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Click here or scroll down to respond to this candidateCandidate's Name
Street Address West Belden Avenue.River Grove, IL. Street Address
PHONE NUMBER AVAILABLEEMAIL AVAILABLEPROFILEAs a solution architect with 25 years plus of SAP experience and over 35 years of financial/cost management accounting, internal audit, planning and analysis. Experience in the automotive, chemical, computer, construction, consumer packaging, distribution, aerospace & defense, food and beverage, retail, manufacturing, metal, mining, pharmaceutical, paper/textile and telecommunication industries background knowledge serve as a foundation in the implementation process of system requirements linked with the understanding of business expectations, processes, communication skills, and confidence as a key member on the team are my assets that lead organizations reach goals.---PROFESSIONAL EXPERIENCESolenis SAP acquisition of 80 companies February 2023 PresentSap Independent Contractor S/4 FICO consultantSolenis is a worldwide manufacturer for over 100 years in the water intensive industries such as commercial cleaning, digital, food and beverage, industrial processing, pulp & paper and water treatment, Acquisitions include Drew, Hercules, Diversey, Betz Labs, Stockhausen to help attain operational and sustainability challenges. The corporation acquired Diversey with over 80 company codes around the world, and needed to finance resources to migrate from 3 legacy SAP systems onto the Solenis SAP platform over the last 15 months. Project Diamond included business management (PMO), managers/leads, internal technical, and many vendors for external consultants. The project was one run from internal IT directors offset by seasoned consultants. The project plan used the five stages of implementation including scoping all of the products/processes from all platforms into one, completing a blueprint of resources, products to be consolidated, agreement on process design or redesign, realization of configuration, master data loading wuth LSMW, unit testing (UAT), integration (FIT), prepare for go-live including master data, RICEF objects, go-live hyper care, and stabilization. The SAP components FSCM and Controlling were the objects in which I focused but helped in other finance challenges. FSCM replaced Getpaid and Highradius software for credit management (CRM), collection (COM) and dispute management (DM). The master data of customers, credit control accounts & areas, risk categories, credit limits, integrated with processes of sales order block/releasing cases for credit management. Collection strategies for open AR worklists and making phone calls for promise to pay, resubmissions, and integration of dispute management to invoice collaboration with customers to settle invoice obligations. Controlling components included cost and profit center accounting (CCA/PCA), Product costing (COPC) for process and repetitive manufacturing, and profitability analysis (COPA). Cost center accounting (CCA) included planning, actuals and re-allocations of overheads absorption for analysis and reporting. Profit center (PCA) accounting required material master assignments, direct manufacturing and indirect allocations for internal statement reporting. Product costing (COPC) included the cost components of raw material, overheads rates, direct activity and overhead allocations for unit costing and valuation for inventory and cost of goods sold. Standard purchase costs, bill of materials, and routing rolled up on the material ledger (MTL) to calculate the actual costs per period based on the receipt, production, and variances of materials consumed. Profitability analysis (COPA) was used to evaluate customer or other object profitability buy direct consumption of a sales order characteristics, revenue and costs per line items. Additional allocation of cost center allocation to profitability analysis were performed to absorb overheads into the final margin. The project had many obsticles due to the complex size and issues but the challenges were a great opportunity to learn how perspective from individual businesses can be viewed.Hollingsworth & Vose SAP S/4 Hana private cloud implementation January 2022 February 2023Sap Independent Contractor S/4 HANA FICO Lead consultantHollingsworth & Vose (H & V) is a global manufacturer since 1843 of nonwoven materials and engineered papers used in filtration, energy, and industrial applications. The organization needed a template deign that could be rolled out from plant to plant thru out the world. The company decided to do a pilot of three plants within the US using best business practices, and the SAP activate methodology. The SAP activate methods used workshops to demo the cloud system to the client as a proof of concepts with corporate master data. The H & V business ratified the business process requirements during the explore phase workshops for general ledger accounting and financial close (J58), General allocation cycle (1GI), Account Receivable (J59), Lockbox (1JT), Customer payment (1S0), Cash application (1MV), Accounts Payable (J60), Asset accounting (J62), Asset under construction (BFH), Bank fee (2O0), Advanced bank (J77), Intercompany reconciliation (40Y), Overhead cost accounting (J54), Product costing (BEG), Material Ledger (33Q), and Margin analysis (J55). Once the workshops were completed the H & V process lead and subject matter experts identified some process requirement gaps from current business processes. MES systems such as TIPS, and Oracle financials needed to be interfaced due to partial rollouts.Application Lifecycle Management (ALM) was used to management the implementation. The realization phase included sprints, integration, and user acceptance testing cycles used tools to verify the outcomes of processing day to day master data, transactions, interfaces, conversions, reports, and forms. Defects were tracked during testing, data was revised or corrected, process and procedures were adopted to achieve final business signoff. Cutover activities of master data loads, conversion open items and super/end user testing prepared business personnel for the go-live. During the go-live hyper care logs were worked to review, change, and adopt new methods to avoid reoccurrence. After two weeks the hyper care tickets slowed down, and the first phase of the project was closed out.Reveal Corporation (Dart Container) SAP ECC simplification implementation September 2021 PresentSap Independent Contractor S/4 HANA FICO consultantDart Container manufactures, and distributes innovative foods service packaging solutions using polystyrene foam, EPS, PET, thermal, paper and sugar cane. Darts innovation over the last 50 plus years, and acquisition of Solo Cup Company doubled the size of the company. Production master data, process, education, and financial integration issues needed re-alignment to help flexibility on the floor, and streamlining output reporting. Standard product costing (COPC), production order posting including variance analysis (SFC), and general ledger (FIGL) report reorganization were at the top of the list. The standard product costing variants (MTS, MTO, and ETO), bill of materials, routings, work centers, activities, and rates for two plants piloted the evaluation of configuration, master data, controls, process and using standard reports instead of custom transactions. Dart uses both production and costing bill of materials, and a frozen routing. Multiple production versions, costing bill of materials, and multiple rates (engineered, planned, costing) were all overhead maintenance costs which needed to evaluated. Costing discussion of requirements, constraints, along with multiple options lead to a recommendation migrating to using a single source of information for production and product costing. Production variance analysis thru education sessions helped to identify master data (banked work centers, inaccurate rates), process (charging wrong cost objects), and outside the system transfer pricing. The Dart and Reveal team member worked together on master data, cost objects, and re-organization structures to assure accurate information flow to Finance and Controlling modules. The education of product costing, and production cost flow helped the organization understand where the inaccuracies were showing up, and needed attention to avoid large postings to the ledger. The education transformed employee to understand the cost flow and showing them how using standard SAP reports instead of creating a custom transaction codes, tables, and reports can improve maintenance costs. Identifying the responsibilities of personnel, control points of cost flow, and follow up action items has helped the governance concerns.CF Industries (Brilliant) SAP S/4 Hana 2021 Cloud implementation May 2021 August 2021Sap Independent Contractor S/4 HANA FICO consultantCF Industries is one of the largest supplier of clean energy to feed and fuel chemicals. Manufactures and distributes agricultural nitrogen fertilizers, ammonia, granular area, area, ammonia nitrate solution (UAN), and ammonia nitrate (AN). The organization provides products and services for North America, South America, and the United Kingdom. CF Industries needed a subject matter expert to gather requirements to migrate from legacy to SAP 2021 public Cloud. The resource was to focus specifically in the controlling modules with cost center (CCA) and profit center accounting (PCA), overhead and allocations, material price change, inventory valuation, intercompany (IC), Material ledger (ML), product costing (standard and actual), internal orders (IO), margin analysis (COPA), general ledger allocation cycles, period end close for material ledger and plant accounting, & management reporting. As the subject matter expert in SAP I worked with three representatives from CF industries including the director of plant accounting, corporate accounting, and the plant accountant to train and gather requirements. The method of agile user stories, glossary of terms, process flow, and SAP sandbox demos of transaction processing were tools used to transfer knowledge and document the requirement during the explorer phase of the project. CF industries transferred the project to Deloitte for the build to go-live phases of the project.Pet Smart (Cognizant) SAP S/4 Hana 2020 cloud implementation Sept 2020 March 2021Sap Independent Contractor S/4 HANA FICO Lead consultantPetSmart is the largest pet retailer of services and solutions for the needs to pets. PetSmart operates over 1600 pet stores in the United States providing services/products such as training, grooming, boarding, and adoption. Private Brand division migrated from a contract vendor packaging of products to in-house packaging. The cloud implementation project used agile and activate methodology to prepare and explorer phases of the project, and the internal resources would perform the realization and deploy phases. The explorer phase included: S/4 HANA cloud process scope items: accounting and close (J58), multiple ledgers IFRS, US GAAP (2VA, 1GA), accounting for sales orders (2FD), event based revenue recognition (1K2), general ledger allocation cycle (1GI), intercompany reconciliation (40Y), inventory valuation for year end close (BEJ), Material price change and inventory valuation (1ZT), monitoring of goods and invoice receipt (2V7), Plant period end close (BEI), purchase order accrual (2VB), Flori apps for finance (BGC), Accounts Payable (J60), Accounts receivable (J59), Margin Analysis (J55), Overhead cost accounting (J54), and Standard cost calculation (BEG).Once the scope (prepare phase) of the project was finalized the blueprint (explorer phase) requirement gathering for each finance and controlling scope item used rapid implementation tools to complete the business activate best business practices compared to the client needs to identify business process gaps. WRICEF analysis identified for each of the scoping items along with functional specifications for any customized technical objects. Collaboration of the implementation team, client IT teams, and the business conducted integration meetings to document the transactional flow, requirements, and system gaps to assure the business will be able to perform business functions. Business roles mapped to functional scope ID.s to assure governance and controls. The sandbox cloud client was configured, master data populated, and business transaction were performed to the client as a playback to assure requirements were completed. The deliverables of the business process, transactional workflow, functional specifications of WRICEF objects, list of gaps (with recommended solutions), roles and security were complete for the organization to sign off of the prepare and explorer phases.Sany America (Yash) SAP implementation and restructuring of the organization in US Aug 2019 Sept 2020Sap Independent Contractor FICO Lead consultantSany America is a subsidiary of Sany Heavy machinery in China. The organization has started to manufacture large construction equipment in the United States for distribution in North America. Sany selected Yash to help the creation of the enterprise structure (ES) to adopt to a US based company and integrate reporting to the parent in China. The new company code requirements were gathered and scope items in finance and controlling (FICO) included three parallel ledgers, multiple currencies, accounts receivable (AR) and payable (AP), revenue recognition (RR), fixed assets (FA), banking (BK), cost center (CCA) and profit center accounting(PCA), product costing (COPC), production (PP), and internal orders (IO) and controlling profitability analysis (COPA). The requirements were gathered from key personnel at Sany America, and together we developed a blueprint document showing the master data, processed and output including reports and forms. The blueprint helped the consultant configure the system and perform unit tests in the development environment. At the same time master data was being migrated using LSMW tools to clean and load data elements. The configuration was then transported (CTS) to the quality system for more unit testing. A proof of concept playback in the sandbox was performed for the lead team member to assure what we heard as requirements got fulfilled. Once all the data elements materials, vendor, customers, cost and profit centers, bills of material, routings, activity rates, pricing procedures and condition were loaded scripts on the integration testing were created. The execution of the integrated scripts was coordinated with the employees in which three rounds of testing including the user acceptance testing (UAT). The scripts included end to end process in which finance and controlling transaction such as order to cash automatic account determination for revenue, discounts, costs from an inventory offset perspective. Procure to pay process of two and three way match of purchase order, goods receipt with inventory and GRIR postings, invoices, and automatic payment processing. Bank deposit for clearing open receivables, and payment of account payable invoices for clearing open items. Fixed asset transactions such as construction in progress, acquisition, depreciation, sale of asset, and rental were all tested. Management accounting (CO) testing included the planning departmental budget, profitability sales and operation planning, measurements of cost, profit, and characteristic/value field analysis. The complete testing of cost of sales above the line and with allocation and assessments were include to look below the line for complete profitability. The final stages of preparing for go-live with education, training, and cleaning the data for loading was completed to help the implementation succeed. The go-live and hyper care phases had a couple of obstacles with education of users, master data and configuration of items never tested.MP Materials (Ernst and Young) First SAP S/4 Hana public CLOUD Manufacturing Feb 2018 July 2019Sap Independent Contractor FICO Solution ArchitectMP Materials owns and operates the Mountain Pass only rare earth mining, and processing site in North America. The rare earth materials are used to produce lithium for phones, turbines, and electric car batteries. SAP America CLOUD manufacturing platform was rolled out using SAP S/4 HANA public Cloud release 1805 and 1811. The team from EY and MPM worked on the requirements for finance operations including the general ledger (G/L), account receivable (A/R), accounts payable (A/P), logistics invoice verification (LIV), fixed assets (FA), profit center accounting (PCA), and banking (BK). The controlling scope include cost center accounting (CCA), internal orders (I/O), project system (PS), product costing (PC), and profitability analysis (PA). Once the requirements were identified the system configuration was completed in a test environment in the internet cloud platform. Master data elements included the material master, vendor, customer, activities and rates, bill of material, and routings were added the test system. Concurrently unit testing of the processes at a high level included general ledger and sub ledger activities such as customer and supplier invoice processing, revenue recognition, debits, and credits, cash application, check/ACH processing, GRIR maintenance and clearing, fixed asset depreciation, accruals, allocations, corrective and normal journal entries. The controlling processes includes standard cost (PC), integration with work orders, production orders, and projects (PS including CAPX), cost center budgets, and allocations, internal orders, inventory valuation, material ledger and profitability analysis. Conversion testing included the general ledger, account payable, fixed assets, and projects. Reporting include the trail balance, income statements, cost center accounting reports, and profitability using different financial statement versions. During the integration testing phase MP materials personnel were given IDs and the security roles were introduced. Consultants walked thru job aids to help the employees process transactions in the new sap cloud system. Defects were logged and managed with SAP OSS to fix systemic breaks, master data correction, retraining of processes, and change management policy/process changes were introduced. After three cycles of integration testing the management signed off to migrate to the production system. Preparing for the go-live activities including the configuration, master data elements, conversions and verification of data in the system before turning the switch. On the go-live date the employee readiness was monitored to assure hyper care situations were dealt with as soon as possible. Hyper care tickets were created and assigned accordingly. The number of tickets going into the control area were normalizing after three weeks the project management praised all for the efforts given to make it successful.R. R. Donnelley Jan 2017 Dec 2017Sap Independent Contractor FICO LeadRR Donnelley is a Fortune 500 integrated communications company that provides marketing and business communications, commercial printing, and related services. The organization wanted to integrate 20 plants in the United States from custom development to material management (MM) and finance (FICO). ABAP development for the interfaces along with configuration in materials and finance were constructed. Master data such as the materials, vendors, and customer were converted using LSMW migration tool. The tool was also used for inventory loads at each plant. The BAPI interfaces for material movements and automatic account assignments were configured for system and unit tested to assure proper inventory and accounting GAAP principles were achieved. RRD personnel were trained on the process to avoid failure points in the interface, and posting on the SAP side that required additional investigation. Multiple plant representatives came to corporate during the pilot integration testing phase of the implementation to round out education and understanding roles and responsibilities. Finance activities included the general ledger (G/L) accounts payable (A/P), accounts receivable (A/R), profit center accounting (PCA), tax, cost center accounting (CCA), internal orders (I/O) product costing (PC), and profitability analysis (COPA). The employee ran tests and fixed defects to assure all systems were performing as designed or expected. Some defected identified changes in scope due to additional functionality not defined in the statement of work. Once the sign off of the pilot program was completed and all plants agreed on the proof of concept the team rolled three plant at the end of June, September, and December 2017.Harley-Davidson Motorcycle Corporation (SAP America) August 2015 - 2016Sap Independent Contractor FICO Solution ArchitectHarley Davidson has been producing motorcycles since 1903. Fulfilling dreams of person freedom requires passion to provide exceptional customer service. SAP is being deployed throughout the world to tie systems and business together. As the solution architect in record to report (RTR) my focus was to provide integration from all modules to finance and management accounting. Working as a team with business requirements, technology platforms and design management to develop a working template (GTR1) that can be replicated throughout the rest of the world. Solman was used to document the requirements from the business, functional design documentation and develop gaps from standard SAP. The gaps were analyzed and evolved into functional specs for customer programs or enhancements. The next stage of the implementation was to configure the requirements including the general ledger (GL), account receivable (AR), accounts payable (AP) including logistical information verification (LIV), banking (BK), Internal transfer pricing with stock transport orders (STO), profit centers (PCA), cost center (CCA) integrated planning and actual material ledger costing,(ML), product costing (PC) both make to order with vehicle management system and make to stock with repetitive cost collectors, profitability analysis (PA), and functional unit test to prove the requirements were satisfied. The next stage was to use HPQC to document the functional requirement, functional test, integration cycles, and user acceptance testing. The testing cycles also included the cutover plans and testing of loads including master and transactional data. GTR1 had three testing cycles which caught and tracked defects to be resolved thru missed configuration, more development, and master data changes. Knowledge transfer was continued from testing to a more formal classroom train the trainer strategy prior to the go-live. The last stage was to go-live which included the cutover and hyper care of defects from business activities. The teams had to be located in different parts of the world working around the clock to help the business with problems and work defects to solve business issues.Abbvie-(IBM) Pharmaceutical Manufacturing. July 2014- August 2015Sap Independent Contractor FICOAbbvie is a pharmaceutical provider focused on development of new products and new ways to help manage some of the more serious health conditions around the globe. Abbottt labs spun the company as an independent organization in 2012 and project Foundation is rolling out the company in 170 countries worldwide. As the finance team lead in record to report (RTR) my focus was to bring up a manufacturing facility in Singapore. Working with Abbvie employees a functional design specification (FDS) documented the requirements using SOLMAN to create a deployment plan for the configuration and realization phase. Configuration of the company code to include general ledger (GL), sub ledgers of accounts payable (AP) and accounts receivable (AR), fixed assets (FA), banking (BK), cost and profit centers, internal orders (IO), product costing (PC), and profitability analysis (PA). HPQC testing documented master data loads, end to end scenarios included the SRM shopping cart integration to ECC purchase order, good receipt, invoice, and payment were part of the logistic invoice verification process (LIV). The order to cash testing included the sales order creation, production, delivery, billing and accounts receivable payments. General ledger integration of account assignments, GST input and out tax, and controlling objects such as cost, profit, product costing, and profitability segments were verified to assure accountability for FDA system certification. Functional unit testing (FUT) of the development and configuration were completed in the development system and migrated to quality for integration testing (ST) before final end user acceptance testing (UAT) which assured pre-production migration. The final phased approach was end user training and education to all user prior to the cutover and go-live migration activities. Hyper care support for go-live tracked issues consisting of master data, configuration and process changes to help close defects found during the first six weeks after go-live.Hospira-(IBM) Pharmaceutical Manufacturing. Nov 2013-June 2014Sap Independent Contractor FICOHospira is a worlds leading provider of injectable drugs and infusion technologies in the pharmaceutical industry. Abbottt labs spin the company as an independent organization in 2004. Hospira need to upgrade Vertex to O version integration to SAP to enhance functionality and extend to Europe. As the team leader for Hospira working both tax and finance to gather requirements on the procure to pay(PO thru LIV & AP), order to cash (SO thru AR), tax obligation and reporting for the US, Canada, South America, and Europe. Master data objects and rule based configuration was applied to the system to allow customer and vendor exemption certificates, product and state exemptions. The blueprint was used to test using HPQC certification the remote call interface during the on-line transaction processing of orders to assure all the combination of rules were properly being applied. Simulating a month end tax close to allow output of legal reporting to all governments.Honda of America Manufacturing-(Ernst & Young) Auto, Motorcycle, Jet, ATV, Engine Mfg. Nov 2012-Nov 2013Sap Independent Contractor CO LeadHonda is a global manufacturer in the automotive industry. Parent operations in Japan control American, Europe, and Asia operations using multiple systems interfaced to SAP ECC FI/CO and business objects financial consolidations (BOFC). EY, IBM, and Honda needed a team lead for Controlling to coach 5- 7 consultants, and multiple Honda Associates to complete a design blueprint. Requirements gathering sessions for 12 companies in North America with consultants, Honda associates, and extended team members were held to frame the design. The team documented the project design documents (PDD) of master data, processes, and output to perform daily operations. The statement of work scope included sales and distribution modules (orders, and billing), materials management (MRO, purchase orders & material masters), account payable (LIV and A/P), New General ledger (including Profit center), cost center accounting (CCA), internal orders (I/O), Projects (WBS), and product profitability analysis (COPA). During the process of documentation a GAP analysis was completed based on the current operations. The development of report, interfaces, conversions, enhancements, forms, and workflows (RICEFW) consisted of writing functional specifications for any objects to cover the GAPS in process from legacy interfaces to custom processes in SAP. The controlling team took the responsibility of making sure integration between teams were covered in the documentation of the blueprint. The EY team was required to transfer the knowledge of the PDDs, RICEFW, and process flows to Honda and IBM representatives which took ownership of the next phase of the operation called realization.RioTinto-World leader in finding, mining, and processing the earths materials Jan 2012-November 2012Sap Independent Contractor FI/CO LeadRioTinto is a world leader in mining and chemically processing the earths materials. The organization is made up of 600 companies processing the earths materials around the globe. Rio Tinto business solution (RTBS) is made up of a number of systems including SAP. The lead position required US corporate location coordination of people from many countries (US,FR,ES,UK,NL,RS,SG,MY), time zones and different departments/levels of the organization. As a team player I helped the consultants and financial members migrate from legacy systems to the solution. The blueprint requirement gathering sessions included New general ledger, Profit center accounting (PCA), Banks, Fixed assets (FA), A/R and A/P integration, Cost Center accounting (CCA), product costing (COPC), profitability analysis (COPA), and internal orders (COIO). Gaps were identified from sessions and functional specification were created to customize business unit specific operational conditions. Realization included data migration, baseline/final configuration and unit/integration testing. Testing scripts were complied to represent the day to day and month end activities. Testing scenarios identified defects and were logged in HPQC to be reworked. Once the defects were completed and end user acceptance testing was signed off then we moved into the final preparation stages for go-live. The final preparation stages of the implementation included conversion of master data objects, transaction conversion for in process activities, and training of the financial team on transactions. Go-live cutover |
