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SAP Finance & Controlling Solution Architect
SAP Skills:
Record-to-report(R2R) subject matter expert with concentration in Finance and
Controlling functional area and with business process skills in the sub-modules of New General Ledger (with
ability to transform to SAP Simple Finance), Parallel Statutory ledger, CO-Product Costing with Material Ledger
for Actual Costing, Profitability Analysis-integrated to Manufacturing and Retail Sales and Distribution, Revenue
Recognition for Subscription based products, IFRS Accounting, AP, Fixed Assets, Investment orders, Integration
with Project systems and Product Costing for Discrete and Process manufacturing, EPM, Finance integration to
MM, SD, COPA and Testing lifecycle.
Education/Training: MS in Management Accounting
BS in Financial Accounting
BS in Systems Analysis and Systems Design
ASAP SDLC Methodology
SAP Solution Manager 7.1
Certifications: SAP America Certified FICO Consultant, Member of the ASUG-Americas SAP
User Group
SUMMARY OF EXPERIENCE:
Trusted advisor with total 17 years as SAP Finance/Controlling process engineer and a proven lead for deploying
industry leading practices in SAP Finance and Analytics. Expert level solution designer for Process Industry,
Discrete and Repetitive Manufacturing process integrated to SAP Product Costing, Material Ledger and COPA .
Helped in a new design for moving to soft-close rather than period-end reviews. International deployment
experience on projects for global multinational, multicurrency organizations.
Configuration Acumen: SAP FICO Certified Consultant experienced in design and deployment of SAP core and
New dimension modules such as Simple Finance, New GL using One Leading and multiple parallel ledgers,
Multi-currencies for global companies, Accounts Payable Functional, Vendor Invoicing and Payment
processing, sales and use tax interface bolt-on like Vertex , Fixed Assets accounting, CO-overhead
accounting, and CO-budgeting for operating costs including Public Budget Formulation (PBF), CO-Profit
Center Accounting, CO-Product Costing interfaced with Production planning, Project Systems, Parallel
valuations to meet multiple accounting standards , CO-Material Ledger and CO-Profitability Analysis
Manage SAP ITIL Project using Solution Manager for the following phases
Discovery and Preparation, Build and Design, System Integration Testing, Change Management, Go-Live and
Cutover, Hyper-care and Support Applications
Service Transition Phase Change Management for Finance Process Areas
Configuration Management Collect Service Assets like Fit-Gap Analysis, BPDs, Configuration Rationale
Documents
Service Operations Event Management, Incident management, Request Fulfillment and Problem management
using Solution Manager
Release and Deployment Management- Solution Documents, Gate reviews, Issues database & Cutover Strategy
Knowledge Management Task Training group to get Job Aids and other training documentation
Experience with SAP Controlling related Master Data for Materials, BOM, Recipes/Routers, Profit Centers
etc
Experience with Order settlement processes and financial reporting for order related analysis
Experience with Cost Center Accounting, Profitability Analysis, Profit Center Accounting, Contribution
Margin Accounting, Product Cost Calculation & Internal Orders
Experience with end-user support for SAP CO, providing a high level of customer satisfaction
Systems Integration with Non Finance Functions: Extensive knowledge of Financial integration with core
logistical modules such as Inventory Control management, merging newly acquired company, manufacturing
plants and inventory locations into SAP-MM, SAP-SD and Project Systems. Integrated the Employee Mini
master from SAP HCM into the New Company and Home Cost Centers and transfer of time entry via CATS
transaction to the Controlling objects like Internal orders and Billable project orders
Relationship Management: Influence and partner with business leaders (Director, Sr. Director level) to manage
and align the unit IT portfolio. Helped in close collaboration with parts of BU IT, adjacent business operating
departments, and external partners (vendors) to ensure on-time and adequate timely delivery of agreed services, in
line with agreed service levels (SLA). Collaborate with Functional Architects and Business Analysts to ensure end
to end process integration and consistency; Mentor business and functional team members to increase their
competency in SAP
Collaboration: Provides functional support and leadership to SAP Business Process owners including:
interaction with Third-Party Support Providers, definition of SOPs, gathering business requirements, documenting
functional designs and specifications, and evaluating / directing enhancements. Partnered with active collaboration
with key IT staff of SBU business divisions in order to support cross divisional business initiatives, and explore IT
synergies and efficiencies
Compliance: Have been responsible for helping achieve compliance with applicable Group and Divisional
policies and standard operating procedures. Responsible for assessing the compliance of system solutions with
Pharma/Healthcare regulatory requirements, inclusive of validation and risk identification and mitigation
Other Highlights of Experience
Experienced in designing and scoping business processes and blueprint deliverables using the SDLC Phased
approach using the ASAP and Solution Manager toolkit
Expertise in solution configuration, testing and implementation in FICO, Helped build with BW consultant-
BW Info Areas(logical db) and Annual operating costs budgeting (AOP) exercise
Helped clients in loading, review and analyzing of Personnel cost and Operating annual budgets in SAP
Integrated Capital and operating budget data to support comprehensive reporting and analysis
SUMMARY OF EXPERIENCE (CONTINUED):
For Corporate Finance, helped copying historical expenditure data into base budget estimates, personnel
expenditure projection, base budget changes, new capital request decision packages, analysis and reporting,
recommended ways of budget publishing, review and adoption, adopted budget publishing and budget
execution
Designed and implemented Operating cost control and analysis with Periodic allocations of indirect, SG&A
and shared service costs collected at the indirect cost centers to the operations/production cost Centers and
product lines or families
Experienced with System Integration test (SIT) and User Acceptance (UAT) test planning and execution
Team leadership and people management skills combined with cross-module integration, project management
skills, PMO updates for risks and mitigation
Optimal Utilization of diversified global resources including outsourced resources, in international teams
utilizing the award winning outsourcing model at Cognizant
Recognized by clients as a solution architect in helping to achieve a quantum leap in the improvement of
processes in the areas of procurement, Inventory Management, financial accounting and cost containment
using an ERP application
DETAILS OF EXPERIENCE
May 2015- September 2015
SAP Controlling Lead
CSM Bakery Solutions Inc, North America
Designed and deployed Product Costing by Phases of Operations and also Material Ledger for a global
Bakery group having operations in Iberia, EMEA/Europe and USA.
Implemented Periodic Revaluation of Inventory Consumption at Actual Cost at multilevel and single level
Ensured in configuration that the purchasing price variances & exchange differences from lower level are
rolled over to the inventories for finished products (Periodic Valuation at period end)
Added Distribution of Usage variances functionality to supplement back-flushed posting of components
consumption to the process orders
Designed a new cost component breakdown for Actual costs and mapped costs to flow correctly into
costing based CO-PA
Helped Business process owners to analyze all the process orders for Direct and Indirect/Overheads costs,
Allocations/Distributions of Indirect cost to Product Families and customer groups. Implemented Period end
allocation cycles for Variances, Shared service/SG&A costs to families of products.
January 2013 April 2015
Transformation Lead for the Finance and Controlling work stream
Enable Midstream LLP
Design and build New General Ledger (one leading ledger, one secondary for statutory) by Profit
Center(SEC segments) and multiple legal entities with different currencies
Integrated the Employees with HCM home cost centers to the company for Payroll and ensured that the time
reported via CATS transaction is posted to correct cost object of WBS element and/or Internal order
Design Project definition templates, project budgeting and updates, project cost collection including interface with
HCM for employee capture, project inventory valuation and analysis and reporting of project performance reports
Facilitate budgeting for dimensions such as cost centers, fund centers, funds, funded programs, grants by cost
elements
Interface with Vertex tax software package for sales and use taxes
Integrate project budgeting and project costs into General Ledger for US GAAP compliance and management
reporting
Developed Requirements gathering documentation and processes for Costing and Account-based Profitability
management including analysis of Direct and Indirect/Overheads costs, Allocations/Distributions of cost to
Product Families and customers. Implemented Period end allocation cycles for Variances, Shared
service/SG&A costs.
Integrate Finance with Manufacturing, Sales cycle, Profitability Analysis, Operations Planning, Supply
Chain Management and General accounting
March 2012 December 2012
SAP COPA Platinum Consultant
Eby-Brown
After implementing SAP SD processes along with integrated Controlling Profitability Analysis, client had
slippage in Contribution Margin which needed to be analyzed with recommendation for leading practices
Analyzed and documented business processes of sales and returns, credit issuance, rebates and incentives,
inventory write down and slippages
Documented the business case for achievement of close collaboration between operations, sales and
accounting
Set up process for review of analytics data reports from BW reporting on performance of operations, sales and
finance departments
EXPERIENCE (CONTINUED)
January 2011 February 2012
Team Lead for Controlling and Profitability Analysis
IHS Inc
Implemented New General Ledger, Fixed Assets and Profit Center Accounting
Helped develop standard cost estimates including application of production and sales overheads
Built and tested all Controlling/management accounting functions
Managed the solution requirements and build for the following:
Profitability and Cost Controlling design for collection of Direct & indirect Operating costs and
Departmental spend analysis and control. Helped in Driver-based cost allocations of shared costs
Business Unit/Profit Center analytical reporting
Product Cost Controlling
Account based Profitability Analysis
January 2008 December 2010
Sr Business Analyst SAP Center of Excellence
ABB Inc
Served as Senior business analyst for IT department and helped key stakeholders from the business unit to adapt
requirements to the leading financial processes in SAP
Supported the following budget formulation activities:
Base and Incremental budgeting for both expenditures and revenues
Multi-year enterprise and internal service budgeting
Capital budgeting
Operating Expense Budgeting
Create Cost Models for forecasting
Helped Business Unit customers to learn usage of SAP Financials and Reporting. Helped them to adapt screens
based on changes to the BI-IP queries that were defined
January 2005 December 2007
Team Lead for Controlling and Profitability Analysis
The Home Depot Creative Touch Interiors
Managed a team of 7 members
Built and tested all CO modules including: Cost Center Accounting, Profit Center Accounting, Product Cost
Controlling and Profitability Analysis
May 2004 December 2004
Team Lead Controlling
Novartis Consumer Health
Methodologies: ASAP Implementation, Solution Manager
Analyzed, blueprinted and implemented the Controlling module functionalities of overheads control, Product
Costing, brand reporting, management consolidation and cost based Profitability Analysis
Analyzed the business case for EC-CS considering the time and cost budget constraints
Innovated in-house solution for management consolidation for SBUs with custom development and reporting
Implemented all the major functions of Controlling
Mentored and trained 6 team members to effectively implement and continue supporting the business, post-
implementation
EXPERIENCE (CONTINUED)
August 2003 March 2004
SAP Controlling Lead Consultant
Pepsico
Methodologies: ASAP Implementation
Responsible for scoping, design, blueprint and project work plan for multiple valuations, Material Ledger and
Profit Center Accounting with transfer prices
Designed and implemented Product Cost Planning (PCP) for discrete manufacturing and Product Costing for
multiple valuations for international legal entities
Utilized parallel valuations for the group, legal and Profit Centers using multiple currencies with Material Ledger
and transfer prices (EC-PCA)
Designed and installed an organization structure of legal entities and Profit Centers to best suit the needs of
corporate tax and SEC compliance and configured inter-company transactions for inventory movement and
valuation
Designed standard cost estimate with a quantity structure, using costing variant and a cost component split
Configured and implemented currency and valuation profiles for the multiple valuations in controlling as well as
in FI, using Valuation Method 31
Configured costing and valuation variants for group, legal and Profit Center valuations for the interplant and
intercompany transfers of semi-finished materials
Configured partner cost component split at the costing variant level to analyze and breakdown the group cost of
goods manufactured at each participating plant level
Validated the use of actual costing by documenting business objectives and the merits and demerits of usage of
actual costing on the top of Material Ledger functionality
Developed high level work plan for the implementation of Material Ledger, Profit Center Accounting with transfer
pricing and EC-PCA with a future provision for considering consolidations by Profit Centers in the module EC-
CS
Project was for a market leader in the food industry in the mid-west corridor; the organization had initiated a
major restructuring exercise for the re-organization of legal entities for optimization of corporate economies of
scale
Advised on the best possible method of restructuring entities and the usage of multiple valuation of inventories
(legal, group and Profit Center) with a view to determine the most profitable controlling areas, plants, product
lines and market segments
Designed and reviewed material master settings with a view to enable multiple (3) valuation views
Set up and configured currency and valuation profile and activated/assigned the same in FI and CO to ensure
consistency between base operating ledger and subsidiary Material Ledger
Set up transfer prices in Profit Center Accounting using the condition technique a-k-a SD-Billing procedures and
implemented the same
Designed and blueprinted a group costing strategy to accurately analyze the cost of goods manufactured and
thereby to eliminate inter-group profits in inventory valuation
Designed partner cost component split to analyze the proper breakdown of the costing results for intercompany
transfer of costs at a group valuation; this also helped in analyzing the share of participating entities
Helped the client decide which cost components should be a part of the standard price for HALB and FERT
materials
Helped design a separate cost component structure for semi-finished products transferred to a partner plant and
company code
EXPERIENCE (CONTINUED)
November 2002 July 2003
Financial and COPA Consultant
Great West Life & Annuity
Methodologies: IS-Insurance (CA), ASAP Implementation and Test Director 2.1
Implementation Partner: SAP America
Responsible for consulting, support, reports configuration, testing and training in Special Purpose Ledger and
Costing based Profitability Analysis
Developed drilldown reports for summary and line items based data, using characteristics groups, key figures
schema, form-based layouts, Formula Editor and SAP List viewer
Mentored and trained super business analysts for usage of PA module and Report Writer, Painter tools and Special
Purpose Ledger to achieve Financial reporting meeting US GAAP, Canadian GAAP and statutory accounting
bases
Configured Special Purpose Ledger for contract (insurance) accounting and reporting by 4 accounting standards,
viz. Canadian GAAP (operational), pre-FASB, US GAAP and statutory
Designed, coded, tested and implemented user exits in COPA using CMOD to enhance the derivation strategy to
derive Profit Centers (strategic business units) at the line items of billing documents; this was implemented for
postings out of SD billing documents and credit memos
Activated enhancement projects COPA_001 and COPA_002 after programming, which included ZXKKEU03 and
ZXKKEU04
Set up and tested overheads cost allocation cycles to correctly accumulate costs from the service Cost Centers to
product lines
Scheduled them in period-end closing using schedule monitor
Designed specifications for various custom reports in the area of reconciliation with FI-GL and also reported
various levels of contribution margins by product lines and segments
Designed and implemented various financial analysis reports in the functional areas of operational reporting,
management analysis, Cost Controlling and Profitability Analysis
Generated user business transactions for all the reports for ease of end user navigation
First full Insurance packaged implementation in US went live on January 1, 2003 on time and within the budget
spending; Profitability Analysis module went live May 1, 2003
Developed and conducted power user training sessions for the subject of Report Writer/Report Painter and
Profitability Analysis reporting
May 2002 September, 2002
Lead Functional Consultant Controlling
Celanese Chemicals
Implementation Partner: Bearing Point, KPMG
Methodologies: Value ASAP Implementation, SAP Enterprise
Involved in successful upgrade to SAP R/3 Release 4.7 (Enterprise) and revamped the business processes in the
areas of Demand Planning, Production Control, Financials and Controlling and SD for this Chemicals giant
Analyzed current practices in product cost controlling and cost collection, and indirect cost computation with
costing sheets and load on the product cost with multi-stage production scenario
Led team of 6 power users in helping understand new business processes and SAP transactions in Enterprise
Release 4.7
Resolved unit and integration test issues during upgrade to SAP Enterprise Release (4.7)
Designed new business process procedures for the operational business transactions, per newer navigation, in the
area of Controlling
EXPERIENCE (CONTINUED)
Conducted blueprint workshops at various international regional offices and suggested alternative methods of
Product Cost collection via direct activity types and indirect cost collection with the help of assessments and
distribution periodic cycles
Documented the to-be processes using Value SAP implementation tool
Mentored business super users in explaining the fallacies in current practices and proposed the new solution of
efficient method of cost collection and distribution to lines of businesses and products in a multi-stage
manufacturing scenario
Configured Cost Center and Profit Center Accounting to optimally satisfy the assessment and distributions and
ease operational efficiency reporting
Suggested a new valuation of inventories at periodic unit price, using the Material Ledger functionality, to
accurately reflect the procurement prices of raw materials and MRO in the carried inventories; this need was more
pronounced for plants located in Mexico and Brazil which had significant inflationary trends in Chemicals and
also carried higher inventories
Prepared important white papers for the major functional issues for the cost calculations and analysis arena, faced
by the organization
December 2001 April 2002
Lead Functional Consultant FI and Consolidations
Degussa Master Builder Chemicals
Implementation Partner: KPMG
Methodologies: ASAP Implementation and Mercury Test Director
Involved in SAP Upgrade Project from Release 3.1H to 4.6C
Helped client to train and develop internal super users in FICO team to achieve more functionalities from SAP
Upgraded Release 4.6C
Resolved all functional issues related to upgrade for speedier go-live
Configured and brought newly acquired company codes in FI-GL and EC-CS as consolidation units
Added new dimension for Profit Center consolidations
Modified the Profit Center hierarchy
Assisted in the setup of 2 ODS for PCA and PA in Business Warehouse Ver2.0
Helped in construction of update and transfer rules for the same
Configured and tested intercompany transfer of Fixed Assets
May 2001 November 2001
Lead Functional Consultant Financial Accounting and COPA
Immunex Pharmaceuticals
Implementation Partner: KPMG
Methodologies: ASAP Implementation, Win Runner Test tool
Involved in SAP Upgrade Project from Release 3.1I to 4.6B, both functional and technical
Led upgrade discussions and meetings on the various roadblocks faced during the upgrade in terms of navigation,
transaction codes and newer functionalities offered by SAP in Release 4.6B
Designed, tested and implemented the sales and Operations Planning of revenues, cost of goods sold and
operating expenses
Combined S&OP planning with the indirect cost planning in CCA
Proposed and configured the correct account assignments for various material movement and Stock Transport
Order transactions from MM and SD
EXPERIENCE (CONTINUED)
Mapped business transactions of delivery, sales invoicing and markdowns and rebates to Profitability Analysis
data flows
Streamlined the integration touchpoint of Product Costing with the cost based COPA to accurately reflect the
standard cost of goods sold and production variances by reason codes; this ensured correct reporting of
contribution margins for various product lines
January 2001 April 2001
Functional Consultant Product Cost Controlling and PA
Degussa Goldschmidt Chemicals
Implementation Partner: KPMG
Methodologies: ASAP Implementation
Involved in SAP Production Support Rel. 3.1H
Proposed and configured a detailed 5-step business process for executing Results Analysis/WIP Calculation and
Settlement of Production Orders for a repetitive manufacturing scenario
Held discussions for production cost collection via newer activity types
Set up costing sheets to load production cost with manufacturing overheads of tanks and purification plants to the
organic chemicals costs
Configured new reports in Controlling to reconcile Work-in-Process between CO and FI-GL
Developed report on Shop Floor Information System in ABAP to analyze the deviations between planned (order)
and delivered quantities of finished products
Recommended additional usage of account-based Profitability Analysis for month-end reconciliation of actual
cost flows from FI-GL and CO - assessments and distribution of indirect costs
Proposed and automated month-end closing jobs for minimal human intervention and ensured freeing up
resources on OLAP (SAP transactions) server
September 2000 December 2000
Functional Controlling CCA and Profitability Analysis
Siemens Westinghouse Power
Implementation Partner: KPMG
Methodologies: ASAP Implementation
Involved in SAP Production Support Rel. 3.1I
Re-engineered various reports for the executive board in the areas of cash flows, profitability analysis by business
division and product groups
Led workshops to design product hierarchy and customer hierarchy for usage in PA
Proposed new Cost Center hierarchy for better organizational reflection of operating costs
Created financial statement account sets, Cost Center and Profit Center sets and variables in Report Writer for
convenient use in all the Controlling reports
Configured all 32 reports using SAP tools of Report Writer and Painter
Assigned them in a Custom Report tree for ease of navigation and enhanced the comfort level in end user
training sessions
EXPERIENCE (CONTINUED)
January 2000 August 2000
Lead Consultant Controlling Product Costing, PP-PI and COPA
Rust-Oleum Corporation
Implementation Partner: KPMG
Methodologies: ASAP Implementation
Involved in SAP Production Support Rel. 4.6B
Implemented Costing based Profitability Analysis for discrete manufacturing scenario
Integrated PA with PP-PI and product cost calculations and FI-GL for the COGS, indirect overheads via costing
sheets
Integrated the Flexible Planning in PP (LIS) with the sales and Operations Planning and also to PA planning the
plan also generated a demand plan on the manufacturing resources in PP-PI
Held brainstorming workshops with partners in PP and SD teams and power users for optimum use of PA to
analytically report results
Defined summarization levels and segment level characteristics for efficiency in real time processing and
reporting in COPA
August 1998 December 1999
Team Lead FICO GL, Asset Management and PCA
The Scotts Manufacturing Company
Implementation Partner: Ernst & Young LLC
Methodologies: ASAP Implementation
Involved in SAP New Phase I Implementation Rel 3.1I to replace mainframe systems
Led process workshops for power users to analyze the current practices for FI-General Ledger and Asset
Management
Integrated PA with PC and FI-GL for the standard cost and actual cost data flows
Converted Legacy Chart of Account to a new Corporate Chart of Account to correctly account for the global
operations of the corporation spanning Europe and Australia (Phase 3 and 4)
Defined account groups and field status groups for various GL accounts to reflect the business validations
during accounting
Defined asset classes and depreciation areas and keys for book and tax depreciation
Developed accounting interfaces for the integration touchpoints between MM and SD for the processes of
Goods Receipts, Issues and deliveries to customers and inter-plants
Set up organization structures in SAP for Cost Centers and Profit Centers to ensure a robust coding block with
least maintenance
Documented business processes using ASAP
Held workshops for unit and integration testing of all accounting business processes
Conducted training sessions for power users in the team, numbering 16
September 1997 September 1998
Functional FICO Consultant
Lucent Technologies
Implementation Partner: Price Waterhouse Coopers
Served as lead consultant for team of 8 super users responsible for the FI modules of Accounts Payable, Asset
Management and GL for 1 project in a communication equipment major
EXPERIENCE (CONTINUED)
Led design discussions on the design aspects of Special Purpose Ledger, multi-currency and multiple valuation
approaches for Financial reporting
Studied interfaces for initial data from legacy systems to ensure data correctness and completeness
Designed Cost Center assessment and distribution cycles for 800 indirect and shared Cost Centers and unit tested
the same
Enabled the cutover of validations and substitutions in Special Ledger for determination of Profit Centers and
functional areas to ensure accurate US GAAP reporting of the operating expenses
1991 1997
Manager Financial Applications and ERP Implementation SAP R/3
Siemens Ltd.
Converted Financial Accounting and Controlling applications using SAP R/3 and led team of system professionals
Prepared, validated and monitored the total implementation plan
Gained detailed understanding of functionalities and customization of FI-GL, AP-AR, Asset Management, CCA,
IO, PCA and PA
Gained detailed understanding of integration of FI with MM and SD modules for correct accounting of revenue,
sales expenses and inventory valuations
Prepared detailed process specification of the business model
Designed and customized SAP R/3 FICO sub-modules
Performed integration testing of all the modules of SAP R/3 for complete production cycle
Implemented SAP R/3 (all modules) in Siemens Ltd at the corporate office for 2 business divisions with a central
database (single server)
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