Vincent D'Agati has over 30 years of experience in financial management and SAP consulting. He has worked for many large organizations in both the commercial and government sectors, including Kraft Foods, the United Nations, the US Army, Navy, and Agriculture Department. D'Agati has extensive experience implementing and managing SAP projects, particularly those involving financials, project systems, and funds management. He is proficient in various SAP modules, project management methodologies, and business process modeling tools.

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Consultant’s Profile
Vincent D’Agati Anitigua, Guatemala
New York, New Yori
502 3005 4819
1 846 391 3525
vdagati47@outlook.com
SAP Consultant and Program Manager
Profile
• 30+ years of experience in financial management and in SAP consulting in the commercial and
government sectors
• 7 years experience in U.S. federal financials at U.S. Army and U.S. Navy.
• 7+ years SAP Project Management experience
• 15 + years in various finanical management positions at Kraft Food (Cost Accounting
Supervisor), Norwich Eaton Pharmaceuticals International (Budget and Planning Manager), S&S
Corrigated Paper (Budget and Cost Director), Farleigh Dickinson University (Assistant Budget
Director) and the United Nations Children’s Fund – UNICEF (Budget Director)
• As Chairman of UNICEF software selection committee, selected SAP and managed the
implmentation team
• 15 + years SAP consulting. Key clients: Becton Dickinson – medical device manufacturing,
(Deloitte Financial Accounting Lead), State of Delaware (Deloitte Project Manager and Finance
Lead), U.S. Navy Supply - NAVSUP (Deloitte - Advisor), U.S. Navy ERP (EDS Program Manager
and Funds Management Lead), General Motors (EDS, SAP Project Manager), U.S. Army (CSC
Lead Finance Architect and Site Lead – Anniston Army Depot, SAP Program Manager)- Theater
Enterprise Wide Logistics System [TEWLS]), United States Department of Agriculture/MIDAS
(SAP Deloployment Lead).
• IT consulting employers: SAP (Principal Consultant & Program Manager), Computer Science
Corporation (Principal Consultant), EDS/HP(Director), Deloitte Consulting (Senior Manager)
• Experienced in defining, developing and managing teams performing finanical operations and
SAP projects on both a local and international level
• Provides strong leadership to program and project teams, effective communication at all levels
of management, promotes a collaborative and positive team environment.
• Deptuy Director UNICEF Private Sector Fund Raising Division
Technical
• SAP Certified Consultant – R/3 Financial Appliction Consultant
• SAP ASAP Methodology (SAP Project Management) - Certified
• Experienced in SAP Financial Accounting, Controlling, :Project Systems and Funds
Management
• Proficient in using VISIO and ARIS in business process modelling
• Proficient in using MS Office tools including MS Project
• Experienced in definining finanical business requirements and assessing compliance to
finanical rules and regulations

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Consultant’s Profile
Experience
LIZTEX Corporation, Quality Assurance Advisor, August 2016 – Present
• Provide quality assurance services to the Chief Financial Officer (CFO) with regard to an
enterprise-wide SAP S4 HANA Implementation.
• LIZTEX is a privately owned company that produces textiles, electricity, industrial
gases and develops real estate in Guatemala.
• Define the quality assurance strategy for the SAP implementation.
• Provide guidance to the CFO and the LIZTEX Program Manager with regard to
quality assurance methodology.
• Participate with the program managers with regard to the project schedule,
deliverables, change management, deployment, technical support, development of
end-user training materials, etc.
• Provide guidance to members of the Steering Committee with regard to deriving
financial benefits from their SAP implementation.
The Bassiouni Group, United Nations Advisor, November 2015 – May 2016
• Reviewed existing private sector fund raising policies, procedures and experience of
the United Nations’ Children’s Fund for country offices in Botswana, Namibia,
Lesotho, Swaziland and South Africa.
• Summarized findings in a document referred to as the Inception Report
• Provided recommendations for streamlining the approach in private sector fund
raising for these country offices and improve their success rate in attracting funds.
Main Sail Group, SAP Consultant, August 2014 – September 2014
• Quality Assurance review of functional specifications for the Defense Logistics
Agency (DLA).
• Review and study of U.S. Federal documentation on financial rules and regulations
from Department of Treasury, OMB, FAR etc. in preparation for a project at
NAVSUP.
SAP, Principal Consultant and Program Manager, April 2012 to May 2013
• SAP Program Manager, U.S. Defense Medical Command - Theater Enterprise Wide Logistics System (TEWLS).
Responsible for program schedule updates and monitoring execution. Responsible for managing SAP program
resources and coordination with other firms on the program and with the U.S. Army leadership.
• Deployment Lead – USDA MIDAS program. Responsible for Training (9000 users), Organization Change
Management and Cutover (legacy systems to SAP). This program will enable over 2,300 county offices
throughout the United States to access USDA applications utilizing state of the art information technology to
process transactions, review status of accounts and interact with partners.

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Consultant’s Profile
• Managed an SAP project that developed a solution for the U.S. Navy ERP that will enable the use of mobile
devices and APPs to access the Navy ERP system, thereby, reducing the total cost of ownership to the Navy as it
deploys its SAP solution to the Commands. Key responsibilities include:
1. Developing and managing the work plan and resources
2. Ensuring timely follow-up of action items and issues
3. Managing Navy expectations
4. Facilitating numerous working sessions with the team including Navy participation
5. Prepared Trial License Request for SQL Anywhere and NetWeaver Gateway and coordinated getting
license agreements to Navy ERP
CSC, Principal Consultant, September 2007 to January 2012
• Lead Financial Architect on the U.S. Army Logistics Modernization Program (LMP) from September 2007 through
October 2010. As a member of the LMP Architecture Team, responsibilities included the following, and spanned
both continuing development and sustainment operations:
1. Architecture strategy, vision, and thought leadership
2. Managing customer relationship as trusted advisor
3. Championing the solution and driving client organization and process change management
4. Solution integration across business, functional, and technical areas
5. Gap resolution/management
6. Addressing major program issues
7. Program process improvement
8. Continuous architecture/solution improvement
• In 2010 was heavily involved in LMP’s third deployment to over 20 U.S. Army installations around the country and
overseas. As lead Finance Architect:
1. Participated in numerous integration sessions developing ARIS business process models focusing on
the key budget and finance processes and integration to other ERP business processes within
LMP
2. .Managed over 40 Business Design Workshops, numerous Solution Development Labs and managed
the preparation, development and execution of four end-to-end mega business processes:
Manufacturing, Repair, AMMO and Army Sustainment Command. Managed the preparation,
quality review and demonstration of LMP’s functionality. These demonstrations were geared
toward explaining the integration of various functional business areas and how the LMP solution
addresses the Army’s requirements.
3. Budget execution: Provided budgetary data, reports, forms, flowcharts for budget execution by using
Discoverer and other tools (Aris) ; created and provided the Fund Status Report in accordance with
Federal Financials requirements in the reconciliation of budgets updated, FACTS I and FACTS II to
the budgetary and financial system in accordance with OMB Circulars; updated budgetary codes
and funding strings such as fund codes, program codes, project codes, org codes, sub-object class
codes.
• From October 2010 through September 2011 led the CSC team and supported the Directorate of Resource
Management (DRM) at the U.S. Army Depot in Anniston, Alabama.
1. Instrumental in supporting the Army LMP Program Director in organizing the numerous key actions
being carried out by a team of approximately 20 consultants.
2. Worked with other financial consultants in DRM addressing pre and post Go Live issues, reviewing help
desk tickets to determine if the system was broken or this issue was related to user error and he was
directly involved in preparing Desk Top Guides and work-arounds.
3. Facilitated the budget and finance cross-command site conference calls for all the Deployment 3 Army
Installations.

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Consultant’s Profile
4. Worked very closely with the DRM Director and his Chief Accountant in addressing numerous and
complex issues related to inventory management and accounting in preparation for the fiscal year-end.
• Upon return to LMP headquarters
1. Conducted numerous final regression tests related to the December 2011 release.
2. Configured the Funds Management module for a CSC/SAP training instance and provided training in
funds management to CSC resources.
HP/EDS, Director and Project Manager, April 2003 to September 2007
• EDS Project Manager for General Motors, October 2006 – September 2007
1. SAP Lead for the Requisition to Pay (RTP) project
2. Responsible for the development and management of the development project plan including business
process design, configuration, development of reports, interfaces, conversions and enhancements.
3. Responsible for recruitment and management of the SAP resources on the RTP Program.
4. Coordinated configuration workshops and end-to-end process walkthroughs with GM client member to
drive out clear requirements
5. Responsible for following up on all actions and issues related to development activities
6. Active member of program leadership team, change control board and project management team.
• EDS Program Manager for the Commonwealth of Massachusetts, Information Technology Division, February
2006 – August 2006
1. Responsible for drafting the Statement of Work and participated in contract negotiations on behalf of
EDS. The objective of this project was to develop a cost model that the government could use to
determine the comparative total cost of ownership between open source and proprietary software to
handle the commonwealth’s office applications.
2. Reviewed and selected internal and external consulting resources; evaluated and monitored their
performance.
3. The main focal point for communications between the client and EDS.
4. Responsible for all project management functions such as: initiation, planning, development, testing,
delivery, post-implementation support and project close-down.
• EDS Program Manager for the NAVY ERP Program, April 2003 – December 2005
1. Provided leadership to approximately 60 EDS personnel on the program.
2. Responsible for recruiting, evaluating and mentoring consulting resources
3. Responsible for team building and communication activities
4. Responsible for adherence to NAVY ERP Program and EDS standards as they related to consulting
resources
5. Shared program management responsibility with leads from Government and integration partners
(BearingPoint and IBM).
a. Contract Negotiations
b. Project planning, scheduling and resources
c. Evaluation of deliverables
d. Issue resolution
e. Risk management
f. Program Communications

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Consultant’s Profile
Led the Financial Accounting and Funds Management Team
1. Work planning, scheduling and resources
2. Coordinate financial consultants in developing solutions, designs and configuration
3. Prepared and reviewed business process procedures and functional specifications for interfaces
4. Led workshops to collect financial requirements from deployment sites
5. Compliance assurance with Department of Navy, Department of Defense, OMB and Treasury on
financial requirements
6. Coordinated financial support to other process teams
7. Reviewed configuration documentation and supported the preparation of the financial accounting and
funds management process team deliverables.
Deloitte Consulting Senior Manager, July 1997 – April 2003
• Deloitte Consulting -Accounting Advisor for the State of Florida’s Department of Revenue (DOR),
January 2003 – March 2003
1. Provided SAP Tax and Revenue system post go-live support to client process manager and her team.
2. Designed and implemented procedures to reconcile the SAP tax and revenue system to existing legacy
general ledger accounting system.
3. Assisted the process manager in clarifying issues related to adequate staffing, internal control, reporting and
analysis.
4. Provided guidance on making improvements to existing configuration and provided support to the DOR on
how to work effectively with their new SAP tax and revenue system.
• Deloitte Consulting - Business Development in the Public Sector, April 2002 – December 2002
1. Worked on numerous public sector pursuits such as: U.S. Library of Congress, Federal Deposit Insurance
Corp (FDIC), Office of Naval Research (ONR) and the Pennsylvania Turnpike Commission (PTC).
2. For all five pursuits provided the day-to-day leadership.
• Deloitte Consulting - Finance Team Lead for NAVSUP at the United States Navy, December 2001 –
March 2002
1. Provided leadership for the finance process team during the blueprint phase of phase 2 of the SMART
project.
2. Provided orientation and training to core and extended team members and he led workshops that redesigned
process and sub process for finance and procurement and documented new process.
3. Developed the project plan for the finance implementation through Go-Live.
4. Identified business process re-engineering opportunities with related cost savings and metrics.
5. Determined core and extended team training requirements for Navy personnel and provided guidance to the
Navy Finance Team Lead in coordinating all activities of approximately forty core team, extended team and
contractor personnel toward accomplishment of the Finance Team objectives. This project ended early due to
the Navy convergence of all of its SAP/ERP pilots into one program.
• Deloitte Consulting - Business Architect addressing the Government Performance and Results Act (GPRA),
August 2001 – December 2001

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Consultant’s Profile
Mr. D’Agati provided design direction to a team of consultants developing a prototype for an SAP solution for U.S.
Federal agencies that addresses requirements of the Government Performance and Results Act (GPRA). The
prototype had a Business Warehouse and Business Intelligence front-end and an SAP financial, project and
procurement back-end.He lead the design of scripts and solutions to meet GPRA requirements, tested the solution and
guided consultants through all phases of configuration, testing and delivery.
• Deloitte Consulting - Quality Assurance for NAVSUP at the United States Navy. April 2001 –
July 2001
1. Designed a financial solution and guided consultants during configuration to address the NAVSUP’s
requirements for a Conference Room Pilot, a prototype of an SAP solution for its financial, project and
procurement operations.
2. Ensured that the pilot solution was integrated with NAVSUP’s supply chain SAP solution.
3. This prototype won an award for NAVSUP from the Association of American Military Controllers.
• Deloitte Consulting - Advisor to the United Nations on the Budget Information System (BIS), June 2000 –
September 2000
1. Defined system requirements for a Budget Information System (BIS)
2. Served as advisor to the United Nations to develop, evaluate and deliver specifications for a budget
preparation and information system for the United Nations.
3. The project identified functional, technical and interface requirements.
• Deloitte Consulting - Project Manager Deloitte Lead for the State of Delaware, April 1999 –
December 2000Mr.
1. Deloitte’s Senior Manager on this TeamSAP (SAP was prime contractor) project implementing R/3 Financial
Accounting, Controlling, Funds Management, Cash Management, Procurement, Project Systems and Billing
2. Facilitated all blueprint workshops focused on gathering State requirements for Financial Accounting,
Controlling and Funds Management.
3. Worked with government counterparts and process team leads in designing solutions related to the State’s
budget management process and how it would be handled in the R/3 system.
4. Facilitated working sessions that designed solutions to handle integration of Project Systems with Funds
Management to satisfy the Department of Transportation’s functional requirements.
5. Primary responsible for configuring and testing the FI, CO and FM modules; including the
integration/interface of the State’s budgeting systems with SAP.
6. Provided continuous support and advice to the SAP consultants on the project at all levels and coached
state finance process team members with regard to change management issues and supported them in
preparing and making presentations to the State’s extended teams.
7. Responsible for all contractual, budget and billing issues related to SAP and Deloitte Consulting.
• Deloitte Consulting -Funds Management Lead, November 1998 – March 1999
1. Configured, tested and taught SAP’s Financial Management module with integration to Financial Accounting
and Procurement for the State of Delaware.
2. As Public Sector representative, worked with other members of the firm on proposals for SAP R/3
implementations, project team training and educational services.
3. Organized SAP Financial Accounting documentation and configuration notes for new recruits and other
members of the firm.
4. Active participant in Deloitte’s Managing Director’s Advisory Council
• Deloitte Consulting - Finance Team Lead for Becton Dickinson. October 1997 – October 1998
1. Redesigned financial processes, sub processes and activities for a worldwide SAP R/3 implementation.

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Consultant’s Profile
2. Along with other process team leads, he identified quantifiable benefits for the project through development
of a comprehensive business case.
3. Guided the client in defining project scope, SAP hierarchy, and identified major gaps for the financial
applications.
4. Coordinated and delivered training in methodology and tools for the design phase of the project.
5. Provided SAP level two training to new client members of the finance team, coordinated the identification of
all relevant SAP transactions and business activities for the scripting process in the design phase, defined
issue management policy for the overall project team, planned and facilitated numerous workshops between
the core development finance team and extended team members from North America, Europe, Latin America
and Asia.
6. In collaboration with client finance team lead, managed the finance team toward accomplishment of program
objectives, lead consultants in identifying their project goals and carried out performance reviews,
participated with other team leads in developing policies, procedures and refining deliverable templates for
the build phase kick off sessions.
Achievements:
For the consulting projects noted above, collaborated with very intelligent and hard working colleagues.
The incredibile value provided to clients was due essentlially to the result of creating and maintaining
highly effective teams and achieving client trust.
United Nations Experience Summary 1982 - 1997
SAP Project Manager
UNICEF
February 1996 –
June 1997
• Managed the implementation of SAP R/3 for the divisions of
Financial Management, the Supply Division and the Private
Sector Fund Raising Division.
• Coordinated the agency’s efforts in reengineering financial
processes, defined financial and logistical system
requirements, evaluated various systems options.
• Prepared budgets and project plans for the SAP R/3
implementation
• Built the core team, evaluated and selected external
consultants. Project covered three locations: New York,
Geneva and Copenhagen.
• Defined project team training requirements, scheduled training
and directed development of in-house project team training.
• Prepared official documentation and made presentations to
UNICEF Executive Board representatives from numerous
governments for project approval.
• Established roles, responsibilities and procedures for project
team, project owners, steering committee and related inter-
divisional oversight committees. In addition to project
management responsibilities, participated in the
implementation of FI and CO modules.
Deputy Director Private
Sector Fundraising
Division UNICEF –
Private Sector Fund
Raising Division
January 1993 –
February 1996
• Responsible for various working groups and studies related to
process redesign and reengineering within the Private Sector
Fund Raising Division, e.g., consolidation of production
centers, concentration of product sales in developing countries
to primary markets, establishment of regional marketing and
operational support centers in Rio de Janeiro and Singapore,
establishment of a market development program targeted at

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Consultant’s Profile
increasing product sales in industrialized countries.
• Selected and directed the implementation of Oracle software
for the financial and manufacturing operations.
• Responsible for strategic planning, financial control,
performance evaluation, production and procurement of
products for sale and responsible for management of the
computer information systems.
• Responsible for management of over 100 staff in New York,
Geneva, Rio de Janeiro and Singapore.
Deputy Director Division
of Financial Management
UNICEF
July 1982 –
December 1992
• Responsible for the planning, preparation, monitoring and
control of the agencies budget, approximately $1.0 billion.
• Responsible for preparation of all official documentation and
analysis for presentation and approval by government
representatives to the agency’s international executive board.
• Responsible for the day-to-day management of the budget
department and the administration of the agency’s Budget
Planning and Review Committee.
• Within the context of the budget administration, conducted
numerous studies on reorganizations, consolidations,
restructuring and other issues having financial implications.
• Prepared and interpreted budget policies, reviewed
compliance and trained new staff members including agency
representatives located in over 100 countries around the
world.
Education & Certifications:
Fordham University, New York, New York. Bachelor of Science – Accounting
Pace University, New York, New York, Master of Business Administration – Informaiton Technology
SAP Partner Academy, San Diego, Calfornia – Certified Consultant – R/3 Application Consultant
SAP Newtown Square – Certified Consulant – ASAP (Program Methodology)
SAP recent training (2012-2013): U.S. Federal Financials and Solution Manager
Citizenship: USA
Mobility: Valid US passport. Significant work experience in U.S., Europe, Latin America,
Asia, Africa and Middle East. Willing to travel.