This document lists over 150 job responsibilities across various roles. It touches on areas like compliance, data analysis, product development, sales, training, facilities management, and more. Many responsibilities involve ensuring compliance with regulations, developing policies and procedures, analyzing data, managing projects and staff, and coordinating across departments.
This document discusses strategic management accounting. It begins by defining strategic management accounting as the role of management accounting in strategic analysis, planning, and control of organizations. It then discusses various strategic management accounting techniques like life cycle costing, kaizen costing, target costing, and benchmarking. The document explains these techniques and provides examples. It also discusses Porter's competitive strategies of cost leadership, differentiation, and focus. Finally, the document defines strategic management accounting according to various authors and discusses exploiting internal and external linkages through value chain analysis to gain competitive advantage.
I believe that the most important thing an organization should do (in fact, that's why they are called organizations) is to align and galvanize each and every individual's goals, each team, each workgroup, each staff, each contractor with the goals of the organization.
The document outlines the importance of having a clear strategic framework for M4P (Market for the Poor) programs. The strategic framework should link the overall goal of reducing poverty through sustainable changes to market systems that benefit the poor. It provides direction for interventions and establishes objectives and indicators to monitor impact and sustainability. The framework follows a logical flow from the final poverty reduction goal, to intermediate objectives of improved access and growth, to the direct objective of stimulating market system change through facilitative interventions. It should define the key objectives and approach at a strategic level without operational details, and allow refinement as understanding develops.
The document discusses logistics management and supply chain management. It defines logistics management as planning and implementing effective movement and storage of goods and information from origin to destination to meet customer demands. The key objectives of logistics management are reducing costs, improving customer service, increasing sales, and establishing competitive advantages. The document also discusses international marketing, supply chain trends, third-party logistics, and fourth-party logistics.
The document discusses how the city of Gresham, Oregon developed an organizational framework and process for benchmarking to improve performance. It established city-wide goals, department objectives, and linked employee performance to achieving these goals. The framework included an organizational model to help employees understand their role and identify customer needs at different levels to develop appropriate benchmarks and metrics to monitor progress towards goals.
Management accounting classifies costs according to their common characteristics to meet planning, control, and decision making requirements. For planning, costs are classified by behavior, expense type, and function to develop budget information. For control, costs are classified by behavior, function, expense type, controllability, and relevance to compare actual and budgeted performance. For decision making, costs are classified by expense type, behavior, and relevance to identify how costs change with alternative courses of action and determine relevant costs.
The document discusses strategic control, which involves tracking strategy implementation and making adjustments. It describes establishing standards and monitoring performance, evaluating results and taking corrective action if needed. Key types of strategic control include premise control, special alert control, implementation control, and strategic surveillance. Strategic surveillance involves monitoring various information sources to uncover unexpected factors that could impact strategy. The case study describes how Citicorp uses strategic surveillance control to closely monitor political announcements and market intelligence from its international branches for signs of changing financial conditions in host countries that could affect its strategy regarding exposure to third world loans.
This document discusses strategic management accounting. It begins by defining strategic management accounting as the role of management accounting in strategic analysis, planning, and control of organizations. It then discusses various strategic management accounting techniques like life cycle costing, kaizen costing, target costing, and benchmarking. The document explains these techniques and provides examples. It also discusses Porter's competitive strategies of cost leadership, differentiation, and focus. Finally, the document defines strategic management accounting according to various authors and discusses exploiting internal and external linkages through value chain analysis to gain competitive advantage.
I believe that the most important thing an organization should do (in fact, that's why they are called organizations) is to align and galvanize each and every individual's goals, each team, each workgroup, each staff, each contractor with the goals of the organization.
The document outlines the importance of having a clear strategic framework for M4P (Market for the Poor) programs. The strategic framework should link the overall goal of reducing poverty through sustainable changes to market systems that benefit the poor. It provides direction for interventions and establishes objectives and indicators to monitor impact and sustainability. The framework follows a logical flow from the final poverty reduction goal, to intermediate objectives of improved access and growth, to the direct objective of stimulating market system change through facilitative interventions. It should define the key objectives and approach at a strategic level without operational details, and allow refinement as understanding develops.
The document discusses logistics management and supply chain management. It defines logistics management as planning and implementing effective movement and storage of goods and information from origin to destination to meet customer demands. The key objectives of logistics management are reducing costs, improving customer service, increasing sales, and establishing competitive advantages. The document also discusses international marketing, supply chain trends, third-party logistics, and fourth-party logistics.
The document discusses how the city of Gresham, Oregon developed an organizational framework and process for benchmarking to improve performance. It established city-wide goals, department objectives, and linked employee performance to achieving these goals. The framework included an organizational model to help employees understand their role and identify customer needs at different levels to develop appropriate benchmarks and metrics to monitor progress towards goals.
Management accounting classifies costs according to their common characteristics to meet planning, control, and decision making requirements. For planning, costs are classified by behavior, expense type, and function to develop budget information. For control, costs are classified by behavior, function, expense type, controllability, and relevance to compare actual and budgeted performance. For decision making, costs are classified by expense type, behavior, and relevance to identify how costs change with alternative courses of action and determine relevant costs.
The document discusses strategic control, which involves tracking strategy implementation and making adjustments. It describes establishing standards and monitoring performance, evaluating results and taking corrective action if needed. Key types of strategic control include premise control, special alert control, implementation control, and strategic surveillance. Strategic surveillance involves monitoring various information sources to uncover unexpected factors that could impact strategy. The case study describes how Citicorp uses strategic surveillance control to closely monitor political announcements and market intelligence from its international branches for signs of changing financial conditions in host countries that could affect its strategy regarding exposure to third world loans.
The document provides an introduction to strategic cost management (SCM). It discusses the limitations of traditional cost management including its short-term outlook, excessive focus on cost reduction, and reliance on internal factors. SCM is presented as having a long-term dynamic approach focused on achieving sustainable competitive advantages through product differentiation or cost leadership. The value chain concept is introduced as a way to identify value-adding and non-value adding activities within a company's processes. Porter's value chain model is described including primary and support activities.
This chapter discusses the importance of performance measurement in supply chains. It explains that establishing metrics allows companies to understand how they are performing and identify areas for improvement. Good metrics should be consistent with company strategies and focus on customer needs. The chapter provides examples of different types of metrics companies can use to measure costs, inventory levels, customer service, and overall supply chain performance. These metrics can be classified in various categories and should be integrated both within and across companies to effectively drive improvement.
This document discusses sales forecasting, budgeting, and cost control. It defines sales forecasting as estimating future sales over a specified period based on a marketing plan and assumed market conditions. Several factors that influence forecasting are identified, such as competition, economic conditions, and product life cycle stage. Different forecasting methods are selected based on the product, available resources, and experience. Budgets are important planning and control tools that include sales, production, capital, and other types of budgets. Budgets are evaluated and revised based on differences between actual and estimated sales and expenses.
Strategic cost management is a program that businesses use to regularly identify and analyze cost drivers to lower costs and maximize value. It allows businesses to not only lower costs but gain a competitive advantage. Strategic cost management involves creating a strategic plan, prioritizing operations, and ensuring efficient use of resources. Once implemented, it brings transparency to costs and allows managers to make timely cost decisions. It can also show which customers are most or least profitable. The framework includes core functions, value-adding activities, and support activities. Effective strategic cost management requires support from top management, integrated information systems, and cross-functional teams.
This document outlines a revenue and cost budget with the following key points:
1. It examines average actual costs and monthly cost budgets using a zero-based budgeting approach. Costs are broken down by department, with some labeled as non-revenue drivers like HR and IT.
2. Revenue-driving costs include items like marketing, personnel, maintenance, and commissions. Non-revenue costs include items like vehicle maintenance.
3. Personnel budgets are created for departments like front office, housekeeping, and food and beverage based on room counts and sales projections.
4. The revenue budget focuses on main income drivers and calculates room revenue using different occupancy points by month. Food and beverage revenues
This document discusses value chain analysis, which was first proposed by Michael Porter in 1985. It involves identifying a firm's primary and support activities that add value to its products or services and analyzing them to reduce costs or increase differentiation. The key stages of value chain analysis for strategic cost management are identifying activities, establishing their costs and importance, comparing costs, identifying cost drivers, and finding opportunities to reduce costs or improve value through internal and external linkages. This allows firms to assess their competitive positioning and strategically improve quality, reduce time and costs, and increase benefits for both the firm and partners in the value chain.
Sales forecasting involves predicting future sales volumes and is essential for business planning. It is affected by external factors like economic performance and weather, and internal factors such as inventory levels and price changes. Common forecasting methods include surveys, expert opinions, and analyzing past sales data. Sales budgets show expected revenue and expenses over time periods like months or quarters. Developing a sales budget involves forecasting, setting goals, allocating resources, and getting approval. Budgeting methods include limiting budgets based on affordability or tying budgets to percentages of projected sales.
Activity Based Profitability ManagementMiguel Garcia
Activity Based Profitability Management (ABPM) and Activity Based Budgeting (ABB) offers organizations a complete tool to gain a competitive advantage and provides crucial information to support the process of making strategic and operational decisions in the current business environment. It might seem that having this type of information for the management of profits, costs and budgets is not necessary to implement Digital Transformation solutions because the implementation of new technologies does not require an evaluation of this type, and it is assumed that it must be implemented independently of what it implies and at any cost, but this is an error because it will always require business processes, products or services, customers or users, service channels, etc. that must be evaluated from the financial and business process point of view, implemented, measured and improved within a competitive and market environment. In this sense, the profitablitiy, cost and budget information provided by the approach of ABPM and ABB will lead to better business decisions that significantly increase the performance and profits of the companies.
This document discusses profit centers and how to measure their profitability. It begins by outlining the objectives of discussing considerations for establishing profit centers, whether all business units are profit centers, and how production and marketing can be profit centers. It then provides details on defining profit centers based on measuring financial performance in terms of profit, advantages and difficulties of profit centers, constraints on business unit authority, and alternative ways to measure profit center profitability including contribution margin, direct profit, controllable profit, income before taxes, and net income.
Strategic cost management as a recession survival tool in the nigerian manufa...Alexander Decker
The document discusses strategic cost management as a recession survival tool in Nigeria. It aims to determine if Nigerian companies use strategic cost management techniques, the extent of their use in manufacturing and financial services, factors influencing adoption, and if it can be used as a competitive strategy for survival in recessions. The research found that while Nigerian companies are receptive to strategic cost management philosophies, challenges inhibit adoption and implementation. Manufacturing concerns utilize the tools more than financial services. Companies were encouraged to adopt strategic cost management and the government to create an enabling environment for adoption.
The document outlines an operations strategy framework to improve products, services, and operations processes. It discusses competing priorities, an operations strategy framework including order winners and qualifiers, integration of new products and services processes, and performance objectives and critical success factors. It provides examples of how the framework can be applied to reconcile operations and marketing strategies and set performance goals for a pump manufacturer.
A sales forecast is a projection of expected customer demand for products or services over a specific time horizon and under certain assumptions. It is an essential tool for business planning, marketing, and management decision making that can help achieve sales goals, drive revenue, and reduce costs. Sales forecasts are influenced by both external factors like the economy and competition, and internal factors like prices and new product lines. Common sales forecasting methods include qualitative approaches like executive opinions and surveys, and quantitative approaches like time series analysis, regression analysis, and market testing.
The document discusses strategic cost management, cost reduction, and value engineering. It defines strategic cost management as using cost information to develop superior strategies. It describes cost reduction as permanently lowering unit costs without compromising quality or suitability. Value engineering is defined as systematically analyzing functions to explore ways to improve performance and increase the value of products and services.
BP Presentation. Strategic Cost Management - A Profitability Tool, ICPAS Nort...Barrett Peterson
This document provides an overview of strategic cost management concepts presented by Barrett Peterson to the ICPAS North Shore Chapter on August 18, 2015. It discusses cost management resources, environmental factors, current considerations, the role of strategic cost management in impacted decisions, cost and profit management time frames, costing methods, product costing, and other costing applications and examples.
The document discusses strategic cost management (SCM) as an important tool for gaining competitive advantage. SCM analyzes costs in the broader context of a firm's overall value chain. It helps firms understand their cost structures to develop superior strategies. SCM uses tools like value chain analysis, activity-based costing, and analysis of cost drivers to examine how firms can configure activities to reduce costs or pursue different competitive strategies like cost leadership or differentiation.
Managing for Quality and Performance Excellence 8th Edition Evans Solutions M...Teaganer
Full download : http://alibabadownload.com/product/managing-for-quality-and-performance-excellence-8th-edition-evans-solutions-manual/ Managing for Quality and Performance Excellence 8th Edition Evans Solutions Manual
Responsibility centers final Prof Rishi ChourasiaVikalp Education
A responsibility center is an organizational unit that is held accountable for costs, revenues, or investment funds. There are four types of responsibility centers: revenue centers, which focus on sales generation; cost centers, which control costs but not revenues; profit centers, which are responsible for profits; and investment centers, which are accountable for both profits and invested capital. Responsibility centers establish specific goals and assess performance based on the relationship between inputs like funding and outputs like sales or profits.
The document provides an introduction to strategic cost management (SCM). It discusses the limitations of traditional cost management including its short-term outlook, excessive focus on cost reduction, and reliance on internal factors. SCM is presented as having a long-term dynamic approach focused on achieving sustainable competitive advantages through product differentiation or cost leadership. The value chain concept is introduced as a way to identify value-adding and non-value adding activities within a company's processes. Porter's value chain model is described including primary and support activities.
This chapter discusses the importance of performance measurement in supply chains. It explains that establishing metrics allows companies to understand how they are performing and identify areas for improvement. Good metrics should be consistent with company strategies and focus on customer needs. The chapter provides examples of different types of metrics companies can use to measure costs, inventory levels, customer service, and overall supply chain performance. These metrics can be classified in various categories and should be integrated both within and across companies to effectively drive improvement.
This document discusses sales forecasting, budgeting, and cost control. It defines sales forecasting as estimating future sales over a specified period based on a marketing plan and assumed market conditions. Several factors that influence forecasting are identified, such as competition, economic conditions, and product life cycle stage. Different forecasting methods are selected based on the product, available resources, and experience. Budgets are important planning and control tools that include sales, production, capital, and other types of budgets. Budgets are evaluated and revised based on differences between actual and estimated sales and expenses.
Strategic cost management is a program that businesses use to regularly identify and analyze cost drivers to lower costs and maximize value. It allows businesses to not only lower costs but gain a competitive advantage. Strategic cost management involves creating a strategic plan, prioritizing operations, and ensuring efficient use of resources. Once implemented, it brings transparency to costs and allows managers to make timely cost decisions. It can also show which customers are most or least profitable. The framework includes core functions, value-adding activities, and support activities. Effective strategic cost management requires support from top management, integrated information systems, and cross-functional teams.
This document outlines a revenue and cost budget with the following key points:
1. It examines average actual costs and monthly cost budgets using a zero-based budgeting approach. Costs are broken down by department, with some labeled as non-revenue drivers like HR and IT.
2. Revenue-driving costs include items like marketing, personnel, maintenance, and commissions. Non-revenue costs include items like vehicle maintenance.
3. Personnel budgets are created for departments like front office, housekeeping, and food and beverage based on room counts and sales projections.
4. The revenue budget focuses on main income drivers and calculates room revenue using different occupancy points by month. Food and beverage revenues
This document discusses value chain analysis, which was first proposed by Michael Porter in 1985. It involves identifying a firm's primary and support activities that add value to its products or services and analyzing them to reduce costs or increase differentiation. The key stages of value chain analysis for strategic cost management are identifying activities, establishing their costs and importance, comparing costs, identifying cost drivers, and finding opportunities to reduce costs or improve value through internal and external linkages. This allows firms to assess their competitive positioning and strategically improve quality, reduce time and costs, and increase benefits for both the firm and partners in the value chain.
Sales forecasting involves predicting future sales volumes and is essential for business planning. It is affected by external factors like economic performance and weather, and internal factors such as inventory levels and price changes. Common forecasting methods include surveys, expert opinions, and analyzing past sales data. Sales budgets show expected revenue and expenses over time periods like months or quarters. Developing a sales budget involves forecasting, setting goals, allocating resources, and getting approval. Budgeting methods include limiting budgets based on affordability or tying budgets to percentages of projected sales.
Activity Based Profitability ManagementMiguel Garcia
Activity Based Profitability Management (ABPM) and Activity Based Budgeting (ABB) offers organizations a complete tool to gain a competitive advantage and provides crucial information to support the process of making strategic and operational decisions in the current business environment. It might seem that having this type of information for the management of profits, costs and budgets is not necessary to implement Digital Transformation solutions because the implementation of new technologies does not require an evaluation of this type, and it is assumed that it must be implemented independently of what it implies and at any cost, but this is an error because it will always require business processes, products or services, customers or users, service channels, etc. that must be evaluated from the financial and business process point of view, implemented, measured and improved within a competitive and market environment. In this sense, the profitablitiy, cost and budget information provided by the approach of ABPM and ABB will lead to better business decisions that significantly increase the performance and profits of the companies.
This document discusses profit centers and how to measure their profitability. It begins by outlining the objectives of discussing considerations for establishing profit centers, whether all business units are profit centers, and how production and marketing can be profit centers. It then provides details on defining profit centers based on measuring financial performance in terms of profit, advantages and difficulties of profit centers, constraints on business unit authority, and alternative ways to measure profit center profitability including contribution margin, direct profit, controllable profit, income before taxes, and net income.
Strategic cost management as a recession survival tool in the nigerian manufa...Alexander Decker
The document discusses strategic cost management as a recession survival tool in Nigeria. It aims to determine if Nigerian companies use strategic cost management techniques, the extent of their use in manufacturing and financial services, factors influencing adoption, and if it can be used as a competitive strategy for survival in recessions. The research found that while Nigerian companies are receptive to strategic cost management philosophies, challenges inhibit adoption and implementation. Manufacturing concerns utilize the tools more than financial services. Companies were encouraged to adopt strategic cost management and the government to create an enabling environment for adoption.
The document outlines an operations strategy framework to improve products, services, and operations processes. It discusses competing priorities, an operations strategy framework including order winners and qualifiers, integration of new products and services processes, and performance objectives and critical success factors. It provides examples of how the framework can be applied to reconcile operations and marketing strategies and set performance goals for a pump manufacturer.
A sales forecast is a projection of expected customer demand for products or services over a specific time horizon and under certain assumptions. It is an essential tool for business planning, marketing, and management decision making that can help achieve sales goals, drive revenue, and reduce costs. Sales forecasts are influenced by both external factors like the economy and competition, and internal factors like prices and new product lines. Common sales forecasting methods include qualitative approaches like executive opinions and surveys, and quantitative approaches like time series analysis, regression analysis, and market testing.
The document discusses strategic cost management, cost reduction, and value engineering. It defines strategic cost management as using cost information to develop superior strategies. It describes cost reduction as permanently lowering unit costs without compromising quality or suitability. Value engineering is defined as systematically analyzing functions to explore ways to improve performance and increase the value of products and services.
BP Presentation. Strategic Cost Management - A Profitability Tool, ICPAS Nort...Barrett Peterson
This document provides an overview of strategic cost management concepts presented by Barrett Peterson to the ICPAS North Shore Chapter on August 18, 2015. It discusses cost management resources, environmental factors, current considerations, the role of strategic cost management in impacted decisions, cost and profit management time frames, costing methods, product costing, and other costing applications and examples.
The document discusses strategic cost management (SCM) as an important tool for gaining competitive advantage. SCM analyzes costs in the broader context of a firm's overall value chain. It helps firms understand their cost structures to develop superior strategies. SCM uses tools like value chain analysis, activity-based costing, and analysis of cost drivers to examine how firms can configure activities to reduce costs or pursue different competitive strategies like cost leadership or differentiation.
Managing for Quality and Performance Excellence 8th Edition Evans Solutions M...Teaganer
Full download : http://alibabadownload.com/product/managing-for-quality-and-performance-excellence-8th-edition-evans-solutions-manual/ Managing for Quality and Performance Excellence 8th Edition Evans Solutions Manual
Responsibility centers final Prof Rishi ChourasiaVikalp Education
A responsibility center is an organizational unit that is held accountable for costs, revenues, or investment funds. There are four types of responsibility centers: revenue centers, which focus on sales generation; cost centers, which control costs but not revenues; profit centers, which are responsible for profits; and investment centers, which are accountable for both profits and invested capital. Responsibility centers establish specific goals and assess performance based on the relationship between inputs like funding and outputs like sales or profits.
This writing sample describes a situation where the author took on a leadership role managing change in a large franchise organization with six locations and 100 employees. The change was improving the failing operations of the retail salon business. Challenges included having no prior industry experience and new managers reporting to an interim boss. The author's strategies included open communication, expressing goals of improved customer satisfaction, accountability, and positive work environment. The author also committed to being available 24/7 and responding timely. The outcome was exceeding expectations - the business turned a profit in three months, employees took pride in their work, product sales increased, and new procedures were implemented. The author started an employee newsletter and scheduled long overdue training. Within five months, a
Product Manager 101: What Does A Product Manager Actually Do?Chris Cummings
This is an expanded and updated version of the original Product Manager 101. The purpose is to explain the role of the product manager and product management to new and prospective PMs as well as those who will interact with PMs.
1) The document discusses the opportunity for technology to improve organizational efficiency and transition economies into a "smart and clean world."
2) It argues that aggregate efficiency has stalled at around 22% for 30 years due to limitations of the Second Industrial Revolution, but that digitizing transport, energy, and communication through technologies like blockchain can help manage resources and increase efficiency.
3) Technologies like precision agriculture, cloud computing, robotics, and autonomous vehicles may allow for "dematerialization" and do more with fewer physical resources through effects like reduced waste and need for transportation/logistics infrastructure.
Stephanie J. Poore has over 20 years of experience in project management, business analysis, and technical roles. She holds a PMP certification and has managed projects for the US Marine Corps involving logistics information systems and decision support tools. Currently she is a Program Manager and Senior Business Consultant at CGI Federal where she provides project management and consulting services for the Marine Corps Logistics Information System. She also has experience as a Project Manager, Business Analyst, and ISMO Representative for Concurrent Technologies Corporation supporting various Marine Corps logistics applications.
This resume is for Akil Kumar Edla, who has over 6 years of experience in project management and operations management. He is currently a Manager of Operations responsible for managing projects, personnel, budgets, and quality standards. Prior to this, he held roles as an Assistant Manager, Siebel Administrator, Quality Assurance Analyst, and Trainer. He has a background in information technology and holds several certifications.
The document provides an overview of operations management. It discusses what operations management is, its key functions like production and operations, and why studying it is important. It also summarizes some of the main areas operations management covers such as process design, quality management, forecasting, and product design.
Joseph skiff resume sales analyst-mar 2016Joseph Skiff
Joseph Skiff has over 15 years of experience in sales analysis, operations planning, and financial management. He has a track record of developing processes and reports to improve sales performance, maximize revenue, and streamline operations. Currently he is a Sales Analyst at Metro Media-US where he analyzes sales data, creates forecasts, and reports on KPIs to support executive management decisions.
- Over 11 years of experience in banking and finance domains including investment banking, capital markets, and reconciliations.
- Held roles such as Team Leader for GL Reconciliations and Business Analyst, managing teams and implementing processes.
- Expertise in reconciliation systems like TLM, payment systems like SWIFT, and accounting platforms like T24 and Oracle.
Ahmed Abdel-Hamid Mohamed is seeking a higher position in finance at a multinational company. He has over 8 years of experience in financial planning, analysis, costing, treasury management, and accounting. Currently he is the Financial Planning & Analysis Manager at Afia International Egypt, where he supervises subordinates, contributes to budgets and plans, develops policies and procedures, and provides analytical and planning support to the business. Previously he held roles as Financial Analyst, Treasurer, Accounts Payable Accountant, and Cost Accountant. He has an MBA and certificates in treasury and management accounting.
The document discusses an enterprise architecture strategy with five key elements:
1. Customer relationship management and data integration
2. People, process, governance and a technical integration framework
3. Analytics, business intelligence, data quality, and master data management
4. Enterprise performance management with operational and analytical requirements
5. Integration across business processes, locations, applications, and data
This document provides a summary of the career details of an individual, including various roles held at two employers - Saint-Gobain pipelines South Africa and Agrinet. At Saint-Gobain, the individual has held roles in planning, customer service, transport and logistics, and as a personal assistant. Key responsibilities have included weekly production planning, customer relationship management, managing logistics operations, and providing administrative support. Prior to this, the individual spent nearly 10 years at Agrinet in various purchasing and administrative roles, culminating as a Senior Buyer managing supplier relationships and inventory levels.
TOMAS is a comprehensive performance management solution that offers integrated features to manage strategic planning, annual planning and budgeting, process modeling and optimization, monitoring of KPIs, investments, meetings, complaints, and documentation. Key capabilities include defining strategic goals and action plans, preparing annual plans and budgets, monitoring financial and operational metrics, managing investments and assets, conducting electronic meetings, tracking customer complaints, and storing documents electronically. The solution provides managers with integrated insights to support decision making and achieve organizational goals.
Fredrick A. Pankieth has over 16 years of experience in finance, risk management, compliance, operations, and systems development. He has worked for reputed organizations managing risk, spearheading projects, and taking on leadership roles. Currently, he is seeking a role where he can utilize his expertise in these areas.
Fredrick A. Pankieth is a finance professional with over 16 years of experience in risk management, compliance, operations, and systems development at reputed organizations. He has expertise in strategic planning, business development, project management, and people management. Currently he works as a Manager of Risk, Audit & Compliance at IDBI Capital Markets Ltd, where he oversees a team and is responsible for tasks like risk and control assessment, key risk indicators, and operational loss database reporting.
Sales leads tracking software helps you manage sales leads. Sales software is associated with creating an enquiry, sales enclosures, and manage follow ups
Charles Goetz has over 25 years of experience in systems analysis, design, development, implementation and support of ERP solutions like Great Plains and Solomon. He has participated in over 100 implementation projects and provides expertise in SQL, Crystal Reports, and accounting principles. Currently, he works as the CEO of his own travel company, Goetz Travels, where he catalogs trails using video and photography equipment.
Ramit Singh Sethi has over 8 years of experience in areas such as global regulatory reporting, operations management, knowledge management, training and development, business analysis, and sales. He currently works as an Assistant Manager of Global Regulatory Reporting at CRISIL Ltd. His responsibilities include managing a team that ensures global regulatory reports are submitted on time, providing support to onshore teams, and identifying process improvements. Previously he has managed the transition of various operations from onshore to offshore locations at eClerx Services Ltd. He holds a Bachelor's degree in Commerce from G.N Khalsa College of Science and Commerce in Mumbai.
As a Senior Analyst and later Team Manager, the candidate was responsible for applying data analytics to produce regular financial and management reports for clients. This involved extracting and aggregating data, ensuring data quality, and using tools like Excel to visualize data through graphs and charts. As Team Manager, the candidate's additional responsibilities included quality checking reports, supporting team members, presenting reports to management, driving process improvements, and managing team performance. Under the candidate's leadership, the team successfully automated many reports, reduced costs, and won several awards for achievements in business excellence and performance.
This document summarizes a marketing roundtable discussion on driving customer focus into the planning process. It outlines an agenda for the meeting and discusses the importance of balancing structure and flexibility in startup planning. It then details the key components of strategic and annual operating plans, including market assessments, product roadmaps, and functional plans. The role of marketing is to represent customers, provide market insights and ensure plans are research-based. The document stresses understanding customers by listening to multiple perspectives and synthesizing their needs to define the problem and desired solution.
The document discusses the roles and responsibilities of Partner Account Managers (PAMs) at Microsoft in the fiscal year 2006. It outlines three levels of PAMs - District PAMs who work with local partners, Regional PAMs who work with larger partners across districts, and Industry PAMs who work with industry-specific partners across the region. It also discusses Microsoft's go-to-market strategies and priorities for different partner types and industries for FY2006. Finally, it lists the commitments and execution plans of the District PAM for Southern California.
Sales Administration, MIS, Distribution : worked with 250+ Field Force Team, Effective Planning and Execute, MIS, Order – Dispatch process, Audit, Cost Control, Profitability of Division, Receivable, Budgeting, Operating SAP (SD, MM & FI modules) etc.
SCM : Handle the end to end SCM activities for the Plant. To manage an efficient supply chain ensuring raw material purchasing, stock levels and sales forecasts are aligned for meeting Plant goals.
This marketing plan outlines strategies for a new product offering. It covers objectives, products, resources, outcomes, company description, strategic focus, situation analyses, target markets, branding, marketing program, data, budgets, organization, implementation, and evaluation. The plan aims to introduce a new product, build a brand image that differentiates it from competitors, target specific customer demographics, and use integrated marketing channels to achieve sales projections on budget and schedule. Key performance indicators like sales, costs, and ROI will be tracked to monitor progress and make adjustments as needed.
A second line manager has several key roles and responsibilities including:
- Forecasting sales and ensuring growth objectives are met for regions, areas, and territories
- Increasing market share and product launches while analyzing fluctuations
- Implementing strategies by understanding and ensuring execution of marketing plans
- Validating customer lists and improving coverage while developing relationships with KOLs
- Monitoring inventories, suggesting replenishments, and ensuring proper distribution
- Identifying training needs for the team and building a high performing team through retention and induction
Similar to Lhp update adds (alpha) to jd breakdown list (20)
Skybuffer SAM4U tool for SAP license adoptionTatiana Kojar
Manage and optimize your license adoption and consumption with SAM4U, an SAP free customer software asset management tool.
SAM4U, an SAP complimentary software asset management tool for customers, delivers a detailed and well-structured overview of license inventory and usage with a user-friendly interface. We offer a hosted, cost-effective, and performance-optimized SAM4U setup in the Skybuffer Cloud environment. You retain ownership of the system and data, while we manage the ABAP 7.58 infrastructure, ensuring fixed Total Cost of Ownership (TCO) and exceptional services through the SAP Fiori interface.
Let's Integrate MuleSoft RPA, COMPOSER, APM with AWS IDP along with Slackshyamraj55
Discover the seamless integration of RPA (Robotic Process Automation), COMPOSER, and APM with AWS IDP enhanced with Slack notifications. Explore how these technologies converge to streamline workflows, optimize performance, and ensure secure access, all while leveraging the power of AWS IDP and real-time communication via Slack notifications.
Nunit vs XUnit vs MSTest Differences Between These Unit Testing Frameworks.pdfflufftailshop
When it comes to unit testing in the .NET ecosystem, developers have a wide range of options available. Among the most popular choices are NUnit, XUnit, and MSTest. These unit testing frameworks provide essential tools and features to help ensure the quality and reliability of code. However, understanding the differences between these frameworks is crucial for selecting the most suitable one for your projects.
TrustArc Webinar - 2024 Global Privacy SurveyTrustArc
How does your privacy program stack up against your peers? What challenges are privacy teams tackling and prioritizing in 2024?
In the fifth annual Global Privacy Benchmarks Survey, we asked over 1,800 global privacy professionals and business executives to share their perspectives on the current state of privacy inside and outside of their organizations. This year’s report focused on emerging areas of importance for privacy and compliance professionals, including considerations and implications of Artificial Intelligence (AI) technologies, building brand trust, and different approaches for achieving higher privacy competence scores.
See how organizational priorities and strategic approaches to data security and privacy are evolving around the globe.
This webinar will review:
- The top 10 privacy insights from the fifth annual Global Privacy Benchmarks Survey
- The top challenges for privacy leaders, practitioners, and organizations in 2024
- Key themes to consider in developing and maintaining your privacy program
Monitoring and Managing Anomaly Detection on OpenShift.pdfTosin Akinosho
Monitoring and Managing Anomaly Detection on OpenShift
Overview
Dive into the world of anomaly detection on edge devices with our comprehensive hands-on tutorial. This SlideShare presentation will guide you through the entire process, from data collection and model training to edge deployment and real-time monitoring. Perfect for those looking to implement robust anomaly detection systems on resource-constrained IoT/edge devices.
Key Topics Covered
1. Introduction to Anomaly Detection
- Understand the fundamentals of anomaly detection and its importance in identifying unusual behavior or failures in systems.
2. Understanding Edge (IoT)
- Learn about edge computing and IoT, and how they enable real-time data processing and decision-making at the source.
3. What is ArgoCD?
- Discover ArgoCD, a declarative, GitOps continuous delivery tool for Kubernetes, and its role in deploying applications on edge devices.
4. Deployment Using ArgoCD for Edge Devices
- Step-by-step guide on deploying anomaly detection models on edge devices using ArgoCD.
5. Introduction to Apache Kafka and S3
- Explore Apache Kafka for real-time data streaming and Amazon S3 for scalable storage solutions.
6. Viewing Kafka Messages in the Data Lake
- Learn how to view and analyze Kafka messages stored in a data lake for better insights.
7. What is Prometheus?
- Get to know Prometheus, an open-source monitoring and alerting toolkit, and its application in monitoring edge devices.
8. Monitoring Application Metrics with Prometheus
- Detailed instructions on setting up Prometheus to monitor the performance and health of your anomaly detection system.
9. What is Camel K?
- Introduction to Camel K, a lightweight integration framework built on Apache Camel, designed for Kubernetes.
10. Configuring Camel K Integrations for Data Pipelines
- Learn how to configure Camel K for seamless data pipeline integrations in your anomaly detection workflow.
11. What is a Jupyter Notebook?
- Overview of Jupyter Notebooks, an open-source web application for creating and sharing documents with live code, equations, visualizations, and narrative text.
12. Jupyter Notebooks with Code Examples
- Hands-on examples and code snippets in Jupyter Notebooks to help you implement and test anomaly detection models.
5th LF Energy Power Grid Model Meet-up SlidesDanBrown980551
5th Power Grid Model Meet-up
It is with great pleasure that we extend to you an invitation to the 5th Power Grid Model Meet-up, scheduled for 6th June 2024. This event will adopt a hybrid format, allowing participants to join us either through an online Mircosoft Teams session or in person at TU/e located at Den Dolech 2, Eindhoven, Netherlands. The meet-up will be hosted by Eindhoven University of Technology (TU/e), a research university specializing in engineering science & technology.
Power Grid Model
The global energy transition is placing new and unprecedented demands on Distribution System Operators (DSOs). Alongside upgrades to grid capacity, processes such as digitization, capacity optimization, and congestion management are becoming vital for delivering reliable services.
Power Grid Model is an open source project from Linux Foundation Energy and provides a calculation engine that is increasingly essential for DSOs. It offers a standards-based foundation enabling real-time power systems analysis, simulations of electrical power grids, and sophisticated what-if analysis. In addition, it enables in-depth studies and analysis of the electrical power grid’s behavior and performance. This comprehensive model incorporates essential factors such as power generation capacity, electrical losses, voltage levels, power flows, and system stability.
Power Grid Model is currently being applied in a wide variety of use cases, including grid planning, expansion, reliability, and congestion studies. It can also help in analyzing the impact of renewable energy integration, assessing the effects of disturbances or faults, and developing strategies for grid control and optimization.
What to expect
For the upcoming meetup we are organizing, we have an exciting lineup of activities planned:
-Insightful presentations covering two practical applications of the Power Grid Model.
-An update on the latest advancements in Power Grid -Model technology during the first and second quarters of 2024.
-An interactive brainstorming session to discuss and propose new feature requests.
-An opportunity to connect with fellow Power Grid Model enthusiasts and users.
Salesforce Integration for Bonterra Impact Management (fka Social Solutions A...Jeffrey Haguewood
Sidekick Solutions uses Bonterra Impact Management (fka Social Solutions Apricot) and automation solutions to integrate data for business workflows.
We believe integration and automation are essential to user experience and the promise of efficient work through technology. Automation is the critical ingredient to realizing that full vision. We develop integration products and services for Bonterra Case Management software to support the deployment of automations for a variety of use cases.
This video focuses on integration of Salesforce with Bonterra Impact Management.
Interested in deploying an integration with Salesforce for Bonterra Impact Management? Contact us at sales@sidekicksolutionsllc.com to discuss next steps.
Have you ever been confused by the myriad of choices offered by AWS for hosting a website or an API?
Lambda, Elastic Beanstalk, Lightsail, Amplify, S3 (and more!) can each host websites + APIs. But which one should we choose?
Which one is cheapest? Which one is fastest? Which one will scale to meet our needs?
Join me in this session as we dive into each AWS hosting service to determine which one is best for your scenario and explain why!
Ivanti’s Patch Tuesday breakdown goes beyond patching your applications and brings you the intelligence and guidance needed to prioritize where to focus your attention first. Catch early analysis on our Ivanti blog, then join industry expert Chris Goettl for the Patch Tuesday Webinar Event. There we’ll do a deep dive into each of the bulletins and give guidance on the risks associated with the newly-identified vulnerabilities.
Programming Foundation Models with DSPy - Meetup SlidesZilliz
Prompting language models is hard, while programming language models is easy. In this talk, I will discuss the state-of-the-art framework DSPy for programming foundation models with its powerful optimizers and runtime constraint system.
Main news related to the CCS TSI 2023 (2023/1695)Jakub Marek
An English 🇬🇧 translation of a presentation to the speech I gave about the main changes brought by CCS TSI 2023 at the biggest Czech conference on Communications and signalling systems on Railways, which was held in Clarion Hotel Olomouc from 7th to 9th November 2023 (konferenceszt.cz). Attended by around 500 participants and 200 on-line followers.
The original Czech 🇨🇿 version of the presentation can be found here: https://www.slideshare.net/slideshow/hlavni-novinky-souvisejici-s-ccs-tsi-2023-2023-1695/269688092 .
The videorecording (in Czech) from the presentation is available here: https://youtu.be/WzjJWm4IyPk?si=SImb06tuXGb30BEH .
Generating privacy-protected synthetic data using Secludy and MilvusZilliz
During this demo, the founders of Secludy will demonstrate how their system utilizes Milvus to store and manipulate embeddings for generating privacy-protected synthetic data. Their approach not only maintains the confidentiality of the original data but also enhances the utility and scalability of LLMs under privacy constraints. Attendees, including machine learning engineers, data scientists, and data managers, will witness first-hand how Secludy's integration with Milvus empowers organizations to harness the power of LLMs securely and efficiently.
This presentation provides valuable insights into effective cost-saving techniques on AWS. Learn how to optimize your AWS resources by rightsizing, increasing elasticity, picking the right storage class, and choosing the best pricing model. Additionally, discover essential governance mechanisms to ensure continuous cost efficiency. Whether you are new to AWS or an experienced user, this presentation provides clear and practical tips to help you reduce your cloud costs and get the most out of your budget.
Fueling AI with Great Data with Airbyte WebinarZilliz
This talk will focus on how to collect data from a variety of sources, leveraging this data for RAG and other GenAI use cases, and finally charting your course to productionalization.
1. 1
LHP Update Adds to JD Breakdown List @ 10/20/13
Adheres to policies, procedures and regulations to ensure compliance and patient safety
Analyzes data (DMM) HSM
Analyzes data (MMM)
Approves purchases of furniture and equipment through Purchasing Department and CER
process (FM)
Assess the various enrollment programs regularly, to determine if the programs are
meeting the intended goals (EEM)
Assists Department Head to develop policies, procedures, strategies and goals that
support Department/Corporation direction (MEM)
Assists Department Head with the development of the strategic planning for the
organization (MEM)
Assists in the development of new recruitment training (SM)
Assists management with documentation required for accreditation agency audits as
needed (MMM)
Attends professional and/or departmental meetings (LUM)
Brainstorms on innovative ideas (LUM)
Builds trust/credibility with customers by demonstrating commitment to achieving
mutual goals (EEM)
Collaborate with Sales to develop rate action for new and existing groups that support the
customer expectation, as well as, corporate goals (LUM)
Collaborates with a wide variety of functional areas such as sales, underwriting,
marketing, health services, and operations to develop and provide product definitions
responsive to customer needs and market opportunities (PSM)
Collaborates with headquarters on special facilities related projects (FM)
Collaboratively works with delegated vendors to improve quality of care and outcomes
(MMM)
Communicates resolutions (LUM)
Communicates resolutions(PMM)
Completes required monthly, quarterly reports accurately and in a timely manner (MMM)
Conducts market research (PSM)
Conducts marketing analysis to develop product definitions (PSM)
Conducts post-event de-briefings to ensure a continuous process improvement effort is
undertaken (EEM)
Conducts presentations (LUM)
Conducts presentations (PMM)
Coordinates marketing, sales, operation, and financial plans for product line(s) (PSM)
Coordinates projects, reports and meetings (RAM)
Coordinates a variety of meetings (PDM)
Coordinates all training programs (TM)
2. 2
Coordinates annual Provider Seminars in conjunction with other key Plan departments
Coordinates as required with the Network Operations Director, and any other key
management/departments (PSM)
Coordinates daily staff assignments for designated department to include hiring, firing,
disciplinary actions, evaluations and training (RAM)
Coordinates in-house moves, adds and changes including system furniture
reconfigurations, renovations and new construction (FM)
Coordinates on-site and off-site storage activity (FM)
Coordinates pricing requirements for non-standard benefits through the Actuarial support
(LUM)
Coordinates professional and/or departmental meetings (LUM)
Coordinates several projects at the same time to ensure a seamless transition from one
event to another (EEM)
Coordinates technical product development, estimates of potential sales profits, and
release to production (PSM)
Coordinates the reporting requirements of the state (MPM)
Creates an environment conducive to providing service excellence (EEM)
Demonstrates a high level of attention to detail and follow through (EEM)
Demonstrates knowledge of service of provider networks (PSM)
Demonstrates knowledge of the principles of growth and development over the
appropriate age span of the unit's patients (EEM)
Demonstrates proficient knowledge of healthcare underwriting and managed care
products (LUM)
Demonstrates proficient knowledge of healthcare underwriting and managed care
products (PMM)
Designs all training programs (TM)
Designs and changes employee services programs in order to enhance
employee/organization relationships and better serve both the employee and the
organization, based on these assessments and de-briefings (EEM)
Develop renewal and new case presentations for customers that explain rate actions and
expected outcomes (LUM)
Develops (as required) the Provider Reference Guide, Provider Newsletters, annual
Provider Satisfaction Survey and any provider communications in collaboration with the
Network Operations Director, other internal staff and departments to ensure appropriate
updates are made and distributed to the provider network timely (PSM)
Develops a prioritized list of customer and market requirements for product line(s) (PSM)
Develops a variety of analytical and statistical reports to assist with departmental
forecasting (MEM)
Develops a variety of analytical and statistical reports to assist with departmental
forecasting
Develops all aspects of the underwriting process and guidelines to obtain profitability and
membership objectives (USM)
Develops ASO funding rate presentations(LUM)
3. 3
Develops business relationships with a variety other departments on product and service
development (PSM)
Develops comprehensive plans to satisfy facilities needs using sound financial judgment
(FM)
Develops marketing, sales, operation, and financial plans for product line(s) (PSM)
Develops policies, processes, strategies and goals that support Department/Corporation
direction Ensures compliance with all state, federal and other regulatory entities as
required (PSM)
Develops processes and ensure department compliance with all regulatory entities,
including NCQA, DOI, HSD, NMMRA, HEDIS (PSM)
Develops rate structures that offer the ability to enhance market share and maintain
profitability according to budget (direct through team responsibility) (LUM)
Develops routine reporting packages, ensuring consistency in all deliverables to our
clients (LUM)
Develops staff (LUM)
Develops standard operating procedures as appropriate to ensure efficiency of department
processes and compliance with developed policy and procedures (PSM)
Devises process improvements based on findings (MMM)
Distributes sales leads for respective Sales Team based on monthly sales performance
(SM)
Emphasizes continuous quality improvement (LUM)
Ensure the production of all required regulatory reports are timely, accurate, and are
produced as needed to ensure department and Health Plan compliance with all regulatory
entities. Such reports include but are not limited to HSD reporting, Geo Access and
Availability reporting, NCQA reporting, and DOI reporting (PSM)
Ensures compliance with city, state and federal codes and regulations (FM)
Ensures compliance with State and Federal regulations through daily supervision of staff,
monitoring individual sales performance and activities (SM)
Ensures quality and customer satisfaction by conducting and reviewing call audits (CCM)
Evaluates all training programs (TM)
Evaluating rate structures that offer the ability to enhance market share and maintain
profitability according to budget (LUM)
Forecasts expected outcomes (LUM)
Generates a variety of reports, records and files (PDM)
Generates data (MMM)
Identifies areas of improvement and resource requirements (PMM)
Identifies issues or abnormalities not in the normal course of business (LUM)
Identifies market trends (PSM)
Identifies quality consumer/participant care models and competencies related to case
management (TPM)
Implementation of safety management procedures (FM)
4. 4
Implements all aspects of the underwriting process and guidelines to obtain profitability
and membership objectives (USM)
Implements approved changes (MEM)
Implements compliance regarding the Commercial, Medicare and Medicaid Lines of
business (PEM)
Implements departmental policies and procedures (PEM)
Implements policies and procedures that will enhance the efficiency and compliance of
program and/or organization (MPM)
Implements process improvements based on findings (MMM)
Implements quality consumer/participant care models and competencies related to case
management (TPM)
Implementing rate structures that offer the ability to enhance market share and maintain
profitability according to budget (LUM)
Initiates timely performance feedback (LUM)
Initiating effective channels of communication with providers and related office staff
Interacts with supervisors, peers, other departments and all customer groups
demonstrating our commitment to “service” (MEM)
Maintaining effective channels of communication with providers and related office staff
(PSM)
Maintains (as required) the Provider Reference Guide, Provider Newsletters, annual
Provider Satisfaction Survey and any provider communications in collaboration with the
Network Operations Director, other internal staff and departments to ensure appropriate
updates are made and distributed to the provider network timely (PSM)
Maintains a prioritized list of customer and market requirements for product line(s)
(PSM)
Maintains a variety of reports, records and files to ensure compliance (CCM)
Maintains a variety of training material, reports, records, and files (TM)
Maintains business relationships with a variety other departments on product and service
development (PSM)
Maintains internal and regulatory Policies and Procedures (RAM)
Maintains monthly sales reports as required (SM)
Maintains ongoing sales training and education (SM)
Maintains projects, reports and meetings(RAM)
Maintains statistical data in an application database in accordance with internal and
regulatory requirements (RAM)
Maintains statistical data, trending and data reporting of case to include but not limited to
Mi Via/PCO (TPM)
Maintains statistical reports and records pertaining to operations and activities (PEM)
Makes recommendations regarding areas of improvement (CCM)
Manages all operational functions within budget (LUM)
Manages all State/CMS and other regulatory compliance standards (TPM)
Manages daily operations and activities for assigned department and staff (TPM)
Manages multiple projects, timelines and deliverable
using____________________________ (PMM)
5. 5
Manages overall clinical and non-clinical medical services related to medical utilization
management operations, case management and concurrent review activities (HSM)
Manages overall clinical and non-clinical medical services related to medical utilization
management operations, case management and concurrent review activities (MMM)
Manages the daily operations of Provider Servicing to ensure strategic goals and
objectives are being achieved and remain compliant with all regulatory entities (PSM)
Manages the planning and evaluation of the program/project for assigned area to ensure
compliance (MPM)
Manages the reporting requirements of the state (MPM)
Meets deadlines (LUM)
Meets deadlines for healthcare underwriting and managed care products (PMM)
Monitoring of contracts for maintenance and repair of facilities, furniture and equipment
(FM)
Monitors a variety of analytical and statistical reports to assist with departmental
forecasting (MEM)
Monitors a variety of analytical and statistical reports to assist with departmental
forecasting
Monitors a variety of analytics (LUM)
Monitors capital and expense budgets (FM)
Monitors compliance regarding the Commercial, Medicare and Medicaid Lines of
business (PEM)
Monitors overall clinical and non-clinical medical services related to medical utilization
management operations, case management and concurrent review activities (HSM)
Monitors overall clinical and non-clinical medical services related to medical utilization
management operations, case management and concurrent review activities (MMM)
Monitors strategic activities to ensure objectives are achieved (PSM)
Monitors strategic plan activities to ensure objectives are achieved (PDM)
Negotiation of contracts for maintenance and repair of facilities, furniture and equipment
(FM)
Orders purchases of furniture and equipment through Purchasing Department and CER
process (FM)
Oversees all State/CMS and other regulatory compliance standards (TPM)
Oversees daily staff assignments for designated department to include hiring, firing,
disciplinary actions, evaluations and training (RAM)
Oversees the daily operations of Provider Servicing to ensure strategic goals and
objectives are being achieved and remain compliant with all regulatory entities (PSM)
Oversees the development of strategic plan activities to ensure objectives are achieved
(PDM)
Oversees the development of strategic plan activities to ensure objectives are achieved
(PSM)
Oversees the planning and evaluation of the program/project for assigned area to ensure
compliance (MPM)
6. 6
Participates in developing policies and procedures that will enhance the efficiency and
compliance of program and/or organization (MPM)
Participates in development and implementation of plan to provide state-of-the-art
services enrollment process (EEM)
Participates in key sales situations for the product (PSM)
Participates in new initiatives (LUM)
Participates in pharmacy quality reviews and regulatory standards (PEM)
Participates in professional and/or departmental meetings (LUM)
Participates in the development and implementation of departmental policies and
procedures (PEM)
Participates in the development of the strategic planning for the organization
Participates in the strategic planning process for meeting growth and profitability goals
(LUM)
Performs duties as assigned by Director, Pharmacy Services (PEM)
Performs other duties as assigned or requested (LUM)
Performs other functions as necessary (LUM)
Plans the development of strategic plan activities to ensure objectives are achieved
(PDM)
Plans the development of strategic plan activities to ensure objectives are achieved (PSM)
Prepares a variety of training material, reports, records, and files(TM)
Prepares capital and expense budgets(FM)
Prepares product development objectives and schedules for all phases of product
development and introduction to market using a defined product lifecycle management
model (PSM)
Presents to internal and external customers (LUM)
Produces a variety of reports, records and files to ensure compliance (CCM)
Produces competitive analysis materials comparing product with its key competitors
(PSM)
Produces comprehensive sales reporting and analysis structures to include metrics which
measures leads and sales effectiveness (SM)
Produces monthly sales reports as required (SM)
Produces statistical reports (DMM) HSM, PEM
Provides appropriate support both internally and externally as required(RAM)
Provides direct consumer/participant care management services (TPM)
Provides feedback regarding areas of improvement (CCM)
Provides financial and technical justification for product selection and definition (PSM)
Provides technical expertise to other departments in support of product development as
well as ongoing product sales and support (PSM)
Provides training to other departments in support of product development as well as
ongoing product sales and support (PSM)
Recommends areas of improvement (DMM) HSM
Recommends changes to policies and procedures when necessary
7. 7
Recruits staff (LUM)
Trains staff (LUM)
Reports on data (MMM)
Resolves customer problems (LUM)
Resolves issues or abnormalities not in the normal course of business (LUM)
Responds to customer complaints (CCM)
Responsibility includes quick and courteous interaction with Plan providers (PSM)
Responsibility includes quick and courteous response with Plan providers (PSM)
Responsible for all decision making and problem resolution needed to carry out all
enrollment events and programs (EEM)
Responsible for conducting Grand Rounds with supporting report on a bi-weekly basis
(MMM)
Responsible for employee Ergonomics assessments and evaluation (FM)
Responsible for managing day to day operations and UW Staff (USM)
Responsible for managing the daily operations within assigned area (PDM)
Responsible for operational and administrative management of the Medicaid program for
assigned area (MPM)
Responsible for product development regarding the strategic, operational, fiscal and
objectives of the department (PDM)
Responsible for product development regarding the strategic, operational, fiscal and
objectives of the department (PSM)
Responsible for product direction regarding the strategic, operational, fiscal and
objectives of the department (PDM)
Responsible for product direction regarding the strategic, operational, fiscal and
objectives of the department (PSM)
Responsible for resolving facilities-related issues including electrical, mechanical,
security, janitorial and parking (FM)
Responsible for supporting the Health Plan and Network Operations by providing
consistent and accurate resolution to providers’ inquiries (PSM)
Responsible for the production schedule
Responsible for turnaround service level agreement (LUM)
Reviews and approves invoices pertaining to general office expenses (FM)
Reviews drawings, specifications and estimates (FM)
Reviews routine reporting packages, ensuring consistency in all deliverables to our
clients (LUM)
Schedules assigned sales team company sponsored seminars and sales activities (SM)
Schedules ongoing sales training and education (SM)
Seeks customer feedback to align business strategy with priority customer needs(EEM)
Serves as a departmental liaison (CMM, DMM, MPM, RAM, PDM, PSM,MTR)
Serves as departmental liaison (PSM)
Supervises all training programs (TM)
Supervises personnel for security, mail distribution, shipping/receiving, supplies,
messenger/courier, reception, conference room, kitchen services (FM)
8. 8
Supervises priorities and workloads for assigned professionals within the department to
ensure timely and accurate deliverables (MEM)
Supports the acquisition of stop loss fees (LUM)
Takes ownership of assignments, special projects, pilot programs (LUM)
Tracks market trends (PSM)
Tracks processes and ensure department compliance with all regulatory entities,
including NCQA, DOI, HSD, NMMRA, HEDIS (PSM)
Troubleshoots issues or abnormalities not in the normal course of business (LUM)
Understands Lovelace Health Plan business requirements (FM)
Understands the benefit plans and associated rating methodologies (LUM)
Works with various team members to develop communication plans and materials
(PMM)