Steven M Morgen Resume-Downloadable


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Steven M Morgen Resume-Downloadable

  1. 1. Steven M. Morgen; CISA, CSSBB, MBA, PMP, SCPM 530 Sunset Ave, La Grange, IL 60525 Phone: 708-579-3876; Cell: 312-301-3710 e-mail: Web: Summary 29 years of proven managerial, operational, and project based effectiveness in delivering tangible business value and enabling strategy execution through Finance & Accounting Management, their functions, governance, and continuous improvement. Qualifications: •Certifications: Possesses recognized credentials; applies their knowledge in practical ways in managing project-based, and operational, situations, environments, and scenarios: •Certified Information Systems Auditor (CISA) •Certified Six Sigma Black Belt (U. of Michigan, College of Engineering) •MBA-Finance and Accounting (Keller Graduate School of Management) •Project Management Professional (PMP) •Stanford University Certified Advanced Project Manager (SCPM) • •F&A Management Accountabilities : Policymaking & Administration; Budget Lifecycle; P&L and Balance Sheet; Governance, Risk, Compliance, Control; Internal / External Reporting; Analysis, Modeling, Planning; Organizational Development; Process Engineering; Operations; Audit •PM Accountabilities: Full Lifecycle Management ; B.A.& Requirements; Risk & Governance; Testing; Change Management; PMO Administration; Benefits Realization; Full Spectrum Reporting; Mentoring •Sectors: Consultancy / Advisory; Financial Services; Supply Chain / Physical Distribution / Wholesale •Applications: Aris; BPCS; Changepoint PMIS; Cognos; Great Plains; Hyperion ; MS(Office, Project, and Visio); Minitab; Oracle Financials; Peoplesoft; Primavera PMIS; SAP FICO and Fixed Assets; Solomon •Methods: Six Sigma; Lean Sigma; CoBIT; Value Stream; CMM / CMMI ; Waterfall; Agile; RUP •Character: Results driven; Team focused; effectively leads people and change; accountable; builds coalitions Professional Experience 1980-2009: 2006-2009: IBM Global Business Services: Managing Consultant : Provide advisory and engagement delivery management services in Financial Operations and Performance Management Improvement: • Industrial & Commercial Bank of China: Project: Beijing Data Center Mainframe Costing and Chargeback Solution Role(s): Project Manager and Technology Cost Accounting Consultant Deliverable: P.C.-based tool and supporting processes and training for computing and billing Business Lines’ for system usage Outcome: Credit Cards’ processing shift to off-peak reduced usage cost with faster completion; increased system resource availability to other business lines • Visa: Project: Pre-IPO Core Financial Process Re-Design Role(s): Sub-Project Manager/ Process Architect / Accounting Operations Consultant Deliverable: Monthly Accounting Activity Calendar and close process re-design Outcome: Days required for Visa, U.S. to close books and produce GAAP Financials reduced to 8 from 22 days. •Isbank: Project: Istanbul Head Office Organizational Process and Internal Services Improvement Role(s): Sub-Project Manager Deliverable: Rapid Process Change implementation and Green Belt Training. Outcome: Teams involved in Loan origination and servicing realized measurable decreases in cycle time and errors and increases in productivity and both branch office and customer satisfaction metrics.
  2. 2. Steven M. Morgen; CISA, CSSBB, MBA, PMP, SCPM 530 Sunset Ave, La Grange, IL 60525 Phone: 708-579-3876; Cell: 312-301-3710 e-mail: Web: •ABSA Bank, Johannesburg, S.A.: Project: Basel II Implementation for Demand Deposit Management Role(s): Operational Risk Virtual Subject Matter Expert Deliverable: Blueprint for assessing, classifying, and managing / mitigating DDA risk Outcome: On-site Team was able to extend the SOW to include development of DDA roadmap • Bank of Nova Scotia. : Project: Basel II Implementation for Demand Deposit Management Role(s): Operational Risk Virtual Subject Matter Expert Deliverable: Project Plan template for Audit of Re-Designed / Engineered processes Outcome: On-site Team helped Client implement and deploy recurring BPR audit solution • Caterpillar : Project: Treasury Management Operations Re-Design Role(s): Process Architect / Business Analyst Deliverable: Re-designed strategy, blueprint, and processes for factoring of Accounts Receivable. Outcome: Roadmap capable of doubling quick ratio, reducing DSO, and halving Cash : Sales ratio to peer group standard of 1:7 •AIG: Project: Global SAP General Ledger Implementation Role(s): Sub-Project Manager, Business & Functional Requirement Elicitation Deliverable: Client Functional Requirements Outcome: Developed approved set of Critical to Satisfaction requirements needed by Design Team •The Disney Organization: Project: Global Financial Shared Services’ Cash Management Improvement Role(s): Business Analyst / Process Architect/ Financial Operations Consultant Deliverable: SAP Cash Manager Bank Accounts’ Reconciliation Process Re-Design Outcome: Accounts and lockboxes consolidated; automated statement reconciliation implemented; improved audit trails; faster exception handling as well as reduced frequency and severity •American Express: Project: Gugaon, India Finance Service Center Applications Consolidation Role(s): Accounting and Financial Operations Consultant / Subject Matter Expert Deliverable: Consolidation and solution Roadmap and Business Case Outcome: Updated Financial Data Warehouse and new Rules Engine to reduce applications to 6 from 13; migrate most “off line” processes using “home-grown” Excel spreadsheets to system tools. • Wells Fargo Foothill Commercial Lending: Project: Corporate General Ledger Migration, Phase 2 Role(s): Project Manager / Business Analyst / Accounting Operations Consultant Deliverable: Migrate multiple in-house processes to Corporate GL and operational platforms Outcome: Client’s Accounts Payable, Fixed Asset, and Payroll processes converted to Corporate Peoplesoft platform. 2000-2006: Allstate Insurance Company: Telecommunications Finance and Accounting Manager: Full spectrum Working Capital and lifecycle Fixed Asset management of Allstate’s Enterprise network telecommunications platforms, capabilities, and services. Project: Network Services’ Expense Management Consolidation to SAP FICO Role(s): Project and Operational Manager Deliverable: Enterprise Telecommunications Accounts Payable Shared Services Area Outcome: Combined Enterprise voice and data communications and migrated to SAP FICO; spend reduced by 50%, 2001-05 Project: Network Telecommunications Financial Management Re-Design Role(s): Project and Operational Manager Deliverable: Re-engineered lifecycle budget and financial reporting processes and tools Outcome: Rolling budget, forecasting, and reporting reduced variability as well as planning time;
  3. 3. Steven M. Morgen; CISA, CSSBB, MBA, PMP, SCPM 530 Sunset Ave, La Grange, IL 60525 Phone: 708-579-3876; Cell: 312-301-3710 e-mail: Web: Project: Six Sigma for Sprint Enterprise Long Distance Billing Re-Design Role(s): Project Manager Deliverable: Re-engineered account hierarchy, bill layout, and monthly cycling Outcome: Processing for all 1,100 accounts reduced to 10 from 20 days; exceptions reduced 67% Project: Changepoint Project Management Information System Implementation Role(s): Project Manager, Reporting and Analytics Deliverable: Resource Utilization Measurement Reports covering all Infrastructure Services Areas Outcome: Resource optimization and tracking improves project efficiency, quality, and Client cost Project: Infrastructure Services’ Project Management Office Implementation Role(s): Sub-Project Manager / Business Analyst / Process Architect Deliverable: Project Gating and Phase-Based Review Process Outcome: Overall project management , results, and timeliness improves Project: SAP Business Warehouse Implementation Role(s): Process Architect / Technology Finance and Accounting Subject Matter Expert Deliverable: Business Warehouse –based Technology Finance Reporting Outcome: Fully automated platform for monthly Network Services financials Project: Network Finance Management Benefits Realization Role(s): Project and Operational Manager Deliverable: Monthly Balanced scorecard Outcome: Server-based report tool reports monthly performance against defined KPI’s. Project: Enterprise Voice Telephony Technology Refresh Role(s): Manager, Business Office Deliverable: Budget planning; procure-to-pay; record-to-report; and disposal / retirement Governance; all assets and reports set up on SAP Fixed Asset System Outcome: All Claims and Corporate offices refreshed per Program budget and timeline criteria 1998-2000: La Salle Bank Trust and Asset Management: Manager, Compliance and Control: Manage the governance and audit of 175 investment, trading, and cash operations platforms Project: Six Sigma for Trust Cash Accounting and Disbursement Operations Re-Design Role(s): Project and Operational Manager Deliverable: Re-engineered processes for Trust cash management and accounting Outcome: Reserve requirements for Trust cash reduced by $80mm; daily reconciliation Project: Y2K for Trust and Asset Management Role(s): Project Manager Deliverable: Prepare all systems and processes supporting investment operations for 1/1/2000 Outcome: Fault-free, error free year-end, 1999, and start of year 2000 processing Project: Trust Mutual Funds Accounting and Governance Solution Implementation Role(s): Project and Operational Manager Deliverable: Automated tool for managing and reconciling Trust Mutual Funds Outcome: 75% reduction in interest and balance exceptions; 1,050 accounts reconciled daily
  4. 4. Steven M. Morgen; CISA, CSSBB, MBA, PMP, SCPM 530 Sunset Ave, La Grange, IL 60525 Phone: 708-579-3876; Cell: 312-301-3710 e-mail: Web: 1994-1998: Independent Financial and Accounting Operations Management Consultant: Provide Finance and Accounting Management advisory, project management, and staff augmentation / support services to Chicago area busineses Project: Nabisco, Bakery, Oreo Cookie Cost Accounting Solution Design Role(s): Project Manager Deliverable: Automated tool for material and effort accounting and management Outcome: Improved variance tracking leads to production changes reducing material waste Project: Ameritech, Peoplesoft Accounts Receivable Implementation Role(s): Sub-Project Manager, Data Cleansing Deliverable: Updated Master Data database of all Northern Illinois residential accounts Outcome: Error free first billing cycle. Project: General Motors, Electro-Motive General Ledger Implementation Role(s): Business Analyst / Process Architect Deliverable: New General Ledger and period end close process Outcome: Inventory loss reduced by 15%; improves Gross Margin with lower Cost of Goods 1980-1994: Schieffelin & Co., Div of LVMH; Central Region Controller: Develop, administer, and manage, all Financial, Accounting, Compliance, and logistical activities supporting a $1.5bn, multi- channel beverage alcohol supply and distribution network Project: Supply Chain Management Solution Role(s): Project and Operational Manager Deliverable: Automated, continuous flow of goods management tool Outcome: Predictive modeling tool minimizes out of stocks; helps suppliers plan production Project: Distribution Channel Re-Design Role(s): Project ands Operational Manager Deliverable: Re-organized distribution network pursuant to new Corporate joint venture Outcome: On-time inventory transfers, distributor payouts, and contract re-alignments Project: BPCS Implementation Role(s): Sub-Project Manager Deliverable: Migrate all Region supply chain and general accounting operations to BPCS Outcome: Error-free migration; successful operations on Day 1