Vishal Sharma has over 9 years of experience in supplier risk management, contract compliance, and financial accounting roles. He has extensive experience conducting supplier risk assessments, financial health checks, and SOX compliance testing. Currently he works as an Analyst at Accenture managing their supplier risk and performance processes. Previously he has worked on financial accounting and reconciliation projects for clients like Wells Fargo and M&T Bank. He holds an MBA in Human Resources and has received recognition and awards for his work from previous employers and clients.
Vendor Management - Compliance Checklist Manifesto SeriesContinuity Control
Regulatory examiners are expecting to see and review your financial institution's vendor management program, which is to include a process for assessing specific vendor risk, vendor selection, contracting, and ongoing oversight. This webinar will demonstrate that implementing a repeatable process will provide consistency and reduce your institution's Compliance Tax by saving you time and resources, including helping to ensure your valuable dollars are spent wisely.
Objectives:
- Understanding of the regulatory requirements for the vendor management program
- High level overview of the key elements
- Provide guidance in developing your program
- An experienced banking professional seeking a position in banking and finance that allows applying skills in operations management, business analysis, process management, and relationship management.
- Over 9 years of experience handling end-to-end banking processes including payments, transfers, reconciliations and client management for banks like Citi, Standard Chartered, and United Arab Bank.
- Strong skills in requirements gathering, documentation, testing, and ensuring compliance with regulatory standards while managing teams of up to 21 members.
Post Award Contract Management for IT Suppliers v1.0 20200701Peter Soetevent
1. Contract management involves managing a contract throughout its life to ensure both parties meet their obligations and objectives. It aims to achieve value for money through optimizing efficiency, effectiveness and economy while balancing costs and risks.
2. Key aspects of contract management include agreed service levels, pricing, incentives, communication procedures, and an exit strategy. The lifecycle begins with setting objectives, identifying needs, acquiring services, and transitioning to contract management with ongoing analysis of needs.
3. Different types of contracts require varying levels of management. Routine contracts are low value and low risk while strategic contracts are high value, complex, and high risk, requiring formal risk assessment and management.
The document outlines a tender evaluation process that involves:
1) Establishing evaluation criteria and an evaluation team
2) Evaluating vendor responses based on the criteria through activities like reference checks and product demonstrations
3) Selecting a shortlist of vendors and then a final vendor based on how well their solutions meet the criteria
The goal is to select the most appropriate vendor proposal through a transparent, objective process that minimizes subjectivity.
The power point presentation describes about the Procurement- Contract Management in detail. Some important points are covered here that will help you know, why contract management is necessary.
Audit planning involves three main reasons: 1) to obtain sufficient evidence, 2) to help keep costs reasonable, and 3) to avoid misunderstandings with the client. The key parts of planning include accepting the client, understanding the client's business and industry, assessing business risks, and performing preliminary analytical procedures. Analytical procedures are used in the planning, testing, and completion phases of the audit to understand the client, identify possible misstatements, and reduce detailed tests. Common financial ratios used in analytical procedures include liquidity, activity, debt obligation, and profitability ratios.
This document outlines a case study for implementing a metrics-driven vendor management services (VMS) framework. It begins with defining vendor management and outlining goals like reducing costs and risks. It then analyzes existing sourcing systems, data, technologies, and processes. Key sections describe the designed VMS metrics framework, including relationship, operational, financial, and satisfaction scorecards. The framework provides metrics in a customizable dashboard. Results included consolidated scorecards and drilldowns. Lessons learned stress understanding information hierarchies and ensuring quality assurance during implementation.
The document outlines the key steps in initial audit planning:
1. Accept the client and perform initial planning including client acceptance procedures, engagement letter, and staff selection.
2. Understand the client's business and industry by learning about operations, management, objectives, and the external environment.
3. Assess client business risk by evaluating sources of risk that could influence the client to misstate financials.
4. Perform preliminary analytical procedures to evaluate the client's financial health using ratios that assess short-term debt paying ability, liquidity, long-term debt obligations, and profitability.
Vendor Management - Compliance Checklist Manifesto SeriesContinuity Control
Regulatory examiners are expecting to see and review your financial institution's vendor management program, which is to include a process for assessing specific vendor risk, vendor selection, contracting, and ongoing oversight. This webinar will demonstrate that implementing a repeatable process will provide consistency and reduce your institution's Compliance Tax by saving you time and resources, including helping to ensure your valuable dollars are spent wisely.
Objectives:
- Understanding of the regulatory requirements for the vendor management program
- High level overview of the key elements
- Provide guidance in developing your program
- An experienced banking professional seeking a position in banking and finance that allows applying skills in operations management, business analysis, process management, and relationship management.
- Over 9 years of experience handling end-to-end banking processes including payments, transfers, reconciliations and client management for banks like Citi, Standard Chartered, and United Arab Bank.
- Strong skills in requirements gathering, documentation, testing, and ensuring compliance with regulatory standards while managing teams of up to 21 members.
Post Award Contract Management for IT Suppliers v1.0 20200701Peter Soetevent
1. Contract management involves managing a contract throughout its life to ensure both parties meet their obligations and objectives. It aims to achieve value for money through optimizing efficiency, effectiveness and economy while balancing costs and risks.
2. Key aspects of contract management include agreed service levels, pricing, incentives, communication procedures, and an exit strategy. The lifecycle begins with setting objectives, identifying needs, acquiring services, and transitioning to contract management with ongoing analysis of needs.
3. Different types of contracts require varying levels of management. Routine contracts are low value and low risk while strategic contracts are high value, complex, and high risk, requiring formal risk assessment and management.
The document outlines a tender evaluation process that involves:
1) Establishing evaluation criteria and an evaluation team
2) Evaluating vendor responses based on the criteria through activities like reference checks and product demonstrations
3) Selecting a shortlist of vendors and then a final vendor based on how well their solutions meet the criteria
The goal is to select the most appropriate vendor proposal through a transparent, objective process that minimizes subjectivity.
The power point presentation describes about the Procurement- Contract Management in detail. Some important points are covered here that will help you know, why contract management is necessary.
Audit planning involves three main reasons: 1) to obtain sufficient evidence, 2) to help keep costs reasonable, and 3) to avoid misunderstandings with the client. The key parts of planning include accepting the client, understanding the client's business and industry, assessing business risks, and performing preliminary analytical procedures. Analytical procedures are used in the planning, testing, and completion phases of the audit to understand the client, identify possible misstatements, and reduce detailed tests. Common financial ratios used in analytical procedures include liquidity, activity, debt obligation, and profitability ratios.
This document outlines a case study for implementing a metrics-driven vendor management services (VMS) framework. It begins with defining vendor management and outlining goals like reducing costs and risks. It then analyzes existing sourcing systems, data, technologies, and processes. Key sections describe the designed VMS metrics framework, including relationship, operational, financial, and satisfaction scorecards. The framework provides metrics in a customizable dashboard. Results included consolidated scorecards and drilldowns. Lessons learned stress understanding information hierarchies and ensuring quality assurance during implementation.
The document outlines the key steps in initial audit planning:
1. Accept the client and perform initial planning including client acceptance procedures, engagement letter, and staff selection.
2. Understand the client's business and industry by learning about operations, management, objectives, and the external environment.
3. Assess client business risk by evaluating sources of risk that could influence the client to misstate financials.
4. Perform preliminary analytical procedures to evaluate the client's financial health using ratios that assess short-term debt paying ability, liquidity, long-term debt obligations, and profitability.
The document outlines a three step contract management system:
1) Documentation and reporting of contract performance, roles, and responsibilities.
2) Oversight and accountability for contract compliance through periodic reviews and audits to identify issues.
3) Independent reviews to incorporate lessons learned back into the process and ensure alignment with strategic goals.
Dennis Jakubovitz has over 20 years of experience in procurement and sourcing for large financial services companies. He has extensive experience negotiating and managing complex technology agreements over $1 million. Currently, he works as an independent consultant providing sourcing and vendor management services for a construction project. Previously he held director level positions at UBS, Fiserv, Bank of Oklahoma, and Citigroup where he managed multi-million dollar contracts and realized significant cost savings through strategic sourcing initiatives.
This document discusses a contract management system for small businesses. It outlines the stages of contract management including initial requests, authoring, approving, executing, revising and auditing contracts. A contract management system consolidates the process, automates tasks, and increases efficiency. It allows organizations to realize expected business benefits, have cooperative suppliers, avoid disputes, and see delivery satisfaction from both parties. The system also decreases cycle times, stops revenue leakage, and increases visibility and control.
Vendor Management System - Introduction2Frank Corris
A vendor management system (VMS) allows companies to efficiently manage temporary staffing needs. It facilitates the requisition, procurement, and billing processes for contract workers. The presentation reviews key aspects of how a VMS works, provides value-added enhancements, and discusses industry trends, challenges, cost savings opportunities, and best practices related to vendor management.
The audit will review UNCCG's enterprise data warehouse platform over several phases:
1) A mobilization phase to develop audit plans and interview lists.
2) An execution phase to conduct interviews, review documents, and test controls.
3) A reporting phase to draft and finalize audit reports with findings and recommendations.
The audit will focus on data warehouse management, operations, and business integration, and assess risks relating to regulatory compliance, privacy, vendor access, and system availability. Regular communication with management will be maintained throughout the engagement.
Risk Based Quality Management System AuditingAQSS-USA
All organizations have challenges in their businesses, But these internal and external challenges pose a threat to our goals and risk of their nonfulfillment.
The document discusses several tools and strategies for effective vendor management, including scorecards to evaluate vendor performance, rationalizing the vendor base, tiering vendors, business meetings, master contracts, vendor portals, relationship guides, and training. These methods allow companies to optimize relationships with vendors, focus resources on strategic vendors, provide vendors with performance visibility, and document policies and expectations.
Vendor Management and Contract NegotiationsButlerRubin
Dan Cotter presented on vendor management and contract negotiations. He discussed creating a baseline inventory of all vendor contracts. It is important to inventory and store contracts in a centralized system for oversight. A contract management policy should establish authority levels, review procedures, vendor due diligence processes, and standard contract provisions. The policy ensures proper oversight of vendors and management of legal and financial risk. Cybersecurity and privacy are also important considerations in the contract process given the risks of third and nth-party vendors.
Management audit involves independently examining an organization's structure, operations, functions, goals, plans, policies, activities, weaknesses and evaluating management's ability to achieve objectives. It identifies defects in management, ensures objectives are achieved, and helps management administer operations efficiently. A management auditor must have technical accounting qualifications and personal qualities like an inquiring mind, integrity, and independence. Management audit provides suggestions to help attain goals and smooth operations, but can involve heavy costs and discourage manager initiative.
The document defines internal audit as an independent, objective assurance function that helps an organization accomplish its objectives by evaluating risk management and governance processes. It describes three types of audits: first-party audits evaluate an organization against its own standards, second-party audits are performed by customers on suppliers, and third-party audits are external audits performed on suppliers for registration purposes. The audit process involves planning, implementing, monitoring, and improving the audit program. Planning includes establishing objectives, responsibilities, and procedures. Implementation involves scheduling, directing activities, and record keeping. Monitoring reviews and improves the program. Improvement identifies needs for continual enhancement.
This document discusses project auditing, including what a project audit is, its benefits, how to determine a project's success or failure, and the project audit process. A project audit is a formal inquiry into any aspect of a project that aims to identify issues, improve performance, and evaluate success. It can help identify problems early, clarify costs and schedules, and reduce risks. A successful project meets its objectives efficiently and satisfies customers, while an unsuccessful one lacks clear objectives, experienced people, and accountability. The audit should cover the current and future status of the project, critical issues, risks, and lessons learned. It follows a life cycle of initiation, baseline definition, data collection, analysis, reporting, and termination.
This document provides information about a two-day training program called "Maximizing Value through Vendor Management" held in Lagos, Nigeria from August 6-8, 2014. The training will address how to effectively negotiate, execute, and manage agreements with suppliers in order to avoid issues like cost overruns and delays. It will teach participants about procurement processes, contract drafting, risk management, supplier selection and development, and software for contract management. The fee for the program is N126,000 per participant, and it will be presented by Petronomics Training, an organization that provides training and expertise in the energy sector.
This document provides an overview of the internal audit process and ISO standards. It defines an audit as an evaluation used to determine validity, reliability, and assess internal controls. Internal auditing adds value by improving risk management, controls, and governance. The ISO defines quality as features and characteristics that satisfy customer needs. The document outlines the purpose, objectives, and framework for audits, including planning, performing, and reporting phases. It describes collecting evidence, analyzing findings, and issuing final reports, as well as post-audit evaluations for continuous improvement.
Agreement between investors or owners of a project, and a management company hired for coordinating and overseeing a contract”.
A business or an organization will hire a management company to perform specific tasks. Your organization might hire a management company to look after its marketing and under the contract, the management company would perform marketing on your company’s behalf and receive a fee for doing so.
The compensation for the management might be decided based on performance or it can be a set sum decided between you are the management company.
This document discusses strategic vendor management and categorizing vendors. It provides an overview and agenda, then discusses creating a vendor management office to focus on processes and relationships. Vendors are categorized into four boxes: strategic, foundational, niche, and commodity. Strategic vendors are essential partners while foundational vendors provide important products/services. Niche vendors fill unique needs but dependence on them provides less leverage. The goal is managing vendors efficiently based on their categorization.
This document summarizes the professional experience of an internal auditor working at PricewaterhouseCoopers from January 2012 to October 2015. It outlines their responsibilities performing internal audits across various industries, including telecommunications, entertainment, mining, construction, health, and investments. It provides details on specific internal audit engagements conducted for clients such as Vodafone, Phumelela Gaming & Leisure, Telkom, Lonmin, Macsteel, Life Healthcare, and Attacq Investment service. Duties included conducting interviews, testing controls and processes, identifying risks and opportunities for improvement, and reporting audit findings and recommendations.
Este documento presenta los conceptos de máximos y mínimos en funciones de varias variables, incluyendo los puntos críticos, clasificación de puntos y el método de Lagrange para determinar máximos y mínimos sujetos a restricciones. Luego proporciona varios ejercicios para aplicar estos conceptos al cálculo de máximos, mínimos, puntos óptimos y beneficios máximos en diferentes contextos.
Computer scans of the foot can measure pressure exerted on different areas. The scans quantify peak pressures and can identify pressures beyond tolerable limits, which can be the cause of ulcers. The scans show red areas of abnormally high pressure and reveal how the foot falls and which areas contact the ground. This helps identify areas at risk for future ulcers.
O documento discute proteção contra sobrecorrentes e dimensionamento de condutores elétricos. Aborda normas técnicas e legislação aplicáveis, conceitos como corrente nominal, sobrecarga e curto-circuito, e características de disjuntores e condutores. O objetivo é garantir a segurança do sistema elétrico e dos usuários através do dimensionamento e proteção adequados contra sobrecorrentes.
Marlena Gontarska received a PRINCE2 Practitioner Certificate in Project Management on May 13, 2016. The certificate number is GR634023611MG and was printed on September 30, 2016. The certificate is valid until May 13, 2021 and has a verification code of 9980002451880296.
Surat pengantar dan penjabaran rumus abcRisnaayu157
Surat permohanan bantuan dana kegiatan halal bilhalal untuk pengembangan bangunan Masjid Babus Salam. Surat ini diajukan oleh Panitia Pembangunan Masjid kepada PT. Jaya Abadi untuk mendukung kegiatan pembangunan masjid yang lebih bermanfaat bagi masyarakat.
Este documento clasifica cuatro tipos de datos de entrada para simulaciones de procesos industriales: frecuencia, que se refiere a la cantidad de veces que un proceso periódico se repite por unidad de tiempo; medida, que es el resultado de comparar una magnitud con una unidad de la misma especie; intervalo, que es la porción de tiempo o espacio entre dos hechos o cosas de la misma naturaleza; y duración, que es el tiempo entre el comienzo y el final de un proceso.
The document outlines a three step contract management system:
1) Documentation and reporting of contract performance, roles, and responsibilities.
2) Oversight and accountability for contract compliance through periodic reviews and audits to identify issues.
3) Independent reviews to incorporate lessons learned back into the process and ensure alignment with strategic goals.
Dennis Jakubovitz has over 20 years of experience in procurement and sourcing for large financial services companies. He has extensive experience negotiating and managing complex technology agreements over $1 million. Currently, he works as an independent consultant providing sourcing and vendor management services for a construction project. Previously he held director level positions at UBS, Fiserv, Bank of Oklahoma, and Citigroup where he managed multi-million dollar contracts and realized significant cost savings through strategic sourcing initiatives.
This document discusses a contract management system for small businesses. It outlines the stages of contract management including initial requests, authoring, approving, executing, revising and auditing contracts. A contract management system consolidates the process, automates tasks, and increases efficiency. It allows organizations to realize expected business benefits, have cooperative suppliers, avoid disputes, and see delivery satisfaction from both parties. The system also decreases cycle times, stops revenue leakage, and increases visibility and control.
Vendor Management System - Introduction2Frank Corris
A vendor management system (VMS) allows companies to efficiently manage temporary staffing needs. It facilitates the requisition, procurement, and billing processes for contract workers. The presentation reviews key aspects of how a VMS works, provides value-added enhancements, and discusses industry trends, challenges, cost savings opportunities, and best practices related to vendor management.
The audit will review UNCCG's enterprise data warehouse platform over several phases:
1) A mobilization phase to develop audit plans and interview lists.
2) An execution phase to conduct interviews, review documents, and test controls.
3) A reporting phase to draft and finalize audit reports with findings and recommendations.
The audit will focus on data warehouse management, operations, and business integration, and assess risks relating to regulatory compliance, privacy, vendor access, and system availability. Regular communication with management will be maintained throughout the engagement.
Risk Based Quality Management System AuditingAQSS-USA
All organizations have challenges in their businesses, But these internal and external challenges pose a threat to our goals and risk of their nonfulfillment.
The document discusses several tools and strategies for effective vendor management, including scorecards to evaluate vendor performance, rationalizing the vendor base, tiering vendors, business meetings, master contracts, vendor portals, relationship guides, and training. These methods allow companies to optimize relationships with vendors, focus resources on strategic vendors, provide vendors with performance visibility, and document policies and expectations.
Vendor Management and Contract NegotiationsButlerRubin
Dan Cotter presented on vendor management and contract negotiations. He discussed creating a baseline inventory of all vendor contracts. It is important to inventory and store contracts in a centralized system for oversight. A contract management policy should establish authority levels, review procedures, vendor due diligence processes, and standard contract provisions. The policy ensures proper oversight of vendors and management of legal and financial risk. Cybersecurity and privacy are also important considerations in the contract process given the risks of third and nth-party vendors.
Management audit involves independently examining an organization's structure, operations, functions, goals, plans, policies, activities, weaknesses and evaluating management's ability to achieve objectives. It identifies defects in management, ensures objectives are achieved, and helps management administer operations efficiently. A management auditor must have technical accounting qualifications and personal qualities like an inquiring mind, integrity, and independence. Management audit provides suggestions to help attain goals and smooth operations, but can involve heavy costs and discourage manager initiative.
The document defines internal audit as an independent, objective assurance function that helps an organization accomplish its objectives by evaluating risk management and governance processes. It describes three types of audits: first-party audits evaluate an organization against its own standards, second-party audits are performed by customers on suppliers, and third-party audits are external audits performed on suppliers for registration purposes. The audit process involves planning, implementing, monitoring, and improving the audit program. Planning includes establishing objectives, responsibilities, and procedures. Implementation involves scheduling, directing activities, and record keeping. Monitoring reviews and improves the program. Improvement identifies needs for continual enhancement.
This document discusses project auditing, including what a project audit is, its benefits, how to determine a project's success or failure, and the project audit process. A project audit is a formal inquiry into any aspect of a project that aims to identify issues, improve performance, and evaluate success. It can help identify problems early, clarify costs and schedules, and reduce risks. A successful project meets its objectives efficiently and satisfies customers, while an unsuccessful one lacks clear objectives, experienced people, and accountability. The audit should cover the current and future status of the project, critical issues, risks, and lessons learned. It follows a life cycle of initiation, baseline definition, data collection, analysis, reporting, and termination.
This document provides information about a two-day training program called "Maximizing Value through Vendor Management" held in Lagos, Nigeria from August 6-8, 2014. The training will address how to effectively negotiate, execute, and manage agreements with suppliers in order to avoid issues like cost overruns and delays. It will teach participants about procurement processes, contract drafting, risk management, supplier selection and development, and software for contract management. The fee for the program is N126,000 per participant, and it will be presented by Petronomics Training, an organization that provides training and expertise in the energy sector.
This document provides an overview of the internal audit process and ISO standards. It defines an audit as an evaluation used to determine validity, reliability, and assess internal controls. Internal auditing adds value by improving risk management, controls, and governance. The ISO defines quality as features and characteristics that satisfy customer needs. The document outlines the purpose, objectives, and framework for audits, including planning, performing, and reporting phases. It describes collecting evidence, analyzing findings, and issuing final reports, as well as post-audit evaluations for continuous improvement.
Agreement between investors or owners of a project, and a management company hired for coordinating and overseeing a contract”.
A business or an organization will hire a management company to perform specific tasks. Your organization might hire a management company to look after its marketing and under the contract, the management company would perform marketing on your company’s behalf and receive a fee for doing so.
The compensation for the management might be decided based on performance or it can be a set sum decided between you are the management company.
This document discusses strategic vendor management and categorizing vendors. It provides an overview and agenda, then discusses creating a vendor management office to focus on processes and relationships. Vendors are categorized into four boxes: strategic, foundational, niche, and commodity. Strategic vendors are essential partners while foundational vendors provide important products/services. Niche vendors fill unique needs but dependence on them provides less leverage. The goal is managing vendors efficiently based on their categorization.
This document summarizes the professional experience of an internal auditor working at PricewaterhouseCoopers from January 2012 to October 2015. It outlines their responsibilities performing internal audits across various industries, including telecommunications, entertainment, mining, construction, health, and investments. It provides details on specific internal audit engagements conducted for clients such as Vodafone, Phumelela Gaming & Leisure, Telkom, Lonmin, Macsteel, Life Healthcare, and Attacq Investment service. Duties included conducting interviews, testing controls and processes, identifying risks and opportunities for improvement, and reporting audit findings and recommendations.
Este documento presenta los conceptos de máximos y mínimos en funciones de varias variables, incluyendo los puntos críticos, clasificación de puntos y el método de Lagrange para determinar máximos y mínimos sujetos a restricciones. Luego proporciona varios ejercicios para aplicar estos conceptos al cálculo de máximos, mínimos, puntos óptimos y beneficios máximos en diferentes contextos.
Computer scans of the foot can measure pressure exerted on different areas. The scans quantify peak pressures and can identify pressures beyond tolerable limits, which can be the cause of ulcers. The scans show red areas of abnormally high pressure and reveal how the foot falls and which areas contact the ground. This helps identify areas at risk for future ulcers.
O documento discute proteção contra sobrecorrentes e dimensionamento de condutores elétricos. Aborda normas técnicas e legislação aplicáveis, conceitos como corrente nominal, sobrecarga e curto-circuito, e características de disjuntores e condutores. O objetivo é garantir a segurança do sistema elétrico e dos usuários através do dimensionamento e proteção adequados contra sobrecorrentes.
Marlena Gontarska received a PRINCE2 Practitioner Certificate in Project Management on May 13, 2016. The certificate number is GR634023611MG and was printed on September 30, 2016. The certificate is valid until May 13, 2021 and has a verification code of 9980002451880296.
Surat pengantar dan penjabaran rumus abcRisnaayu157
Surat permohanan bantuan dana kegiatan halal bilhalal untuk pengembangan bangunan Masjid Babus Salam. Surat ini diajukan oleh Panitia Pembangunan Masjid kepada PT. Jaya Abadi untuk mendukung kegiatan pembangunan masjid yang lebih bermanfaat bagi masyarakat.
Este documento clasifica cuatro tipos de datos de entrada para simulaciones de procesos industriales: frecuencia, que se refiere a la cantidad de veces que un proceso periódico se repite por unidad de tiempo; medida, que es el resultado de comparar una magnitud con una unidad de la misma especie; intervalo, que es la porción de tiempo o espacio entre dos hechos o cosas de la misma naturaleza; y duración, que es el tiempo entre el comienzo y el final de un proceso.
The Disruptive Reader: Three Urgent Questions for B2B Marketing InnovatorsShelly Lucas
This reader is dedicated to the marketing misfits. The interrogators. Because marketers who are courageous enough to ask probing questions are the ones who transform their businesses and ignite their careers.
Marketing Data Renovators Guide: 10 Steps to Prime Your B2B Database for Anal...Shelly Lucas
This document provides 10 steps to prepare a marketing database for analytics by renovating the data like a fixer-upper home. It begins by separating wants from needs and nailing down a budget. Consulting an expert to finalize a design is recommended before going deep into infrastructure upgrades and checking regulations. The steps also include auditing current data and ordering what's needed, expecting surprises, adding finishing touches, and reappraising the results. The overall message is that data quality renovations require careful planning, expertise, and ongoing maintenance for analytics to provide accurate insights.
Customer Hunters: Data-Savvy Tips for Finding Your Dream BuyersShelly Lucas
Missing customer information leads to missed (or misleading) opportunities. No one knows this better than buyer's real estate agents. B2B marketers would do well to apply the same wisdom as they hunt for customers. In this fun slideshow, you'll discover data-savvy tips for finding dream buyers and making them feel at home with you. Enjoy!
1. This document provides a summary of Chirag J. Patel's qualifications and experience. It includes his education background, technical skills, projects undertaken and publication.
2. Chirag has a M.Tech in VLSI Design and B.Tech in ECE. His technical skills include Verilog, VHDL, C and digital design flows. He has worked on projects involving power detection circuits, UART implementation on FPGA and ECG encoding.
3. Chirag has published a paper on "Quasi T-coil CMOS power detector with self-bias embedded amplifier" in IJSRD journal. He is looking for a result oriented position that allows him to utilize his skills and
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.
Anil Kumar has over 9 years of experience in business analysis and operations management in the investment banking domain. He has expertise in areas like cash operations, client services, transitions, OTC collateral management, and prime brokerage. He is proficient with tools like SSR, TLM, PLM, Bloomberg, and triOptima. His previous roles include Team Leader at State Street HCL Services, Process Specialist and Senior Process Associate at Cognizant, and Process Supervisor at Deutsche Bank Operations International. He holds a Bachelor's degree in Commerce from Nagarjuna University.
Ravi Khanchandani has over 9 years of experience in operations and asset servicing roles at Nomura Services and Lehman Brothers, including managing teams and analyzing risks and processes. He has a background in corporate actions processing and collateral management, and is seeking a challenging role in investment banking or retail banking involving process improvements and risk analysis. His experience includes automating processes, implementing new systems, and managing teams to improve efficiency.
This document provides a summary of Dennis L. Batdorf's professional experience and qualifications. He has over 20 years of experience managing projects and audits related to governance, risk management, and compliance frameworks. His experience spans multiple industries and includes roles such as Project Manager, Senior Regulatory Compliance Specialist, and Audit Manager. He has expertise in areas such as SOX, PCI DSS, ISO, and information security auditing.
Subhathira Sambandan has over 15 years of experience in banking and finance, including 2.5 years of experience in Know Your Customer (KYC) and Anti-Money Laundering (AML) regulation. She currently works as a Senior AML - KYC professional at Bank of America Merrill Lynch, where she performs quality assurance on client onboarding and documentation. Prior to this, she held roles in documentation, operations, and retail banking at organizations including Barclays Capital, Temasek Holdings, Development Bank of Singapore, and Indian Bank Singapore. She has a background in psychology, computer studies, and information technology.
Inka Traktman has over 15 years of experience in strategic sourcing, vendor management, and category management. She has achieved significant cost savings through market scans, streamlining suppliers, and negotiating contracts. She is effective at developing programs that align with business strategies and recognizing strategic goals. Traktman has experience managing a diverse range of categories including IT, marketing, hardware, and more. She ensures contracts minimize risk and compliance needs are met.
This document provides a summary of Nitesh D. Rai's career objective, qualifications, and professional experience. Rai has over 7 years of experience in the banking sector and is currently pursuing an MBA in finance. He has held roles in areas such as costing and budgeting, project management, auditing, expenses and invoicing, quality analysis and training. Rai has received several awards for his performance and has expertise in financial analysis, process development, and customer service. He is proficient in various banking tools and Microsoft Office and seeks a challenging career with opportunities for growth.
- 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.
This document summarizes an individual's professional experience working in derivatives operations and trade processing over the past 10 years. Some key highlights include:
- Over 8 years of experience leading a successful operations team and transitioning processes between different regions.
- Expertise in trade capture, settlement, cash movements, and reconciliations across various asset classes and global currencies.
- Strong communication, analytical, and problem-solving skills along with experience training others and implementing process improvements.
- Current role as a Team Leader responsible for managing resources and ensuring accurate and timely processing of derivative trades.
This document summarizes the career experience of a senior level risk manager with nearly 10 years of experience in risk management, compliance, operations, audit, credit, and policy formulation. They currently serve as a senior risk manager at Bajaj Finserv Lending, where they establish risk frameworks, develop policies, implement risk management tools, conduct risk analysis and reporting, ensure compliance, and provide staff training. Prior experience includes roles as a credit analyst at Development Credit Bank and Axis Bank, where responsibilities involved credit analysis, financial assessment, and risk profiling of corporate clients. Additional experience was gained in business intelligence, product development, and technical support roles.
Sumeet Banerjee has over 9 years of experience in finance roles including banking operations, investment banking, credit rating, auditing, and client relationship management. He has a PGDM in Finance, is a CA Inter qualified, and holds a B.Com (Hons). Sumeet seeks a challenging position that allows professional growth. He has received several performance awards and has led projects with cost savings and efficiency improvements.
Audit Scenario Based Interview Questions.pdfinfosecTrain
To help you be ready for success, here is a compilation of important questions: In order to demonstrate your knowledge and assurance in an audit scenario-based interview, keep in mind that preparation is essential.
Here's a roundup of crucial questions to prepare you for success: Remember, preparation is key to showcasing your expertise and confidence during an audit scenario-based interview.
The document provides a profile summary for an individual with over 14 years of experience in operations management, project management, resource management, mortgage underwriting, data analysis, and risk management. Key experiences include managing mortgage operations at Morgan Stanley, loan validation and underwriting at TCS for Citigroup, and sales experience. Educational background includes an MBA in Finance and Bachelor's in Mechanical Engineering. Skill sets include mortgage underwriting, operations management, process optimization, data analysis, risk analysis, and team leadership.
The document describes various client engagements related to financial services projects involving trade order management, custodial services conversion, vendor selection, system implementations, workflow reengineering, and risk management. Areas of work included project management, business analysis, requirements gathering, testing, and documentation of policies, procedures, and accounting rules. The engagements spanned industries such as asset management, banking, insurance, and involved both domestic and international clients.
09072016 Walt +.Current.Resume+coverletterWalt Richards
This document summarizes Walt Richards' 33 years of experience in software development, deployment, and support across various roles. It highlights his expertise in requirements gathering, system integrations, deployments, and governance of large and small software projects. Richards has experience interfacing with business organizations at senior levels across functions like accounting, compliance, finance, and human resources. Specifically, it outlines his 14 years of experience at Ultimate Software in roles involving development, project management, product strategy, and services, as well as 19 years at ADP in field and corporate roles implementing software solutions through business analysis and best practices.
This document provides an introduction and overview of the author's professional experiences and areas of focus. The author has extensive experience in energy trading, accounting, and structured credit. Specific experiences include global energy commodities trading, implementing trading systems, refinery operations, conducting audits, financial reporting, and modeling complex financial structures. The author also includes details on commodities and industries worked with, software and applications experience, certifications pursued, and an example project valuing shares of a closed end mutual fund.
Ranjith Dass has over 8 years of experience in banking operations such as securities pricing, anti-money laundering operations, know your customer operations, and trade processing. He has a valid US visa and experience leading teams and managing clients. Ranjith Dass holds an MBA in finance and seeks a challenging position that utilizes his skills and experience in investment banking or a related field.
The document provides a summary and details of Tulasidhar Nagireddy's work experience and qualifications. He has over 6 years of experience in accounts payable, processing invoices, managing vendors, and auditing invoices. He is currently an Assistant Manager at Genpact with responsibilities including managing a team of 24 accounts payable analysts. Previously he has worked at HSBC and Capital IQ in roles related to accounts, customer service, and financial analysis. He holds an MBA and has received certifications in accounts payable and leadership.
1. Vishal Sharma
Objective
My objective is to evolve as a learning individual and transform the learning to create value for
the employer organization by constantly taking up new, challenging and innovative assignments
for symbiotic growth.
Professional Experience 9.7+ years
Organization: Accenture, Gurgaon June 2011-Present
Designation: Analyst (SME)
Supplier Risk & Performance management/Contract’s due diligence/Compliance:
Part of supplier risk & Performance team and responsible for procurement process audits, SOX testing of
AMEX contracts with suppliers, financial health analysis of supplier and determining risk rating of various
suppliers based on the risk pillars of compliance, Sox, Reputation, Info Sec, Antitrust, Anticorruption due
diligence.
Accountable for conducting Supplier Risk & Performance management for outsourcing providers including
Financial Health Checks, Anti-Corruption Due Diligence and Risk Assessment
Work with GSM contract Managers to drive compliance with new and existing procurement policies
supports the organization, Compliance teams working with Supplier Management and compliance
program requirements
Ensure completion and review of Supplier Risk Assessments and closure of Identified gaps.
Ensure service delivery for the designated processes according to the agreed-upon Service Level
Agreements
Arranging performance reviews with key suppliers and internal stakeholders to evaluate supplier
performance and make recommendations to address issues and exploit opportunities.
Performing analyses of supplier spend data and process metrics to proactively recommend improvements.
Responsible for SOX compliance testing includes purchase obligation (Committed spend/termination
penalty) testing in contracts, (Master Service type, amendment, SOW, Schedules, addendum, etc).
Risk & Compliance
Monthly, Quarterly and annual SOX audits of various contracts (agreement, sub agreement, amendment,
statement of work (SOW) etc with suppliers.
Create draft and expiring contracts report from the dump extracted from ARIBA, analyzing their financial
spend and present it to client and top management on monthly call.
As supplier risk analyst, responsible for financial health evaluation and supplier risk assessment based on
service risk, third party risk assessment and anti-corruption due diligence documents.
Analysis of the financial statements of the supplier and predicting that whether the supplier is eligible for
doing business as per the benchmark of client.
Responsible for uploading the financial statements received from commodity managers in I-cruise tool
(Managed by the CRU (Credit Rating Unit) team within the RIM (Risk and Information Management)
organization.
In case of the missing financial statements, responsible for doing follow ups with the commodity managers
and suppliers to get the statements within the TAT.
Responsible for analyzing risk assessment for new and existing suppliers based on the risk pillars of
compliance, SOX, Info Sec , Antitrust, Fourth party and Business Continuity, Coordinating with category
managers, Business unit, third party relationship managers and suppliers.
2. Scrutinizing the various elements including in a risk assessment questionnaire and walking the category
manager and third party relation manager through it on RAQ call-validating the service risk assessment
questions.
Responsible for collecting due diligence documents from the supplier and getting necessary signoffs from
Quality team and BU.
Once the signoffs received from BU, generating the work order in Archer.
In Case of High and Medium Risk, responsible to get the risk memo and exit and replacement
strategy.signed by the concerned authorities, before proceeding into contract with the supplier.
Supervising and auditing the sanctions screening process (Office of foreign asset control act) from
Accenture’s side, advising GSM on OFAC alert’s timely closure and coordinating with operations risk
management team in AMEX.
Contract life cycle Management:
Supporting GSM team in audit and publication of various contracts such as Master Service Agreement, SOW,
stand-alone on Ariba work bench etc along with this performing supplier’s risk assessment for new and
existing vendors.
Checking if all compliances are met like AFSR (Accounting Firm Service Request), SSJ (Single source
justification), Supplier risk assessments, OFAC (Office of Foreign Control and Assets) checks, funding
approvals, MCR (Material Contract Review), risk memo etc.
Reviewing, redlining and drafting Statement of Work (SOW), Sub-agreements like Standalone
Agreements, and Amendments SOW for MC, PS, IT and Training etc. as per Company policy and Master
Service Agreement.
Preparing the final contract by taking signatures from Supplier-GSM and publishing it into Ariba Upstream.
Creation of Purchase Requisition, Change orders for amendment request (increase and decrease in
values & quantities), and Replacement PO’s for the commodity like MC, PS, RS and IT.
Sending PO to suppliers with fully executed documents.
Communicating with clients, customers and vendors and updating them as necessary.
Handling and replying e-mails from internal and external customers.
E-Sourcing
Sourcing (RFX& Spot Buy) team catering to procure IT products (Software and Hardware) and non
–IT as well (professional services, consultancy services).
Introduce new suppliers for the client after thorough research and follow up with them.
Conduct due diligence ACDD ( Anti-Corruption Due-Diligence ), Supplier Health Analysis, OFAC
( Sanction Screening) for the suppliers who want to render IT products.
Preparing comparative analysis of prices and share the results with Business Units of the client.
Negotiating with suppliers on the price and quotations submitted by them.
Creating and Issuing Purchase Order to vendors after the approval of client.
Arranging performance reviews with key suppliers and internal stakeholders to evaluate supplier
performance and make recommendations to address issues and exploit opportunities.
Performing analyses of supplier spend data and process metrics to proactively recommend
improvements.
3. Project 2: R2R:
Project is part of R2R group of one of the largest client in testing and certification business.
Working closely with the business unit of the customer organization and provide them with
financial accounting support in particular on period-end close of the General Ledger so as to be
able to report financial results in a timely and accurate manner and also to support in exercising
financial control over the General Ledger mainly through the process of account reconciliations.
Preparation of financial information through reports (Financial Reporting).
Key Responsibility handled: Successful Transitioning of critical R2R process and made all
process documents like SOPs, Process Maps.
1) Being an SME /KT resource training imparted to all the team members on various
processes like Reconciliation, Financial Reporting.
2) Used to be a point of contact for all the queries between client and team members.
3) Done Quality check for various processes.
4) Preparation and monitoring the adherence of production, QC and Cross training
Schedules for the team, considering back up planning.
5) Assist business units of client (one of the largest companies in the world) to close their
financial books for period-end (Month / Quarter / Year) and enable them to report
financial results.
6) Reconciliation of assigned accounts in General Ledger to their independent source.
7) Processing periodic / regular journals either based on standing instructions from client
or as an adhoc request from client, after carrying out necessary checks per prescribed
process.
Systems & Application used:
PeopleSoft, Microsoft outlook, CITRIX, R- Portal, Bridger, COGNOS, ARIBA,
Millenium.
Key Achievements:
• Highly appreciated by the client for managing work efficiently and effectively
during training, pilot and production phases.
• Awarded with the Prestigious recognition “PRIDE” for handling the process
efficiently on time with 100% accuracy.
• Maintained 100% TAT and SLA’S for the Process.
• Done an End to End Project in Transitioning GBT PO’s globally from Mainframe
to Ariba and Oracle.
4. Organization: Genpact India, Gurgaon
Oct 2007- June 2011
Client: Wells Fargo Advisors
Designation: Process Developer.
Project Description:
Project is part of Control Processing and Reporting (CPR) group of Wells Fargo Advisors. It deals
with the US Security Market - calculation and analysis of the no. of shares which customers buy
or sell on NYSE and then Reconciling the accounts and send reports to the client.
Key Responsibility Handled:
A) Pilot process transitioned and documentation done like Standard Operating Procedures
(SOPs), Data capture sheets, training imparted to new hires.
B) Directed work flow, supervised and trained new hires.
C) Monitoring the completion of work as per the TAT and SLA of all processes.
D) Preparation of Dashboards and making client calls on weekly and monthly basis.
Key Role Performed:
Worked as a Process Developer managed all the process work, prepared all the process reports
and directly report to Manager and US client. Moreover prepared and monitored the adherence
of production, QC and Cross training Schedules for the team, considering back up planning
Process Overview: Responsible for data transaction processing, auditing and handling of the
entire sub processes:
• Regulatory Reporting: Reconciliation of the margin and cash accounts of the
customers and reporting back to client for the same.
• Limited Partnership Reconciliation: To analyze, audit and reconcile the books of
Limited Partnerships as per General Partners.
• Account Maintenance & Transfer & Re-Registration: Updating and reconciling over
15000 Accounts of Limited Partners with 100% TAT and SLA’S.
Key Achievements:
• Highly appreciated by the client for managing entire work efficiently and
effectively during training, pilot and production phases.
• Awarded with the Bronze Awards for the best performance in the process and
handling the entire process efficiently on time with 100% accuracy.
5. • Managed over 1,000 accounts while working directly with the onshore team.
• Maintained 100% TAT and SLA’S for all the Processes.
Organization: WNS Global Services, Gurgaon Apr 2007- Oct 2007
Client: M&T Bank (16th largest US bank)
Designation: Senior Process Associate
Project Description: ‘Pension Services’ is banking and insurance pilot process.
This project dealt with the analysis and preparation of the Pensions of the entire customer’s for
M&T Bank on daily basis.
Role and Responsibilities: Responsible for analyzing, data transaction processing, auditing
and handling of the entire three sub processes:
• Pace Verification: To open new accounts and verifying all the necessary documents
attached.
• Beneficiary Updation: To analyze and update the beneficiaries’ records of thousands
of customer’s.
• Scheduled Distribution: Maintaining and distributing the Pension for the entire
eligible customer’s.
Key Achievements:
• Successfully completed the pilot phase with 100% TAT and SLA’S.
• Recognized as Best Trainee and processor in the team.
Organization: NIIT Smart Serve, Gurgaon Mar 2006- Apr 2007
Client: SESAME (UK’s Largest Financial Advisory Services Company)
Designation: Compliance analyst.
Project Description:
Project involves performing compliance checks of financial advisors (SeaSame) and reporting
back to auditors for review.
Role and Responsibilities:
6. • Analyzing the portfolio for High Net worth Clients.
• Monitoring and auditing the financial planning recommendations by FA’S on various
investment options like Insurance, Pensions, and Mortgage.
• Establishing and Defining the client Relationship.
• Gathering Client data and Goals.
• Analyzing and Evaluating the Client’s Financial Status
• Approving all important correspondences sent to the client.
Key Achievements: Appreciated for 100% Quality Compliance for the Investment cases with
0% margin of error.
Training & Certifications
• Certified Financial Advisor (CeFA) from Institute of financial services (IFS), UK under
the chartered institute of bankers. It deals with various types and working of financial
and Investment Products like Insurance, Bonds, Pensions, and Mortgages.
• Knowledge of Hoovers and Ariba Discovery for web based search for the potential
suppliers.
• Knowledge of Millennium, TAPS, and Oracle Application on the job to release Purchase
Order.
• Using AribaOn Demand 12S2 for Contracting.
• Worked on TPX, BETA, a mainframe financial banking software.
• Compliance, Integrity, Lean Six sigma, Banking 101, Data Privacy, Anti money-
laundering.
• Computer skills include Microsoft Word, Excel, Access, PowerPoint, Outlook Express,
Microsoft Windows XP and Microsoft Office XP Professional.
• ERP Application—People soft.
• Advance Diploma in Web Designing from STG (2 years).
•
Academics
Name of Degree College/University Year of
Passin
g
Masters in Business Administration
(MBA) in Human Resources.
Symbiosis Institute of
Management (SCDL), Pune.
Jun
2005
Masters in Banking & Insurance
(Mcom)
Annamalai University,
Pondicherry.
Apr
2005
Bachelor of Commerce(Bcom) Delhi University Mar
2002
7. Achievements
• Won school Level Prizes in Vocal Music.
• Won Inter school football championships.
• Associated with GENPACT’s cricket team and played Cricket Tournaments organized
yearly.
• HR SPOC for all the entities and being appreciated by the management for handling
sensitive issues like, Employee grievances, retention and fun activities in all the LOB’s
have worked in GENPACT and different companies.
Personal Details
Gender: Male
Date of Birth: Feb 03, 1982
Contact numbers: +91-9868368142(Mobile), +91-011-28124488(Res.)
Passport and Visa: Yes (US VISA-2 years).
Email: contactvishal_sharma82@rediffmail.com