evandenburgh@earthlink.net
Professional
Experience
Van Denburgh
Consulting
October 2002
through current
Providing results-based, objective consulting for So.
·
Worked with a 15 entity hospital system to identify the current cost of
maintaining entity specific HR/Payroll configurations and outlined options to
improve efficiency and effectiveness of the HR/Payroll applications’ and processes. Completed an enterprise-wide design for the
Payroll function and selected HR processes with respect to application usage,
as well as designed an enterprise-wide data framework.
·
Performed a quality review of the global ERP implementation with a focus
on the process and people components for Project Accounting, Finance, Human
Resources and PMO for a Fortune 500 Design, Build and Operate company. Emphasis was on identifying design and
development issues prior to user testing/training and implementation. Established and utilized evaluation criteria
at start of project to clarify the objectives of the quality review.
·
Worked with a So.
·
Worked with a public/private sector foundation to improve management
reporting through use of a balanced scorecard and “snapshot reporting” and improve
effectiveness of accounting, contracting and procurement functions.
Cap Gemini
Ernst & Young,
January 2000
through September 2002
Provided support and shared services consulting,
systems integration and managed services to several large energy (utility and
oil) companies.
·
Directed services
on a global implementation of standardized financial and procurement processes
using JD Edwards OneWorld as the common technology platform for an
international energy company. Preliminary
focus was on defining and developing the global standards for the processes and
reporting for the financial and procurement functions. The CGE&Y team provided oversight on the
development of the process and technology changes and worked with a client team
to plan and implement the project over a 3-year timeframe.
·
Managed an
operational excellence and transformation support and shared services project
for a $13 billion utility. The project
was a one-year effort to reduce costs by 20%, improve management information
provided to operations and improve customer focus.
·
Worked with Ernst
& Young LLP to support their subject matter advisor needs in the area of
Support and Shared Services in
·
Led project to
define and facilitate discussion with executive team around the business model
for a new shared services organization for a utility. Focus areas included efficiency, customer
satisfaction and employee satisfaction.
·
Supported project
to define and develop an ABC costing/pricing methodology for the products and
services for the Shared Services of a Northwest utility. Utilized Oros software to develop the ABC
pilot model.
·
Directed a
project to benchmark the finance function for the international business unit
of an Exploration & Production company as well as develop an overall
strategic information system framework including application, technical and
organizational architectures
·
Directed project
to define, develop and implement a global, web-based travel and expense
application for an international engineering, procurement and construction
company.
·
Acted as quality
advisor for the build phase of a financial center to outsource financial
processes and systems of 3 divested chemical businesses to Cap Gemini Ernst
& Young.
·
Prepared business
plans, developed budgets and managed performance of the Energy Support and
Shared Services practice.
Ernst &
Young LLP, Los Angeles/El Segundo,
October 1995
to January 2000
Principal,
Business Performance Improvement and Energy Practices
Provided business performance improvement consulting
(focus on accounting, human resources and IT improvement) and systems
integration services to various industries with a growing focus on the energy
industry.
·
Directed a
project to assist two merging utilities in evaluation and selection of existing
suite of systems for the NewCo. Working
with client teams that included technical and functional personnel, we
developed an overall approach for selection of system suites across the
enterprise, criteria and a change management approach to quickly move through
the selection of systems for the enterprise in a 4-month effort.
·
Directed a client
and Ernst & Young team to improve and select new systems (via RFP process)
for the financial and materials management functions of a So.
·
Directed client
and Ernst & Young team to design, develop and implement the accounting
function for the corporate and shared services business units of a large
regional healthcare organization. Project included working with the SAP
implementation team to integrate and finalize procedures, policies and
resourcing of the accounting processes.
·
Directed project
of a combined client and Ernst & Young team to define, design, develop and
implement a global shared services within a 7-month timeframe. Functions included: finance, human resources
and payroll, information technology, real estate, office services,
administrative procurement and facilities, safety and value creation
services. Project included current state
assessment against benchmarks, vision development, blueprint development by
function, service menu development with costing/pricing, quick hits and
improvement development portfolio of operating and capital improvements,
tactical plans for implementation, customer model, billing definition and
development, communication and organizational change management plan and
execution and employee/customer training.
·
Coordinated
project using real-estate advisors to determine requirements, analyze
cost/benefit and determine decision criteria for relocation of a multi-site
·
Directed the
effort of a combined Ernst & Young and client who using the Focused
Improvement methodology identified process, system and organization
improvements for the import purchasing process for the consumer products
division of a major studio.
·
Directed the
effort to develop a capital budgeting framework and menu-driven Excel
spreadsheet for the filmed entertainment division of a major studio. The client
and Ernst & Young developed new policies and procedures for the process.
·
Directed a
project to assess the current state of financial and material management
systems for a large gas company. The
analysis provided the CFO a concise picture of these systems including
technical and functional issues.
Senior
Manager, Business Performance Improvement Practice (October 1989 to September
1995)
Led the Business
Performance Improvement Practice in the area of Finance improvement.
·
Managed project
with a combined client and Ernst & Young team to evaluate and make
recommendations regarding the financial operations of a multi-billion dollar
engineering and construction company. Our review covered over 1,000 employees
and more than $50 million in annual costs. Our findings and recommendations
focused on cost reduction, improvement and innovation of financial operations'
processes, systems and organization. The team identified potential long-term
cost reduction/avoidance opportunities of $5 - $10 million annually.
·
Participated in
the development of a strategic information system plan for a computer
manufacturer. The project consisted of
interviews of top management, sessions with functional areas to identify
opportunities, threats, key information needs and critical success factors.
·
Directed a
project to assess and improve the operating equipment process for a large
utility company. This project, including documenting the client state, working
with client team members to identify issues/problems, providing leading
practices and performing benchmarking and developing action plans. We have
assisted the steering committee assigned to improve this process with
implementation of these action plans.
·
Led a review of
finance leading practices with a utility that is undergoing strategic changes.
Directed the management team in the development of a finance vision and a
high-level review of all financial processes to identify issues,
recommendations and action plans.
·
Directed client and
Ernst & Young team to document and analyze current state processes and
metrics of accounts payable and general ledger for five regional functions. The
team then designed the future state processed, organization and systems
framework for a centralized accounts payable and general ledger function for a
billion dollar home healthcare company. Developed a high-level implementation
plan including cost/benefit analysis and high-level staffing plan to support
the transition and future states.
·
Directed effort at
an international insurance brokerage firm to reengineer risk management,
claims, analytics, and prospecting processes. A combined client and Ernst &
Young team identified improved processes, technology, and human resource
enablers, and developed a long-range implementation plan.
Consultant,
Senior Consultant, Manager, Financial Planning and Controls Practice (October
1981 to September 1989)
·
Joined the
Consulting Practice in
·
Worked on the
Audit Staff during busy season (fall/winter) in 1981 and 1982 to obtain audit
hours for certification, and on consulting assignments during the spring and
summer.
·
Passed CPA exam
in 1983, received certification in
·
As a consultant
with Arthur Young, assisted with the third-party audit by Arthur Young of the
Ernst & Whinney’s implementation of the AMS financial applications for the
City of
·
Specialized in
financial analysis, procedures, controls and systems. Projects included: improvement of multiple
accounts payable processes, development of a large County’s RFP for new
financial systems, improvement of the time and attendance system for a state’s
Department, better cost accounting information for an Waste Management Program,
development of cost accounting policies and procedures for California in-house
labor uses for public projects, design and implementation of an cost
accumulation/billing system for a hazardous waste engineering company, project
manager for the implementation of Maintenance, AP and Purchasing System for a
County Transportation District, development of general ledger, financial
reporting and budget preparation requirements for a biotechnology company,
directed an employee empowered team to improve human resources and payroll and
multiple other engagements for cities, counties, school districts and state
departments.
Professional
Certifications and Training
Certified Public Accountant, State of
Trained Facilitator (Ernst & Young) - Train the
Trainer program
Business Process Improvement Training (Ernst &
Young): Reengineering Techniques and Tools, EXPRESS, Focused Improvement,
Business Process Innovation, Facilitation, Performance Measurement, Improvement
Portfolio Improvement (IPD)
·
Member, American
Institute of Certified Public Accountants
·
Member of
·
CFMA,
Reengineering the Financial Process, 1996.
Spoke at national conference on topic.
·
Electric
Perspectives, Shared Services: Doing More with Less, 2000
·
Presented on
financial improvement at FEI and CFO Conferences.
·
Headed up
UCLA recruiting for undergraduate/graduate levels (1996-2002)
·
Led an internal team to improve engagement
economics and billing practices. So.
·
Counseling
team had one of the highest retention rates in the practice. I received above average evaluation in my
role of counselor on a consistent basis.
·
Upon request, I
would be happy to provide references of colleagues (people I have worked for,
with and reported to me) and previous clients.