This document provides a summary of Steven Benvenuto's 20 years of experience as an SAP consultant specializing in ERP implementations for federal, state, and local governments as well as utilities and entertainment industries. He has led multiple large SAP implementations and provided ongoing support. His expertise includes designing business processes, configuring SAP modules like PS, FI, CO, SD, MM, and BI, and implementing projects according to SAP methodologies.

1. STEVEN T. BENVENUTO
Tustin, CA
714-743-8197
steve@sbbs-inc.com
SUMMARY: Twenty years consulting experience in Big 5/Large ERP environment. Eighteen plus years experience
implementing/managing large SAP implementations in federal, state and local, utility and entertainment industries. Senior
level expertise in design, configuration and deployment of SAP using SAP ASAP and Global ASAP implementation
methodologies Skillsets in ‘to be’ process definition and re-engineering using swim lane process flows, and translating these
to SAP solution prototype emphasizing SAP module integration. Ten years prior military experience as SME in financial
administration and federal procurement. Five full life-cycle ERP implementations, in multiple roles, including Account
Manager, Solution Architect, Team Lead and Application Consultant. SAP Module skills in PS, FI-AA, FI-GL, FI-AP, FI-
AR, FI-CO, SD, MM, FM (Federal Public Sector solution) and BI. Currently hold SECRET level clearance.
ACCOMPLISHMENTS:
2015 – Pres PS, CO, SD, MM, FM, BI Municipality of Anchorage, Anchorage, AK
Lead PS consultant for project Synergy deploying SAP ECC public sector (state and local) solution to city of
Anchorage. Deployment includes all phases of SAP implementation methodology including blueprint, realization go
live support.
• Developed detailed process flow diagrams defining procedures for creating capital and expense type
projects to support regulatory reporting for utilities and city government financial reporting (CAFR).
• Designed project profiles and coding masks to define project structures to support vastly different
business processes across municipality. Project structures focus on the requirement to accurately
capitalize city assets funded by city appropriations and grants. Integration with Asset Management
required settlement profiles and complex account determinations to support utility regulatory reporting
(FERC and NARUC)
• Worked with grants management/funds management team to develop custom enhancement for WBS
element to allow project manager to assign multiple fund sources to single WBS. This reduced the
number of rules required for FM derivation tool (FMDERIVE) managed by the city Office of
Management and Budget (OMB).
2014 - 2015 PS, PP, CO, SD, MM: Janicki Industries, Sedro Woolley, WA
Janicki Industries is an Engineer to Order (ETO) manufacturer/supplier in the Marine and Aerospace Industries.
ERP solution includes complicated project designs to support the delivery of complicated products to customers.
Projects include Material Components, DMS documents/drawings, PS TextCAD integration, Capacity Planning,
Material BOMs and strict bottom up scheduling.
• Reviewed PS-MM, PS-CO and PS-MM solution and provided recommendations on improvements
specifically as they related to long processing times for large project structures. Assisted users with
understanding Grouping and Pegging configuration as it relates to MRP. Added configuration for
grouping indicator on project structure.
• Built exceptions/rules in PROMAN to monitor manufacture/procurement procedures centrally. Showed
unfilled errors in either RED or YELLOW state depending on how close Requisition date was to current
date.
• Developed profiles for evaluations from both project and work center views
• Resolved issues with Milestone Billing
• Maintain configuration for projects, project scheduling, work centers, cost center and capacity planning
requirements. Proposed redesign of Work Centers to support short duration, dynamic project/production
environment.
• Configured parameters for project planning board and assisted users in understanding how best to use the tool
• Debugged, trouble shot and resolved issues related to PS reports that were showing inconsistent quantities
from material and labor confirmations.
2014 – 2015 PS, CO, SD, MM, FM, BI SPAWAR Systems Center, San Diego,
CA
Provided consulting support to SSC PAC users of Navy ERP system. Included preparation and post go live
support of Single Supply Solution in November 2014. Assisted with preparing PMs and BFMs for conversion of
sponsor owned material for operations and maintenance (OM&S) by validating conversion projects and
materials, developing end user training materials, and providing live demonstrations of OM&S processes in
Navy ERP.
• Developed 13 detailed swim lane process flows specific to SSC PAC. Defined procedures for receiving
inventory into project stock, consuming material on the project and disposing material after project
close.

2. STEVEN T. BENVENUTO
Tustin, CA
714-743-8197
steve@sbbs-inc.com
• Built data to support live demos in Navy ERP. Aligned demos with process flows and end user delta
training. Showed impacts of OM&S transactions on current PM and BFM project systems and Funds
Management based reports.
• Developed functional specifications for custom applications built to support the Computer Resource Service
Center (CRSC). Applications are built in the SSC PAC RDT&E environment, and included retail front end
for users to order new IT equipment or services, tools to access vendor/supplier sites to order new inventory,
and front end to bill customers and report on statuses.
• Provided end user support in Navy ERP PS, CO, FM, SD and MM modules to PMs and BFMS. Assisted the
BI team in defining new logic to support BIRA reporting tool after Single Supply Solution go live.
2007 – 2013 PS, SD, MM, FM, CO,BI Navy ERP Global ASAP Deployment, US Navy, Washington,
DC
US Navy implemented Global SAP solution called Navy ERP. Implementation began with pilots in year 2000,
and continued through final roll out in 2013. Navy ERP solution uses ECC 6.0, and supports 72,000 users
worldwide on one SAP instance. Additional reporting functionality is included in Business Objects/BI solution.
Worked as functional site lead for rollout of Navy ERP solution for 4 major system commands. Led integration
teams during site deployments. Prepared sites for implementation of the Navy ERP solution (global SAP
roadmap) and ensure the solution was effectively integrated, and knowledge of Navy ERP solution was
effectively transferred for sustainment.
• BI Team Lead. Facilitated requirement meetings to define report requirements and metrics for SYSCOM level
dashboards. Normalized similar reports across multiple Navy Commands for similar requirements. Arranged
industry review meetings between Navy Command SES and industry C-level (Disney, NBC Universal) for best
practice discussions on understanding strategic vs tactical reporting architectures, and most efficient methods
for building these architectures. Designed dashboard (FPET) used by Program Managers to as part of their
Program Reveiws.
• On Site Deployment Lead for NAVAIR and NAVSUP Deployments. Led teams of 10 plus personnel in
multiple functional areas to assist commands during rollout of Navy ERP. Developed on site subject matter
experts in understanding Navy ERP functionality in FI/CO/FM/PS/MM/SD. Developed knowledge transfer
materials and provided training. Provided integrated product demonstrations of end to end scenarios showing
how solution supports funding, project management, contract acquisitions, sales order creation, billing, and
reporting.
• Supported data services teams with relationships between legacy data and Navy ERP. Defined procedures for
data cleansing. Developed data validation procedures for post conversion loads.
• Assisted functional SMEs in designing collaborative project structures to meet reporting requirements for
program management at the Echelon II level (higher level Navy). In addition, worked with the site
comptrollers to prepare for them to receive congressional funding immediately after go live.
• Assisted site transition lead during cutover. Coordinated cutover practice sessions for validating
converted data, racking and stacking transactional data during black out period (Legacy and Navy ERP
systems are not available) and data entry during ‘catch up period’. Coordinated these efforts with end
users in program offices to ensure readiness for cutover.
• Developed and delivered a live demonstration of Navy ERP functionality to NAVSUP and Navy ERP
program office C-level personnel to provide a common base of knowledge. Demo began with
congressional appropriation to Echelon 1 (DON), showed funding of Echelon II program offices, and
detailed outgoing funding and incoming funding process at the Echelon III level. Demo further showed
project execution at the Echelon III level and concluded with billing from Echelon III back to Echelon
II.
2006 – 2007 Solution Architect, SAP Westinghouse Digital Electronics, Norwalk,
CA
Led team of 7 consultants and 4 business personnel. Acted as both manager and Solution Architect
responsible for design and configuration of FI and CO modules, including AR, AR, and Fixed Assets.
Worked with SD and MM teams to ensure integrated design. Developed and integrated prototype that drove
final design. Post go live, supported approximately 50 end users of FI/CO and SD:
• Developed and executed 10 month implementation plan based on SAP’s ASAP methodology. Project
went live in time and within budget
• Reviewed integration points between FI/CO/SD/MM to ensure effective solution design
• Developed month end, quarter end and year end close processes (FI)

3. STEVEN T. BENVENUTO
Tustin, CA
714-743-8197
steve@sbbs-inc.com
• Designed of SIS reporting mapping, Sales Order Creation process, procedures for Outbound Deliveries
(picking with inventory) and Customer billing
• Wrote Functional Data Specifications for 10 reports including, custom P&L, Daily Sales Flash
Dashboard (used by C-Level Leadership to see daily sales activity with expected margin), A/R aging
report and inventory aging report.
• Configured and maintained automated payment program for incoming and outgoing checks
• Supported fixed assets users, creating asset classes, understanding how reconciliation accounts work
with Asset sub-ledger, running depreciation, and executing asset balance reports.
2005 – 2006 Lead, SAP Functional Teams NBC Universal, Universal City, CA
Responsible for sustainment of Title Accounting Solution, encompassing SAP Projects module, with
integration to FI/CO, PCA and FI-SL modules. Led team of 5 SAP consultants responsible for production
support, designing and testing enhancements, end user documentation and training for over 1,000 named
users at NBC Universal:
• Designed and configured project solution, including Title, Capital and Expense Project Structures.
Configured and designed production accounting solution to support inventory management
requirements specific to the Entertainment industry.
• Configured Results Analysis for capital projects to correctly state WIP and final asset balances.
• Converted Title, marketing, capital and expense project balances from NBC PeopleSoft instance to
SAP.
• Designed new project structures to support NBC specific requirements for News and Sports divisions,
and broadcast/distribution requirements for NBC Network. Project structures were designed to provide
most efficient reporting via Profit Center and FI-SL through Business Warehouse, which supported
period end closing and financial reporting.
2004 – 2005 SAP Project Systems The Walt Disney Company, Orange, CA
Responsible for design, implementation and support of TWDC’s SAP R/3, project systems module. TWDC
has one of the largest global implementations within the SAP customer base, serving over 100,000 users
world wide across several different lines of business. TWDC footprint includes R/3, CRM, BW, SEM, with
over 200,000 operative projects and 9.5M WBS elements with both capital investment and expense projects.
Supported the configuration and design of PS, IM, CO, FI-SL, and FI- AA, including:
• Reviewed requirements and built functional specification for new functionality added to the Enterprise
solution. Knowledgeable in the FI/CO/PS design in global and local templates that went live across
TWDC enterprise. Ensured that new configuration did not conflict with global template.
• Designed and configured project solution, including Project Structures, Internal Orders, Networks and
Activities, Work Centers and Activity Prices. Included steps for configuring PS Structures, templates,
user statuses, project profiles, settlement profiles, scheduling profiles, settlement structures, investment
programs and appropriation requests.
• Assisted in design of additional functional areas that integrated with PS module, including Fixed Assets
and CO. Resolved issues related to settlement of projects to AuCs and final fixed assets. Participated in
a design that developed alternate profit center hierarchies to capture chargeback of overhead across
multiple TWDC lines of business.
• Scheduled and monitored weekly, month end and fiscal year end project system batch jobs. Reviewed
failures, and applied fixes to variants as necessary to ensure jobs completed on time. PS batch jobs
included overhead (costing sheet), project settlement and results analysis.
• Built validations and substitutions for project master data.
2003 - 2004 SAP Consulting Engagement Manager SAP America Public Services, Washington, DC
Responsible for delivering services to SAP customers in the Public Services industry, including federal
government, state and local, utility industries. Worked with large SAP integrators (IBM, KPMG, D&T,
TUI, and Accenture) in responding to RFPs and proposed over $50M in services. Maintained
customer/vendor relationships to ensure SAP solution was delivered on time and within budget to the
customer. Single point of contact for issues and escalations raised by the customer back to SAP. Other
responsibilities included:
• Account manager for 4 Navy projects implementing SAP, which included over 50 project personnel on
each project. Effort was in line with Navy’s intent to merge operational applications from 4 separate

4. STEVEN T. BENVENUTO
Tustin, CA
714-743-8197
steve@sbbs-inc.com
system commands into a consolidated application. (First known as Navy Merge, now know as Navy
ERP)
• Facilitated new development requirements between Navy and SAP. Managed SAP deployments for
SAP, working with large integrators to ensure successful implementations. Acted as a primary point of
contact for development request process to the SAP development groups in Washington, D.C. and SAP
developers in Waldorf, Germany. Reviewed requirements to ensure validity, and prioritized
development efforts for applicability in the Federal marketspace.
• Facilitated requirements and design sessions for proposed Funds Management and PLM based solutions
for several Federal prospects, including U.S. Army accounts (GCSS and Picatinny Arsenal) that were
later accepted and scheduled for implementation.
2000 - 2002 Solution Architect SPAWAR Systems Center, San Diego, CA
Responsible for SAP’s $12M implementation at SPAWAR systems command. Represented SAP as solution
architect on program management staff that included integrator (Price Waterhouse Coopers) and
government personnel. Project included more than 50 consultants during peak period of implementation.
Challenges included implementing first release of new SAP software designed for federal marketspace.
Performed program and project management functions with integrator program management team,
including:
• Designed, configured, and tested the SD order-to-cash process for material orders. In addition the
project utilized Resource Related Billing with integration to FI/CO, PS, PM, and HR modules to bill
customers for reimbursable orders. Led and participated in SAP workshops to develop solutions to meet
the Navy’s complex business processes. As an integration team member I provided direction and
solutions to solve integration problems between SD, MM, FI/CO, PS, PM, and FM, Researched and
analyzed OSS notes for solutions to program errors. Solved program deficiencies within the IS-PS 4.62
by interacted with SAP solution development.
• Coordinated escalation and de-escalation of implementation issues back to SAP management and SAP
support. Managed customer expectations, and ensured SAP response was timely and effective.
• Responsible for resource planning and evaluation of R/3 system requirements utilizing SAP Best
Practices.
• Developed and implemented issues management plan, and managed the development of complete
testing plan including unit, cycle, integration and regression testing. Worked through resolution of
problems captured during each testing cycle.
• Completed design of the first IS-PS solution for a federal customer, which included the integration of
Project Systems, Sales and Distribution and Funds Management. Developed and presented solution
prototype before major configuration was completed. Facilitated user workshops to gather
requirements, configured the PS module, assisted with configuration and design of SD (resource related
billing) and funds management, completed business process documentation and delivered training.
1999 - 2000 SAP Consultant (PS, CO, Labor) Walt Disney Imagineering, Glendale,
CA
Responsible for configuration, implementation and maintenance support for SAP ERP system implemented
at Walt Disney Imagineering. Worked with integrators to developed technical support plan for conversion
of legacy data to SAP and interface development between legacy systems and SAP system.
1998 - 1999 SAP Application Consultant (FI/CO/PS) City of Phoenix,
AZ
Configured Asset management module for City of Phoenix. Participated in design and training of CO and
Project Systems modules.
1997 - 1998 SAP Applications Consultant (FI/CO) Dow Agro Sciences, Indianapolis,
IN
Configurator on Legal Reporting team implementing SAP R/3 at Dow Agro Sciences. Designed and
configured financial ledger and special ledger rules to allow parallel posting of single accounting document
to US GAAP and statutory ledgers.
1995 - 1997 Management Consultant Price Waterhouse, Rosslyn,
VA

5. STEVEN T. BENVENUTO
Tustin, CA
714-743-8197
steve@sbbs-inc.com
Participated in each phase of full life cycle development of Department of Education’s (ED) Grant
Administration and Payment System (GAPS). Designed solution, mapped ‘as is’ and ‘to be’ process flows,
developed and tested solution using PowerBuilder object oriented development tool.
1991 - 1995 Financial Management Officer (0-3) USCG Navigation Center, Alexandria,
VA
Responsible for preparation, submission and execution of $5M budget for USCG Echelon 4 command in
Alexandria VA. USCG Navigation Center was responsible for the operations and maintenance of 13 Omega
Stations, and additional LORAN C sites around the world. Annual funding supported the operations of
these sites. Provided daily management and reprogramming support including:
• Branch head for staff 2 Storekeepers and 1 Yeoman who supported organization for 30 plus personnel.
Local SME for units financial system (LUFS)
• Developed and executed rolling 5 year development plan. Worked with other branch heads to
determine and justify budget requests that rolled up to the unit’s annual budget submission. Provided
reports to CO/XO showing execution status of budget during course of FY.
• Monitored budget and execution. Certified funds availability for all unit procurements including large
engineering based contracts
• Worked with US State Dept and other organizations to coordinate fund transfers as required to overseas
Omega sites (Liberia was in a state of civil war in the early 90s)
• Managed unit procurement processes. Held Contracting Warrant for small purchases (> $2.5K). Served
as Contracting Officer Representative (COR), verifying services were delivered to support invoice
processing.
• Managed over $1M worth of assets on site as unit property custodian.
• Selected as one of 20 USCG TQM Officers. Developed curriculums and facilitated workshops at 10
USCG sites to educated units on TQM process improvement and measurement approaches.
1986 - 1991 Manpower Management Specialist (E-5) 1600 Management Engineering Squadron, Scott AFB,
IL
Provided manpower management and organizational engineering services to 28 USAF work centers
containing 265 authorizations (FTEs) worth over $9.2M annually to the 375th
Combat Support Group.
• Used industrial engineering statistical models to develop wartime base sustaining manpower
requirements
• Provided statistical analysis to support in house management vs contract support for various command
efforts
EMPLOYMENT:
• 1986 – 1991: Manpower Management Specialist, US Air Force (E-5)
• 1991 – 1994: Financial Management Officer, US Coast Guard (0-3)
• 1995 – 1997: Senior Consultant, Price Waterhouse
• 1997 – 2004: Applications Consultant and SAP Account Manager, SAP America Public Services
• 2004 – 2005: Business Analyst, The Walt Disney Company
• 2005 – 2006: Functional Team Lead, NBC Universal Studios
• 2006 – Present: Independent SAP Consultant, US Navy and other clients
EDUCATION:
• BA, Business Management; Park College, Kansas City, MO., Cum Laude. (1989)
• MBA, concentration in Supply Chain Management; Webster University, St Louis, MO. (1991)
• U.S.C.G. Officer Candidate School, Yorktown, VA (1991)
• Certifying Officer; Roles and Responsibilities, OPM Training Center, Washington DC (1992)
• Cost and Price Analysis, GSA Training Center, Washington DC, (1992)
• Principles of Acquisitions for COTRs, Management Concepts, Inc., Vienna, VA (1992)
• Small Purchase/Schedule Contracts, GSA Training Center, Washington DC, (1992)
• Budget Execution, OPM Training Center, Washington DC (1993)

6. STEVEN T. BENVENUTO
Tustin, CA
714-743-8197
steve@sbbs-inc.com
Participated in each phase of full life cycle development of Department of Education’s (ED) Grant
Administration and Payment System (GAPS). Designed solution, mapped ‘as is’ and ‘to be’ process flows,
developed and tested solution using PowerBuilder object oriented development tool.
1991 - 1995 Financial Management Officer (0-3) USCG Navigation Center, Alexandria,
VA
Responsible for preparation, submission and execution of $5M budget for USCG Echelon 4 command in
Alexandria VA. USCG Navigation Center was responsible for the operations and maintenance of 13 Omega
Stations, and additional LORAN C sites around the world. Annual funding supported the operations of
these sites. Provided daily management and reprogramming support including:
• Branch head for staff 2 Storekeepers and 1 Yeoman who supported organization for 30 plus personnel.
Local SME for units financial system (LUFS)
• Developed and executed rolling 5 year development plan. Worked with other branch heads to
determine and justify budget requests that rolled up to the unit’s annual budget submission. Provided
reports to CO/XO showing execution status of budget during course of FY.
• Monitored budget and execution. Certified funds availability for all unit procurements including large
engineering based contracts
• Worked with US State Dept and other organizations to coordinate fund transfers as required to overseas
Omega sites (Liberia was in a state of civil war in the early 90s)
• Managed unit procurement processes. Held Contracting Warrant for small purchases (> $2.5K). Served
as Contracting Officer Representative (COR), verifying services were delivered to support invoice
processing.
• Managed over $1M worth of assets on site as unit property custodian.
• Selected as one of 20 USCG TQM Officers. Developed curriculums and facilitated workshops at 10
USCG sites to educated units on TQM process improvement and measurement approaches.
1986 - 1991 Manpower Management Specialist (E-5) 1600 Management Engineering Squadron, Scott AFB,
IL
Provided manpower management and organizational engineering services to 28 USAF work centers
containing 265 authorizations (FTEs) worth over $9.2M annually to the 375th
Combat Support Group.
• Used industrial engineering statistical models to develop wartime base sustaining manpower
requirements
• Provided statistical analysis to support in house management vs contract support for various command
efforts
EMPLOYMENT:
• 1986 – 1991: Manpower Management Specialist, US Air Force (E-5)
• 1991 – 1994: Financial Management Officer, US Coast Guard (0-3)
• 1995 – 1997: Senior Consultant, Price Waterhouse
• 1997 – 2004: Applications Consultant and SAP Account Manager, SAP America Public Services
• 2004 – 2005: Business Analyst, The Walt Disney Company
• 2005 – 2006: Functional Team Lead, NBC Universal Studios
• 2006 – Present: Independent SAP Consultant, US Navy and other clients
EDUCATION:
• BA, Business Management; Park College, Kansas City, MO., Cum Laude. (1989)
• MBA, concentration in Supply Chain Management; Webster University, St Louis, MO. (1991)
• U.S.C.G. Officer Candidate School, Yorktown, VA (1991)
• Certifying Officer; Roles and Responsibilities, OPM Training Center, Washington DC (1992)
• Cost and Price Analysis, GSA Training Center, Washington DC, (1992)
• Principles of Acquisitions for COTRs, Management Concepts, Inc., Vienna, VA (1992)
• Small Purchase/Schedule Contracts, GSA Training Center, Washington DC, (1992)
• Budget Execution, OPM Training Center, Washington DC (1993)