Project Management and Analyst Skills

Here is a small sampling of the types of projects I’ve managed and the kinds of skills I’ve used. 

Universal Biller Account Migration Project                                                                            January 2020 – October 2020 

As the lead on the project, reporting all progress to the Director of Global Operations and the supervising Senior Manager of Billing, my role was to complete the migration of account management to a universal billing model. Planned, executed, and tracked the transition of 1150 projects between 250 employees across 5 teams in 3 U.S. centers.

Top Delinquent National Accounts Reconciliation Project                                                     September 2017 – June 2018

As the lead on the project, reporting all progress to the Senior Manager of Billing, my role was to complete a full account review and reconciliation, and drive the billing team and sales team to complete necessary changes.

Some of the challenges I encountered were as follows:

  • Assets spread across multiple accounts
  • Unsupportable billing process introduced by the sales team
  • Manual billing that created uncertainty of whether invoicing had truly been delivered
  • Severe delays of up to 12 months in delivering their invoicing

 

I worked closely with the billing team and the sales team to realign the billing and review processes to be in line with what our company supported while also improving the timeliness of invoice delivery. My work resulted in the complete delivery of the customer’s outstanding invoicing with an agreement from the customer to resolve them. It also resulted in the delivery of invoices within 30 days of generation as well as the successful merging of assets under a single account for improved manageability.

Workload De-centralization/System Migration Project                                                                          August 2016 – September 2017 

As the lead on the project, reporting all progress to the Director of Global Operations and the Senior Managers of Billing,  my role was to facilitate the transfer of the knowledge base and management of Managed Services accounts from one centralized team to 4 separate teams in 3 U.S. center locations while the data for the affected accounts migrated from an outdated electronic system to the Oracle billing system.

Some of the challenges I encountered were as follows:  

  • Management of various personalities impacted by the workload transfer.
  • Lack of central database to house knowledge and history of the accounts.
  • Tracking the migration of 1300 projects numbers spread across 400+ accounts.
  • Standardizing the migration activities for 300+ employees reporting up through 4 different Senior Managers.

 

Among other duties, I developed processes for the transition of accounts and a centralized data hub. I mapped out timelines for all teams, held communication sessions with the various teams as well as with the senior leadership team on a weekly basis, and identified best practices to help all of the teams.  I documented issues and tracked down solutions so all teams would be aware of how to handle the various scenarios encountered, and I monitored the progress of the transition to close gaps in information transfer. My work resulted in a successful completion of this project on schedule as well as a request from three other departments to assist with their migrations.

Invoice Optimization Project                                                                                                                 May 2015 – November 2016

As the lead on the project, I reported all progress to the Director of Global Operations and the Director of Vertical Markets, and I addressed any opportunities within the new system functionality with the Process and IT teams. My role was to develop a staged rollout of the project in phases to reduce the impact to the teams as their accounts were integrated into the new invoice optimization functionality.

Some of the challenges I encountered were as follows:  

  • Management of various personalities impacted by the system upgrade.
  • Standardization required for four separate teams in 3 different U.S. center locations. 

 

Among other duties, I developed a training schedule and followed it through to ensure the account managers were sent through training in line with the time that their accounts were scheduled to convert to the new functionality.  I developed training aides and facilitated Q & A follow up sessions with the billing teams to address any lingering questions and concerns regarding the system upgrade. I also created a project plan and dashboard that was used to manage the full roll out, along with capturing high level updates for Senior Leadership.   My work resulted in a successful completion of this project on schedule as well as a request from two other departments to assist with their integration into the new system functionality.

Top Delinquent National Accounts Reconciliation Project                                                     January 2015 – September 2016 

As the lead on the project, reporting all progress to the Director of Global Operations and the Senior Manager of Billing, my role was to complete a full account review and reconciliation, and drive the billing team to complete necessary changes.  

Some of the challenges I encountered were as follows: 

  • Incomplete and often conflicting information from the customer regarding perceived billing inconsistencies
  • Customer expectations that stretched far beyond what our company could support
  • Severe delays of up to 6 months in delivering their invoicing while we tried to meet these expectations 

 

I worked very closely with the customer to reset their billing expectations to be more in line with what our company supported. My work resulted in the complete delivery of the customer’s invoices within 30 days of generation. The customer’s past due invoicing older than 90 days dropped from over $270,000 in May 2015 when I took over the project to $6600 in May 2016, and the resolution of over $100,000 in credits and cash that had been sitting on the account for up to 12 months. Further analysis also showed that the customer began paying 85% of their invoicing within 30 days and 93% of their invoicing within 40 days after implementing the changes that I recommended.

Top Delinquent National Accounts Reconciliation Project                                                     November 2013 – October 2014 

As the lead on the project, reporting all progress to the Manager in Process Improvement, my role was to complete a full account review and reconciliation, plan out the implementation of the customer’s One PO Initiative in phases, and drive the billing team to complete necessary changes.  

Some of the challenges I encountered were as follows: 

  • Customer overhaul their purchase order numbers going from approximately 750 PO’s on 750 machines to 6 POs on all billing, future as well as outstanding invoices.
  • New PO’s either not yet issued or cancelled after issuance with new ones replacing them, causing delays to the cleanup activity.
  • Change billing frequencies from quarterly to monthly on all contracts.
  • All changes to be completed with invoicing submitted by the end of customer fiscal year – September 30, 2014.
  • Monitoring and resolution of the on-account cash that came in during the reconciliation efforts.
  • Assets split across many accounts

 

In total, my work resulted in $1,427,994.05 being submitted and approved by the customer plus $36,244.31 of on-account cash being cleared through application for a total of $1,464,238.36 worth of invoicing being resolved. Additionally, I formatted $300,218.56 worth of non-One PO Initiative invoices to aid in the submission to the customer for payment. Invoicing has returned to a normal flow out to the customer in a format that they prefer, and the contracts are 95% complete and active.