

Summary

 

       Senior functional ERP consultant and lead with 17 years PeopleSoft experience in a broad range of supply chain, fulfillment chain and business applications.  Services provided for clients with operations in the United States, Canada, Mexico, England, Scotland, and France.

 

o   Business analysis; Productivity improvement identification; Requirements definitions; Benefit measurements, Return on investment calculations

 

o   Implementations, upgrades and troubleshoot engagements

 

o   Healthcare, energy, consumer products, manufacturing, and service industries

 

 

       Related experiences:  Controller and cost accounting positions; ISO certified companies; and Malcolm Baldrige National Quality Award for organizational excellence. 

 

       Education and certifications: MBA, PMP, and CPA.

 

Skills

 

       Project justification, planning and execution: Business analysis; Benefits/Cost analysis; Return on investment calculations, performance metrics; Requirements definition and translation into project tasks; Work breakdown structure and work products; Resource plans, roles and responsibility matrices; Risk assessments and issues identification; Communication plan; Progress reporting; Subcontract proposal preparation and scoring.

 

       Implementation:  Solution prototypes; User interface fit/gap and gap resolution; Customization functional specifications; Third party system interface functional mapping; Application software configuration: Conversions; Go-live cutover planning; Test plans and scripts; Use case based test scenarios; Acceptance test program execution; Knowledge transfer; Post go-live support.

 

       PeopleSoft:

 

o   Specialization: Inventory, Purchasing, Cost Management (Accounting), Bills and Routings, and Production Management modules.  Implementation support for Order Management and Customer Contract modules.

 

o   Integration: Order Management (items, reservations, shipping), Project Costing (purchasing and inventory), Asset Management (purchasing and receiving), Accounts Payable (voucher, match, post), and General Ledger (inventory transaction accounting, journal generation and reconciliations) modules.

 

o   Interfaces: mobile data collection devices; industry specific third party merchandising, materials management, work order, and manufacturing systems.

 

 

Industries

 

       Healthcare:  Hospitals

 

       Energy:  Electric utility and coal supply; Oil and gas construction & engineering

 

       Extraction:  Integrated metals mining, smelting and formed products; surface coal and Lignite mining.

 

       Consumer products:  Food and beverage production and distribution; Retail sporting goods and apparel; and Retail footwear.

 

       Manufacturing:  Medical devices; Optical fiber; Network cable system assembly; Semi conductor; Engineered to order and fabricated products; Print production; Electronic component assemblers.

 

       Services:  Advertisement Specialty; Educational test development, distribution and scoring services; Oil field services; Catalogue publishing and mailers – integrated target market materials and loyalty credit card statements; Wireless communications; Marine transportation.

 

Education

 

       MBA, University of New Orleans

       BA, Accounting, University of West Florida

       BA, Physics & Math, West Virginia University

 

Certifications

 

       CPA

       PMP

 

Memberships

 

       Project Management Institute (PMI)

       Society of American Value Engineers (SAVE) International

       Healthcare Information and Management Systems Society (HIMSS) and Management Engineering and Process Improvement (ME-PI) Community

Presentations – West Virginia University, College of Business & Economics, Department of Management Information Systems

 

       Value of ERP Systems

       Project Management: Todays Challenges and Tomorrows Opportunities

       BI - The Business of Intelligence Has Never Been Better

       What Healthcare, Supply Chain Management, and IT Project Management can learn from each other

 

Experience

 

       Vista Consulting, LLC - 2001 to present – Senior SCM Consultant and Implementation Lead

 

Vista Consulting offers ERP implementation lead and functional consulting services to clients installing PeopleSoft Enterprise supply chain management applications. 

 

Served clients in the US, Canada and Mexico.  Engagements in the utility, advertising specialty, wireless telecommunication, steel processing, catalogue publishing, oil field services, industrial services, optical fiber, medical device manufacturing, retail footwear and sporting goods, target market print production services, and healthcare industries.

 

Accomplishments

 

o   Regional healthcare system with $8 billion annual revenues.  Business process analysis of distribution center and facilities materials management function.  Participated in the analysis of 15 hospitals (50 to 600 beds), heart and vascular centers, and a 1000-bed university medical center.

 

–      Conducted site visits, interviews and observation of warehouse, facilities inventory and par activities to access the effective use of space, people, equipment and technology.

 

–      Developed carrying and landed cost analysis framework to help client determine whether internal central warehouse delivery or distributor direct shipments is the better economic fulfillment chain strategy.

 

–      Findings identified improvements in the following areas: distributer distribution network; interfaces between Lawson ERP, UPMCs Prodigo Marketplace, and GE Centricity EMR system; Optiflex/Omniflex materials point of issue vs. point of use for billing and expense; contracting and purchasing support for physician preference items; expired products and recall management; consiged products; coordination between clinical and materials services; Low Unit of Measure direct par deliveries; physical counting practices; and utilization of mobile data collection devices.

 

o   Multi-region healthcare system with $16 billion annual revenues.  PeopleSoft version 9.1 go-live inventory readiness review and storage location configuration support for multiple Critical Access Hospitals and a 700 bed designated trauma center hospital.

 

–      Materials management scope: Stockrooms, fixed par inventory locations, and mobile carts for: surgery emergency; obstetrics; catheterization; ICU; and orthopedics.  Readiness review included wall-to-wall inventory setup validation of legacy ERP system (Lawson) items, storage racks and slots for conversion to new ERP.

 

–      Used excel spreadsheets to capture purchase item details for cross reference to manufacturer ID and part number.  Downloaded file to label maker for immediate labeling of storage bins. 

 

–      Made recommendations to change storage practices to reduce time nurses spent searching for items and improve accuracy of on hand quantities.

 

o   Direct mail advertising agency design, print services and retail credit card statement print companies.  Lead for SAP inventory and purchasing conversion to PeopleSoft 9.1. 

 

–      For each business line, detail requirement were prepared, sample documents analyzed, and fit/gap comparisons to PeopleSoft were made.  Total of 158 sales, supply chain and accounting process use cases scenarios were identified, which became the basis for implementation and test program.

 

–      This activity resulted in the identification of interfaces between 3rd party production management systems and PeopleSoft inventory, which had to be added to the implementation, plans as well as a critical review of the SAP conversion strategy.

 

–      Demonstrated PeopleSoft inventory functions that included use of PeopleSoft purchasing for direct shipments and subcontracted operations; lot controlled materials; and landed cost features for international purchases with standard cost profile.  Performed fit/gap with 3rd party supplier invoice imaging software and PeopleSoft Accounts Payable voucher build interface.  Determined that 3rd party software was not able to support PeopleSoft Accounts Payable 3 way match rules for multiple PO schedule level shipments.  Alternate solutions were developed to resolve gaps.

 

–      Requirements phase documentation was incorporated into the project plan to ensure that implementation activities were aliened with business processes.  The requirements documents became the work package deliverables from which design documents, activity estimates, resource matrices, test plans and training programs were developed.

 

o   Retail sporting goods and apparel business with 130 stores.  PeopleSoft in-place upgrade from version 8.4 to 9.1.  Track lead for Purchasing, Accounts Payable and interfaces with retail merchandise (Island Pacifics SCM and e-procurement punch-out system), and distribution center warehouse management systems. 

 

–      Performed reverse fit/gap analysis to identify customization to be upgraded. 

 

–      Performed business process analysis and developed functional specification for custom interfaces that created PeopleSoft Item master, purchase order, and purchase order change records from 3rd party system import files.  Customization strategy utilized PeopleSoft Component Interface tools.  Supported technical team through design, development, test and cutover phases.

 

–      Performed a business process improvement review of IT purchase order and supplier contract practices and procedures to reduce requisition to dispatch time by making better use of PeopleSoft functional features.  Demonstrated the use of PeopleSofts Purchase Order Contracts module.  Implemented AP xml voucher upload feature to reduce voucher input time for distribution of shared service purchases to each store. 

 

–      Performed fit/gap with 3rd party supplier invoice imaging software and PeopleSoft Accounts Payable voucher build interface.  Determined that 3rd party software was not able to support PeopleSoft Accounts Payable 3 way match rules for multiple PO schedule level shipments.  Recommended options to resolve gaps for lease payments using purchase order contract functions.

 

–      Developed a comprehensive test plan using HPs Quality Center 10.X (formerly Mercurys Test Director) to manage the test program.  The program consisted of 3 test cycles based on business use cases and transaction scenarios.  Approximately 150 cases representing each type of procure to pay scenario were developed and tracked.

 

o   Global specialty glass and ceramic company.  Project Management Office project lead.  Client maintains PMI based set of policies and procedures governing project administration and the project life cycle.  Emphasized managing risks and resources.  Utilized the Mercury Quality Center for defect management.  Assignments included:

 

–      SAP reconfiguration of a manufacturing unit from a two-warehouse facility to a single facility. The justification was to reduce the number of inter warehouse transfer changes that production planners made because of numerous order rescheduling requirements.  The project had a 3,500-hout budget with internal and subcontracted technical and business team members from the US and Europe.  Testing included user designed scripts that validated business process interfaces between warehouse data collection systems and integration between inventory transaction and general ledger.

 

–      Technical infrastructure project to re-host the PeopleSoft SCM system application data bases, front end interfaces, and supporting systems from a legacy platform to a high end environment that had the capacity and architecture for large-scale business applications.    The project had a 3,000-hour budget and 6-month schedule.  It required coordination of multiple IT and business user community disciplines on a part time basis.

 

o   Integrated electronics equipment manufacturer.  Production support services for PeopleSoft 9.0 version.

 

–      Resolved problems with inventory and cost accounting transactions processed to the general ledger. 

 

–      Services included trouble-shooting errors, developing corrective action procedures and training users to become proficient with the new functionality.

 

o   International retail footwear company.  Business process analysis and corrective action services to resolve accounting reconciliation problems with FIFO valued inventory, replenishment, procurement, and fulfillment processes. 

 

–      Material categories included marketing materials, operating report forms; employee forms; and other administrative manuals supplied to franchise and company owned retails stores. 

 

–      The values of materials shipped were billed to each requestors store operating account from completed material stocking requests. The work products included written procedures to perform root cause analysis and knowledge transfer sessions for these tools and procedures.

 

o   Advertising specialty industry Company. Implementation consulting services.  Client produces hard goods, soft goods and printed materials from single product focused factories to multi product line production facilities.   Areas covered inventory, purchasing and cost accounting functions for a 5-plant manufacturing operation.

 

–      Requirements definition activities included site visits, interviews with key stakeholders and process owners.  Participated in corporate and plant accounting management to simplify work in process and product line profit reporting by transferring responsibility from the GL to subsidiary ERP Order Management, inventory and cost accounting modules.  Work packages from this effort included requirement lists with priority ranking, process flow documents, improvement opportunities report and fit/gap with software.

 

–      Performed implementation activities for the Purchasing and Cost Accounting modules.  Purchasing process improvements included use of Advance Ship Notice – Receipts to provide electronic interface with brokers/forwarders for availability of product components for sale; Utilizing requisitions functions by consuming departments to streamline procurement activities; and integrating purchasing with supply planning to better match available to promise for the sales force.

 

–      Cost Accounting process improvements included implementing a standard Cost Accounting system with product configured production order manufacturing. Designed a product sales invoice margin reporting structure (reports matched Order Management revenue distribution account codes with cost of sales Inventory distribution account codes) that gave process owners the information to compare sales invoice margin with general ledger margin for analysis and control.

 

–      Completed a comparison of PeopleSoft Enterprise version 8.8 to version 9.0 to determine the impact on the business of upgrading the financial, distribution chain and supple suite of installed modules.  The assessment included review of version 9.0 bundles 1 –13 and side-by-side comparison of configurations, views and processes for Inventory, Purchasing and Cost Management modules.

 

o   Catalogue print publishing company.  Business process analysis, fit/gap, and conference room pilots.

 

–      Evaluated PeopleSoft Enterprise 8.8 supply chain modules for the production equipments MRO (maintenance, repair and operations) activities. 

 

–      Documented 9 MRO business processes and demonstrated PeopleSoft inventory, purchasing and accounts payable functionality for each.  Identified gaps and prepared issues list for business case development. 

 

–      Demonstrated actual transaction examples for PeopleSoft SCM modules functions and integration features: procure to pay; replenishment and fulfillment processes; and vendor managed inventory.  Integration demonstrations included posting transactions to GL and landed cost extract processes to show impact of PPV, freight and taxes on inventory unit costs.

 

o   Integrated mine, smelter, and metal products company.  Implementation and customization consulting services.  Deployed SCM and manufacturing modules in a process industry using PeopleSofts by-product and co-product functionality. 

 

–      Requirements were to so that separate divisional profits from inter unit inventory transfers at transfer prices could be reported while allowing elimination of profit upon consolidation.  Services included configuration validation of multiple cost profiles, inter unit inventory transfers, cost accounting transaction rules, and inter unit pairs.

 

–      Tested billing, invoice configuration, and distribution types so that GL margin analysis reporting could be made for products sales.  Created special bill type and Revenue distribution sets for tolling sales.

 

–      Additional services were the design of reconciliation procedures for WIP to finished goods inventory; troubleshooting modifications to delivered production control processes and PeopleSoft; One on one training of inventory and purchasing employees on how to use PeopleSoft; and competency center support during test deployment and production phases. 

 

–      Developed functional customization specifications to back flush lot controlled component quantity transfers from raw materials inventory to production to eliminate extra steps performing same function from Materials Issue process.

 

–      Provided tier 2 support for Supply chain and Order Management modules.  

 

o   International lodging and resort company. PeopleSoft Enterprise version 8.8 upgrade assessments for the architectural and construction business unit.

 

–      Objectives to be realized were reductions in implementation costs by utilizing delivered functionality to replace customizations and delivered interfaces for 3rd party systems.  Business processes included subcontracted activities; procurement activities; facilities furniture fixtures and equipment configuration; and guestroom and shared space construction and outfitting cost estimating.

 

–      The assessment involved a review of current processes documents, process flow diagrams and discussion of activities with stakeholders.  Matrixes were developed to identify likely PeopleSoft processes that could provide future state solution benefits.  Modules fitting client business processes were Bills and Routings, Procurement, Product Configuration, Product Costing, and Project Accounting.

 

o   Telecommunication company retail wireless communication business. Consulting services for PeopleSoft supply chain and retail store implementation. 

 

–      The work included replacement of legacy systems retail inventory management systems with PeopleSofts version 8.8 Enterprise procurement and inventory modules. Services provided included fit/gap analysis, PeopleSoft 8.8 purchasing, Inventory, and general ledger module configurations, and store/ kiosk replenishment rules setup. Provided best practice strategies for interfaces between PeopleSoft, third party point of sales applications, and third party supplier systems.  Equipment and accessory supplier interface transactions required significant customization to conform PeopleSoft export records to suppliers system for retail outlet drop shipments.

 

–      Significant effort was devoted to utilizing delivered EIP, EDI and Component Interfaces to process 3rd party transactions into PeopleSoft as well as testing, and training retail store personnel using showroom kiosk facilities for the instruction sessions.  Track and trace reports were developed to follow cell phone movement by ECN from purchase to sale as well as return to warehouse, and restock refurbished units.

 

o   International service and specialty equipment manufacturer servicing the energy industry with $640 million annual revenues. JDE to PeopleSoft conversion project. SCM modules included Inventory, Order Management, Purchasing, Manufacturing, Supply Chain Planning and Cost Management.  Primary consulting responsibilities were subject matter specialist for Order Management and Cost Management. 

 

–      Implementation activities included analysis of current business processes, configuration of PeopleSoft version 8.8, integrated conference room piloting of business processes utilizing PeopleSoft functionality, development of unit and process test scripts, rewriting test scripts to fit client end user training documentation formats, conducting train-the-trainer exercises, assisting client trainer in classroom instruction and providing post go live support.

 

–      The Order Management deployment mode was integrated with PeopleSofts Contract Administration and Project Costing modules to feed inventory demand from contract controlled sales orders and capture manufactured product costs at time of shipment for the clients long-term agreements.  Order Management quotation functionality was utilized for non contract RFQs when the client was bidding on short production cycle make to order products.

 

–      PeopleSofts Cost Accounting application was configured with the Average Cost profile to fit the clients need for valuing inventory by the weighted average cost method for purchased and manufactured items.  Actual resource time and rate options were selected so the client could apply the average cost policy to manufactured products.   Specialized training exercises were developed to show accountants the tools and techniques available in PeopleSoft to reconcile finished goods and work in process accounts, using the average cost profile, with the general ledger control accounts.

 

o   Investor owned multiple state electric transmission and distribution companies with 3 million customers.  Inventory and Cost Management lead

 

–      The project included simultaneous installations of PeopleSoft financial; order to cash; procure to pay; and supply chain interfaces with Seven Trent STS Storms work order management system and Manhattan Associates warehouse management system.  Inventory configuration included 150 par inventory locations linked to multiple distribution centers with configured networked sourcing and replenishment rules.  Developed functional specifications for charging par inventory consumption to capital projects and designing a sales and use taxes modification for inventory transactions between the service company warehouses and operating companies.

 

–      Responsible for Order Management, Inventory and Strategic Sourcing implementations for a 8 million pound processed metal, baled paper and recycle parts materials recovery business unit.  The tasks included development and execution of work breakdown structures for the process design; system configuration; conference room pilot demonstrations; and product and business process test scripts.  Utilized Container Management functionality for tracking scrap movement between collection points and the processing center.  Adopted delivered PeopleSoft inventory functionality to the processed metals operations without using the manufacturing module.  The Strategic Sourcing module was modified to accommodate bidding activities associated with sales of recovered materials.

 

–      Performed Cost Management configuration, Conference Room Pilots and testing activities. Utilized inter company expense charging functionality to record cross ledger inventory issues to operating unit cost centers.  Developed reconciliation processes for inventory that included purchase order price variances and Accounts Payable landed cost variances.  Provided audit knowledge and skills procedures to use PeopleSoft for reconciliations of inventory quantities and unit costs posted to the general ledger.

 

–      Participated in end-to-end business process quality assurance program and corrective action system that included the development of over 500 test scripts, the direction of test team activities, documentation of errors, resolution of problems and redundancy testing of corrections.  Tested customizations developed by offshore technical team and communicated corrective action to fix programming defects.

 

–      Worked with the clients training department to convert the test scripts into training documents and desk procedure reference books for training of warehouse personnel.  Prepared training guidelines and syllabus; helped client match personnel position descriptions with appropriate PeopleSoft functional skill requirements and determined prerequisites for attending classroom training.  Utilized UPK tool set for introduction and pre qualification of job training programs.

 

o   Integrated steel manufacturing enterprise.  PeopleSoft supply chain solution demonstration, bid package preparation, and order of magnitude implementation schedule preparation:

 

–      The solution included a fit/gap report for replacing legacy system sales order entry, WIP, inventory, and costing schedules with PeopleSoft's order management, cost management, inventory, bills and routings, and production management functionality.

 

–      Key PeopleSoft functionality that was utilized to demonstrate gross margin controls in order management, lots, by-products and co-products.

 

o   Public owned 750 thousand customer electric utility transmission, and distribution company.  Project lead for full life cycle implementation of purchasing, inventory (including Par functionality) and materials requirements forecasting tool.

 

–      The project included integrating with Seven Trent STS Storms work order management system for demand planning, installation of mobile data collection hardware and software (High Jump) systems for warehouse operations, development of custom material requirements forecasting tool for purchasing. 

 

–      Worked with client procurement department to develop bid packages for third party suppliers of software and hardware.  Activities included development of performance based requirements criteria, vendor score cards and progress payment compensation formulas based on milestone completion for contracted services.

 

–      Significant time was devoted to test script design based on use case scenarios so that the same document used for validating system performance could be used to train end users. The project scope included interface bi-directional data transfer, cut over strategy and migration of legacy data.  A triple test standard was adopted for all processes, including requisitioning, buying, issuing, payment, material movement, costing, posting to ledgers and charging to projects, to ensure 100% reliability at go live.

 

–      New functionality implemented within PeopleSoft Inventory were expanding the ship on behalf functionality to direct charge different general ledger projects with warehouse issues and returns without having to do inter unit inventory transfers, and provide localized chart field department ID validation for separate set ID defined accounting ledgers.

 

 

       nSight, Inc. - 1997 to 2000 – Implementation consultant

 

nSight was a certified PeopleSoft implementation partner.  Primary responsibility was providing consulting services for distribution chain, supply chain, and manufacturing clients.

 

Clients located in the US and Europe.  They included industrial equipment manufacturer; distilled spirits and wine processor and bottler; non-perishable and perishable food processor; achievement test developer, publisher, distributor and scorer; custom envelope manufacturer; and semi conductor manufacturer.

 

Accomplishments

 

o   Participated in a manufacturing and supply chain implementation that included Red Pepper and interfaced shop floor data collection systems.

 

o   Utilized proactive project change management techniques to help clients meet go live dates and stay in budget.  Engagement practices resulted in expenditures remaining within 5% of authorized funding.

 

o   Consulting support to adopt PeopleSoft's Cost Management functionality to a 600-task routing semiconductor manufacturing process.  The solution allowed the client to continue using current costing practices with PeopleSoft and simplified the cost management configuration to one cost rate for all products.

 

o   Provided inventory cut-over strategy and consulting support which enabled clients to match legacy system closing valuations with PeopleSoft opening balances for raw materials, work in progress and finished goods.  Helped clients minimize conversion write-offs and ensure consistent product costing.

 

o   Developed functional specifications for Weighted Average Costing modification to PeopleSoft's standard cost method for manufactured items. Functionality incorporated into PeopleSoft's Euro pack ERP product line.

 

o   Participated on the PeopleSoft pre release program as a member of the Order Management team.

 

 

       Business Systems Sales and Consulting. - 1994 to 1997 - Business Process Analyst and Software Implementation Consultant.

 

Clients included semi conductor equipment manufacturers; electronic component assemblers; industrial product equipment manufacturers; and apparel industry wholesale suppliers.

 

Accomplishments

 

o   Develop benchmark performance measures and implement system localization for international equipment rental and product sales company.  The project resulted in greater profit performance from operating units and a 25% reduction in overhead costs by redistributing administrative activities to lower cost operating units.

 

o   Applied end user database applications to implement an integrated customer contact, quotation, order entry, purchasing, and tracking system for a multi product line company with outsource production.  The effort resulted in a 50% reduction in quote and order cycle time and a 25% increase in revenues per employee.

 

o   Developed affiliated ledger receivables and payables accounts reconciliation and settlement program that enabled corporate financial personnel to match related entity billings and identify missing transactions.  The program significantly reduced the time to verify financial information and increased operating unit accountability.

 

 

       American Bureau of Shipping, Inc. - 1991 to 1994, Financial Reporting Manager

 

Responsible for financial reporting of a marine transportation services and vessel certification company with global operations.

 

Accomplishments

 

o   Project lead for implementation of worldwide billing, accounts receivable, cash management and financial system.  The initiative was centrally coordinated but distributed responsibilities for localization and implementation.  The solution was proto-typed in the US and rollout to principal sites in South America, Europe, and Asia.  Key performance drivers were daily consolidated accounts receivables; daily financial institution cash reporting; universal service billing codes; multiple currency service contract reporting; dual currency financial and operating statements which met local, US GAAP and taxing authority rules.

 

o   Developed procedures and coordinated the document control and managed the change process for the accounting department which conformed to ISO standards.  Participated in the initiative to receive the Malcolm Baldrige National Quality Award for organizational excellence.

 

o   Designed and installed an on-line, dual currency accounts receivable tracking and statement generation system which resulted in a 33% reduction in over 90 day receivables in the first year of operation and $5 million in 18 months.

 

o   Implemented a point-of-service, multi-currency and multiple locations billing system that reduced invoicing time by 67%.

 

 

       Utility Fuels, Inc.- 1983 to 1990 – Controller (Division of Reliant Energy, formally Houston Lighting and Power)

 

Responsible for a coal transportation and supply business unit financial and operational reporting. Managed a staff of 40 professionals and specialists.  The financial services provided were payroll, accounts payable, customer billing, project accounting, fixed assets, financial and regulatory reporting, budgeting, operational reporting and income tax.

 

Accomplishments

 

o   Directed the financial reporting function that resulted in unqualified audit opinions and a minimum of quality weaknesses.

 

o   Evaluated and implemented integrated services business software system valued at $1 million that reduced workflow time by 30%.

 

o   Simplified accounting activities that saved one person-month of work and eliminated most of the overtime.

 

o   Participated in the creation of an operating unit's business plan and performance goals that resulted in improved customer service, increased employee cooperation and shortened transaction cycle time.

 

o   Member of information system development committee responsible for preparing the companys information system master plan.  The plan objectives facilitated faster operating and performance reporting by reducing processing time by 30%.

 

 

       McDermott Intl, 1974 to 1983 – Project Accounting Supervisor, Contract Administrator

 

McDermott Intl is an engineering and construction services company in the oil, gas and petrochemical processing industries.  Responsibilities included operational accounting, contract administration, cost estimating, and business process analysis for offshore production platform manufacturing and engineered products divisions including air-cooled heat exchangers.

 

Accomplishments

 

o   Coordinated the implementation of a time entry, payroll and labor distribution system for a multiple site business unit that resulted in lower support costs by eliminating duplicate data entry and activities.

 

o   Participated in contract negotiations for engineering services and construction projects.

 

       Acme Marble and Granite Co. - 1973 to 1974 - Cost Accountant

 

Responsible for reporting financial progress of long-term contract revenue and profits for precast concrete engineering and contracting company.  Prepared job order cost accounting subsidiary records and reports from incomplete source documents.

 

       Price Waterhouse & Co., CPA's - 1972 to 1973 - Auditor

 

       United States Navy - 1969 to 1972 - Aviator