271 Woodward Street, Newton, MA 02468-2010 n 617.699.2035 n firstname.lastname@example.org
Asked to serve as Interim Executive Director for a national not-for-profit. Established clear programmatic vision and achievable long-term objectives, forged alignment between activities of the staff and priorities of the Board, laid groundwork to restore organization to financial health.
Led IT support to Harvard’s Finance & Administration function, serving 5000 users and processing 19 million transactions/year¾shifted to client-server and Intranet computing; standardized LAN and desktop environments; achieved three-year computer replacement cycle with no budget increase.
At Harvard, replaced ten of nineteen major applications across six lines of business; implemented Oracle Financial Suite; and directed key components of data warehouse migration from mainframe to UNIX¾improved timeliness of operating level data from five weeks to two days.
Large-Scale Program Management
At deNovis, charged with jumpstarting development of claims engine driving 60% of functionality in a unique, real time transaction processing system for the health insurance industry¾refocused team, established development methodology, and achieved alpha release in under four months.
Took over technology lead for Harvard’s twice delayed, $50M Oracle Financial Applications project; drove integration across twenty-four units; led customization, data conversion, testing, and roll-out of nine applications across all back office operations¾achieved go-live in ten months.
Managed data warehouse projects for Harvard Pilgrim Healthcare in clinical programs, actuarial, and financial subject areas.
Retained by Eclipsys to solve critical applications development problems for this leader in healthcare systems¾integrated top-rated third party diagnostic imaging capability into the core hospital solutions portfolio, and designed a knowledge management system to improve RFP response.
MA, Economics, Cornell University
AB, Public and International Affairs, Princeton University, Cum Laude
HARVARD PILGRIM HEALTHCARE, Quincy, MA 2005 - present
n Led build-out of internal financial information subject area within enterprise data warehouse, consisting of general ledger chart of accounts and balances, accounts receivable invoice transactions, and journals. Delivered drill-back capability from ASO invoices and journals to their underlying claims detail.
n Designed population registry and outreach service applications in support of disease management programs.
n Wrote business requirements to re-host source data for IBNR estimation from legacy claims system to enterprise data warehouse.
n Co-designed rules engine to streamline NCQA/HEDIS analysis and reporting and led prototype development.
n Participating in numerous other projects as project leader, requirements analyst, and subject matter expert in finance, medical management, marketing, and regulatory compliance, as well as IT business process redesign.
DARTMOUTH COLLEGE, Hanover, NH 2005
n Provided expert knowledge to the Program Management Committee overseeing implementation of Documented business processes around operational budgets, compensation budgeting, capital projects budgets, and sponsored projects budgeting; wrote functional requirements.
n Recommended changes to business practices and policies to better support budgeting and financial management.
JEWISH RECONSTRUCTIONIST FEDERATION, Philadelphia, PA 2003-2004
Central service organization to 104 affiliated congregations. Major programmatic areas include congregational consulting and outreach, educational curricula and consulting, publications, and youth and camping.
Interim Executive Director
Recruited to lead not-for-profit organization through difficult transition. Supervise 23 full- and part-time staff, member of Executive Committee, full P&L responsibility.
n Turned around financial performance¾achieved 5.7% operating surplus, following previous year's 5.1% operating loss, while retiring $202,000 in debt and upgrading business systems.
n Directed long-range planning initiative¾partnered with Board to articulate clear mission statement, with three-year objectives, and address critical gap between programs and goals.
n Established new budgeting model¾shifted from operational to full cash-flow basis, significantly improving Board's decision-making capability, while highlighting programmatic trade-offs.
n Empowered and reorganized staff¾defined clear lines of accountability and responsibility.
n Rationalized business processes¾enabled 45% growth in resources for program development.
ECLIPSYS CORPORATION, Boston, MA 2002-2003
$240M provider of knowledge-based software and service solutions to major healthcare providers.
n Integrated a top-rated third party diagnostic imaging capability into the company’s core hospital solutions portfolio; prepared proposals totaling $13.7M in first 3 months.
n Developed a knowledge management repository/retrieval engine to reduce RFP response time
n Designed a help desk application to improve real-time support to the field sales force.
DENOVIS, INC., Lexington, MA 2000-2002
Early stage developer of an enterprise-scale application suite for healthcare insurers; funding includes $100M+ in venture capital; 150 employees.
Engagement Manager 2002
Director, Financial Systems 2000-2001
Recruited to develop critical applications; assumed leadership of stalled development and deployment projects; ultimately served as manager of the company’s lighthouse account.
n Designed Oracle-based applications for disbursement, premium billing, and cash management ¾configured to support all health insurance products, including defined contribution.
n Assumed leadership of stalled development team¾refocused project; in under four months delivered first working version of core Claims application; put critical path tasks back on schedule.
n Developed/delivered knowledge
transfer program to key customer and third party integrators
¾trained deployment teams at Deloitte Consulting and IBM Global Services.
n Created third party implementation plan¾enabled Board’s decision to outsource deployment.
n Charged with stabilizing troubled relationship with lead client¾ critical to $2.5M in consulting fees and a potential $20M/year in usage fees.
HARVARD UNIVERSITY ■ Financial Administration Office, Cambridge, MA 1990-2000
University-wide function, managing accounting, budgets/reporting, HR operations, research administration, procurement, and student financial services; 385 staff; $40M budget.
Director, IT Strategy 1999-2000
Charged with design of a consistent IT architecture, infrastructure, and supporting standards across all central administrative functions.
n Focused first phase of integration strategy on research administration¾won approval of plan to close functionality gaps in systems supporting $400M/year in sponsored research.
Director, Information Resources & Services 1990-1999
Managed portfolio of nineteen major custom and off-the-shelf business applications; 27 staff; $2.3M operating budget; $2.4M in service contracts for mainframe operations, network connectivity, e-mail, backup/recovery, and UNIX server support.
n Expanded/upgraded applications portfolio to support evolving business needs¾implemented ten new or replacement enterprise-wide packages over nine years.
n Built first integrated financial administration web site¾cut admin time 1200 hours/month.
n Created technical/financial framework for shift to desktop computing¾established hardware/software standards and a three-year asset management/replacement cycle.
n Automated data center operations¾reduced mainframe computing costs by 21%.
n Established Unix data center¾from ground zero to production in three months.
n Set up database administration function¾ensured reliability of Oracle/Sybase applications.
n Formalized source code management/problem-tracking¾cut cycle time for bug fixes 70%.
Oracle Technical & Transition Leader 1998-1999
Led technical implementation of Oracle financial applications (10.7NCA), including customization, data conversion, interface design, testing, and system transition; 23 direct reports; 100+ total staff.
n Led collaboration among 24 business units¾achieved agreement on application interfaces.
n Defined business requirements¾critical to implementation of GL, A/P, P/O and Web modules.
n Applied Oracle
Developer/2000¾developed custom applications for
and operational/management reports.
n Developed specifications, programmed, and tested all system interfaces¾27 journal feeds to General Ledger; 12 invoice feeds to Accounts Payable; 13 systems integration feeds.
MELLIOR CORPORATION, Cambridge, MA 1987-1990
Angel-funded start-up providing Windows-based expert systems software and related consulting services for business planning and analysis applications.
Assumed primary responsibility for sales, marketing, and financing/investor relations.
n Bootstrapped the business¾sought and secured $150K in seed money.
n Generated initial revenue stream¾sold $300K in prototype software and consulting.
n Established key Microsoft relationship¾won recognition as Excel Expert Developer.
PALLADIAN SOFTWARE, INC., Cambridge, MA 1984-1987
Start-up developer of AI systems for finance, manufacturing, and marketing management, with multiple rounds of VC financing totaling $40M.
Corporate VP, Marketing 1986-1987
Led development/execution of company-wide marketing strategy; served as Chief Spokesperson.
n Participated in two rounds of VC funding¾secured $19M.
VP, Product Management 1984-1986
Directed development, marketing, and sales support for company’s first product, focused on capital budgeting; seven direct reports; development budget of $700K.
n Translated input of outside financial experts into functionality/user interface specifications ¾delivered first of its kind application from prototype to market in twelve months.
n Led Fortune 500 testing¾with TI, Ryder, Nabisco, Colgate-Palmolive, and Eastman Kodak.
INTERACTIVE DATA CORPORATION, Cambridge, MA 1979-1984
$100M subsidiary of Chase Manhattan Bank, providing business applications, databases, remote hosting, and econometric consulting to the financial community.
Director, Financial Information Systems 1983-1984
Led development/marketing of new decision support software; four direct reports.
n Drove software reprogramming/integration¾delivered product in three months.
n Wrote collateral and sales support scripts¾trained sales force of 40 people.
Director of Consulting 1981-1983 n Senior Consultant 1979-1981
Promoted to lead team of thirteen consultants delivering econometric forecasting, financial modeling, investment analysis, and marketing analysis services.
n Managed three largest division accounts (GE Credit, GTE, FSLIC)¾$1.6M annual revenues.
n Increased consulting revenue 50% year over year.