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Profile Martin Dvorak October 2017 page 1 of 26

Professional Summary:

Change Manager International Projects

Project Manager Multinational Rollouts

Oracle E-Business Suite Expert

Oracle Financial Services Analytical Applications

Business Analyst


Personal Details:

Name Martin Dvorak

IT experience since 1985

Citizenships Switzerland and Czech Republic

Homepage www.martindvorak.com

Telephone +41 79 238 29 89

Contact [email protected]

Summary:

Change Management / Project Management / Program Management / Consulting

Oracle E-Business Suite Applications Consulting

Oracle Financial Services Analytical Applications Consulting

Key Knowledge Proficiencies Skills:

Manage and deliver international change programs.

Understand and manage impact of change on people, organisations, processes, business and

the interdependencies.

Collaborate with international, mutli-cultural and multi-disciplinary teams.

Outstanding communicator with interpersonal skills to implement change rapidly and

effectively.

Strong consultancy skills, facilitation and organizational management.

Very structured approach with attention to detail.

Conscientious, independent, committed, flexible and open minded.

Key Technical Proficiencies Skills:

Enterprise Resource Planning

Oracle Financials

Oracle Procurement

Oracle Project Management

Oracle Supply Chain Management

Oracle Customer Relationship Management

Business Intelligence

Data Warehouse

Oracle Financial Services Analytical Applications

Qualifications:

1996 - 2012 Oracle E-Business Suite Modules and OFSAA - London, Reading, Budapest, Dublin and Vienna

2001 - 2002 Executive MBA, Huddersfield 1991 - 1994 Economics, ZHAW School of Management and Law, Zurich, Switzerland

http://www.martindvorak.com/


Language Skills:

English

German

French

Czech and Slovak

Technical Proficiencies: Oracle E-Business Suite Release 12.2.4

Oracle Financials

o Oracle General Ledger

o Oracle Payables

o Oracle Payments

o Oracle Receivables

o Oracle iReceivables

o Oracle Cash Management

o Oracle Assets

o Oracle iExpenses

o Oracle Advanced Collections

o Oracle E-Business Tax

o Oracle Enterprise Asset Management

o Oracle Subledger Accounting

o Oracle Financial Analyzer

o Oracle FSG

o Oracle Web ADI

Oracle Logistics and Procurement

o Oracle Purchasing

o Oracle Sourcing

o Oracle Inventory

o Oracle iProcurement

o Oracle iSupplier Portal

o Oracle Contracts

o Oracle Buyer Workcenter

o Oracle Supplier Maintenance

Oracle Projects

o Oracle Project Costing

o Oracle Project Billing

o Oracle Collaboration

o Oracle Project Management

o Oracle Portfolio Analysis

o Oracle Resource Management


Oracle Manufacturing

o Oracle Order Management

o Oracle Shipping

o Oracle WIP

o Oracle BOM

o Oracle Pricing

o Oracle Process Manufacturing Costing

Oracle Human Resources

o Oracle HR

o Oracle SSHR

o Oracle Payroll

Oracle User Productivity Kit

o Oracle UPK

Oracle System Administration

Oracle CRM

o Oracle Sales

o Oracle Marketing

o Oracle iStore

o Oracle iPayment

o Oracle SFA (Vantive)

o Oracle Call Center (Vantive)

Oracle Business Intelligence

o Oracle Discoverer

o Oracle Finance Data Mart

Oracle Unified Methods

o OUM

o AIM

o PJM Advantage

o PERM


Technical Proficiencies: Oracle Financial Services Analytical Applications (OFSAA 5.6)

Master Maintenance

o Dimension Management

o Filters

o Expressions

o Rate Management

Monthly Processing

o Batch Engine

Funds Transfer Pricing

o Transfer Pricing Rules

Cost Center Accounting

o Standard Unit Costing

Profitability Management

o Rule Specifications

o Allocations


Professional Experiences:

Domain Experience

Line Acted for 2 years as Manager E-Business for an international IT consulting company.

People Over 12 years of leadership experience in delivery and people management. Outstanding goal achievements of my teams, both in permanent positions and in projects. Consistent further development of team members.

Change Management

Over 13 years of professional change and transformation management with communication experience at global level. Change Management Initiatives, HR concepts, IT Strategies, System Integration, Country Integrations, Implementation Reviews and setup of Shared Services Centers.

Program Management

Program Management and Organization: Delivery of various projects in the area of Business Intelligence, Data Warehouse, ERP, CRM, E-Business, B2C and Content Management. Launched CRM events in the private banking area.

Project Management

Over 10 years project management experience. Successful delivery of large-scale projects and managing different cultures in over 20 countries in Europe, USA, Middle East and India.

Methods Oracle Unified Method (OUM), Six Sigma, BPR, Rapid Application Development (RAD), Issue Based Consulting, Innovation Frame, Value Creation Framework, Rapid Focus, Functionality Matrix, Change Management Models, Best Practices and Standards.

ERP Oracle E-Business Suite, SAP, Infor, Infrastructure Service Consulting, ERP health checks and Software Package Evaluations.

E-Business E-Strategy, E-Health.com, E-Business concepts, Oracle iProcurement, Oracle iSupplier, SAP Fiori, B2C, B2B, Content Management, E-Commerce, Intranet Concept, E-Procurement and Web Factory in India.

CRM Oracle CRM, CRM in private banking, Siebel Sales, SAP CRM, Vantive CRM, Saratoga Systems, Marketing Manager, CRM package evaluations, customer loyalty programs, Sales Force Automation and Customer Care Center.

Controlling Reports development (P&L, B/S, forecasts and risk management). MIS in Commerical and Investment Banking, transfer pricing, performance management, standard unit costs, profitability models, risk based B/S and P&L, financial planning and analysis for quarterly reviews. Investment projects over € 1 Million, activity based costing, implementation of new VAT, development of an in-house risk product for the airline industry within the reinsurance market. IT control (CoBIT) and SOX.


Industries:

Banking and Insurance

o Wealth Management

o Client Services and Sales

o Consumer Finance

o Corporate Finance

o Private Banking

o Controlling and Cost Accounting

o Securities

o FX Products

o Guarantees, Repos, Fees and Commissions

o Nostro Transactions

o Derivatives and Off Balance

o Credit Cards & Payment Transactions

o Airline Quoting System (Risk Product) for the Airline Reinsurance Market

Telecommunication, Information Technology and Utilities

o ERP, CRM and Customer Care

o Purchasing

o Finance, Financial Planning & Analysis

o Project Accounting

o Call Center and Sales Force Automation

o Order Management

o Shared Services

Services, Trade, Consumer Goods, Logistics and Leisure

o eBusiness, B2C, eProcurement and Purchasing

o ERP, SCM, CRM, Finance & Administration

o Project Accounting

o Frontdesk and Housekeeping

Discrete Manufacturing (Luxury Goods, Industry, Power and Construction)

o Transformation and Change Management

o ERP, SCM, CRM, Cost Accounting and Reporting

o Package Evaluation

Process Manufacturing (Pharma and Chemical Industries)

o ERP

o Finance

o Purchasing

o CRM

o eBusiness

o eHealth

o UPK Training

Government and Health Care

o New Public Management

o Hospitals

o ERP

o Intranet

o Internet

o CMS


Blogs published by Martin Dvorak:

Why Woodpeckers are Connected to An Excel Sheet Published 05.2017 The Observation Recently, when I walked with my dog in the forest, I suddenly saw a great spotted woodpecker flying just over me to a tree, landing elegantly on the… Read More

How to Engage Your People in Your Transformation Journey Published 06.2017 In my previous post I elaborated on the woodpecker’s connection to Excel. We’ll take it from there. You cannot push others to follow your example. You must pull them along… Read More

The SCARF-Model Part 1 Published 09.2017 How can we minimize danger and maximize reward? There are many change management models such as the eight steps Kotter’s change model, the ten steps AIM (Acceleration Implementation methodology) or… Read More

http://martindvorak.com/why-woodpeckers-are-connected-to-an-excel-sheet/

http://martindvorak.com/how-to-engage-people-in-your-transformation_journey/

http://martindvorak.com/the-scarf-model-part-1/


Projects:

Project FF - Fit for Future - Transformation and Project Management

Client Luxury Goods

Period June 2017 – ongoing

Role Transformation Manager and Project Lead

Locations

Assignments

Managed the transition of processes from local organizations to the Global Business Services.

Identified people, business partners, technology, organizational, change and communication impacts.

Put measures in place.

Lead the local implementation teams.

Determined scope of activities for the plan, implementation, stabilization and transformation phases.

Lead the knowledge transfer including planning, risk assessment, reporting and progress.

Results Enabled a flexible platform and global network, able to operate any function to provide relevant services with the company.

Software SAP, Workday, Xstore und SEAK

Project B4B - Bank for Banks and Global Analytics

Client Global Bank

Period November 2015 – March 2017

Role Change Lead

Location

Assignments

Lead change, transform and restructure strategic and complex programs in the Wealth Management area.

IT change and project management for strategic projects in Global Analytics.

Manage multiple business units, including internal and external partners and service providers.

Manage and lead business analysts, developers, DBA’s, support staff, sourcing and testing resources.

Implement change, stability and restructuring actions.

Improve data quality and implement automatization.

Create scenarios for different business models, i.e. low cost and offshore enabling.

Release management for planned and emergency releases.

Business analysis for Bank for Banks and regulated brokers systems.

Set up and maintain the governance, risk and compliance over the entire program.

Take active risk, issue, scope, resource, financial and quality management of all key engagement elements.

Beratungsunterstützung Privatkunden. Supports Client Advisors in the Wealth Management process.

Advisory Minutes Management. The advisory minutes support the client advisors and assistants to capture advisory meeting minutes according to various regulatory standards.

Financial Calculator Manager. This enables financial advisory in the wealth-planning context to store all financial advisory calculator cases.

Product Suitability Rule Engine including statistical data.

Alternative Investment Products Extensions. Modify existing and create new attributes for product extensions.



Assignments

Product Information and Suitability System.

Individual Risk Matrix Solution. This systematic assessment enables client advisors and desk heads to perform their risk management responsibilities.

Bank Card Center. Improving the existing file interface. This enhancement enables visibility of contactless capability, authorized transactions, digital wallet, electronic invoice (E-Rechnung / paperless), alerts and cards online registrations.

Managing stakeholder requests such as Exception Report, Life Insurance Credit and Risk Portfolio DWH, Suitability Review Kredit-Daten, Lombard Kredit and Banking Products Management Reporting.

Define and propose the service and support operating model for the program.

Organize and execute the handover of product documentation such as Software Architecture Design, System Requirement Specifications and offshore enabling capabilities.

Agree upon changes with project manager and check fulfilment of agreement during and by completion of projects.

Approve project milestones from a product and release perspective.

Check and verify project status reports from a product and release perspective.

Represent new releases and changes view in program and project steering committees, based on alignment between IT and Business.

Allocate given demand and KTLO budget to internal and external resources and ensure budget adherence.

Ensure product reporting with regard to product order book, product releases, KTLO costs and service levels on products.

Ensure compliance of service level and operational level agreements.

Monitor usage of a product, adherence to non-functional requirements and evaluate customer satisfaction.

Business requirements analysis, estimates, on- offshore scenarios, capacity planning, contract creation, price proposals and managing delivery.

Works closely with the program sponsors to facilitate decisions necessary for the delivery.

Define, plan, communicate and maintain new release and existing defects regarding issue fixing incl. SOS releases, eRFC’s, product sourcing strategy and operational product roadmap.

Support account and application delivery managers in elaboration of business driven business cases from a requirements and product perspective; validate business cases against product strategy and budget restrictions.

Initiate and elaborate IT driven business cases for KTLO process improvements and new requirements.

Ensure availability of product related skills and capacities in cooperation with internal application delivery and external partners.

Manage the book of work with product requirements coming from stakeholder requests, IT bulletins and other sources.

After transition, coordinate implementation of small changes and ensure that stakeholders understand impact on business and other products.

Assess, document, communicate and manage risks of the engagement and translate business goals into concrete strategy and delivery plans for the engagement, project or program.

Strongly cooperate with internal and external functions to ensure visibility and transparency of the results.

Results Stability, restructuring and new releases.



Results Contributed to the successful change and transformation of several difficult and challenging complex projects and strategic programs.

Moved institutional client project to low cost model by achieving 68% cost savings in first and 81% in 3rd year of transformation.

Managed transformation by delivering multiple interrelated projects within a given strategy to the desired results.

Managed high-risk engagements that span organizational and international boundaries including multiple service providers.

Engaged and delivered business objectives, scope and solution with the quality criteria, on time and on budget.

Re-established credible relationship with senior management and program team members.

Evaluated complex situations accurately and identified viable solutions that create successful outcome for the end client.

Took assurance of active executive sponsorship at IT, SPM, Account Management, and Business side.

Built proactive formal and informal communication and relationship with key stakeholders.

Improved processes and business models such as renewals, extensions, maintenance and managed services with software vendors and service providers.

Contributed successfully to the business restructuring case for Business System Warehouse Client Servicing. This consisted of the handover of the components to a managed services model including software component management, project management, business analysis, knowledge transfer from SME’s, development, testing, integration, administration (ECMS and release handling), KTLO (Ticket Handling, TLS and production monitoring).

Demonstrated a strong leadership, people and stakeholder management skills and competencies.

Lead in matrix organizations and without formal authority.

Achieved target-operating model to remain consistent with the offshore delivery unit and delivery team structures for the new managed services organization and for components remaining with the bank.

Ensured that all projects follow the banks SDLC Application Delivery Methodology with inception, elaboration, construction, transition phases, LCO, LCA, IOC and PSO milestones.

Ensured documentation of every project and sharing deliverables with Business and IT.

Analyzed IT and business dependencies and successfully aligned all projects against the strategic Wealth Management Platform Program.

Software In-house Java Development Oracle Database and Oracle Middleware Business Objects, Cognos and MicroStrategy HP Quality Center, Jira and ServiceNow

Project Business Process Engineering and Software Package Evaluation

Client Healthcare

Period May 2015 – October 2015

Role Senior Advisor

Location


Project Business Process Engineering and Software Package Evaluation

Assignments Provide change management and ERP expertise to train staff on the change and mediate between stakeholders and the multi-cultural project team.

Worked with CXOs and senior client executives to address business challenges via the implementation of innovative ERP solutions (in cloud, on premise and hybrid).

Conduct functional workflow workshops for Human Capital Management, Finance, Cost Accounting, Logistics and Procurement. Interviews with the subject matter experts to determine the future process flows and to integrate change management initiative. Analysis of the critical points and definition of the measures.

Development of the Business Process Engineering documents with the 33 core processes and the result of the workshops. Breakdown of each process into detailed description, assumptions, inputs, outputs, process flow and responsibility matrix. Review and sign off with the subject matter experts and the senior management.

Determine key processes with the subject matter experts for the bidder presentations. Set up over 30 test scenarios with 200 test cases for the software vendor demo.

Evaluation of the 10 most important vendor proposals. Provide report with findings, conclusions and recommendations.

Analysis and requirements of the in- and outbound interfaces for the different clinical, medical and hospitality systems such as EMR, PAS/HIS, POS, HMS, DMS, PMS, TAS, FMC and the banking systems.

Result Successful selection of the ERP system with the future processes and interfaces.

Software Oracle E-Business Suite 12.2.4, SAP ECC 6.0 and Infor 10x

Project Global Oracle E-Business Suite Migration to Release 12.2.4

Client Telecom

Period November 2013 – May 2015

Role Change Consultant

Locations

Assignments Functional Business Change Consultant for the Technical Migration in the Finance Stream.

Setup of the new R12 modules and functionalities such as EBTax, Payments and Banks.

Delivered detailed business analysis, functional and technical design, development, testing and deployment to production.

Provided functional change of the customizations and the custom programs towards the new release.

Designed and built various test cycles such as Sanity Testing, Unit Testing, Custom Programs and Reports Testing, CRP, SIT, UAT and Regression Testing.

Executed reverse engineering of existing business processes.

Carried out data analysis and improvement of the data integrity during the different upgrade cycles.

Managed demands and conducted workshops with senior client executives for the specific country requirements.

Implemented SEPA.

Results Successful business transformation and migration to the newest release.

Maximized business value out of the newest Oracle E-Business Suite release.

Software Oracle E-Business Suite 12.2.4 and Oracle E-Business Suite 11.5.10 (GL, SLA, ZX, AP, AR, FA, PO, CE, OIE, FSG, Web ADI, INV, ICX, HR, SA, OM, AME)


Project Global Oracle E-Business Suite Migration to Release 12.2.4

HP Quality Center

Project Integration into the Global Oracle E-Business Suite

Client Semiconductor industries

Period October 2012 – October 2013

Roles Change Lead

Locations Assignments

Change Lead for integrating the Swiss Subsidiary into the US head office and the global Oracle E-Business Suite Release 12.1.3.

Advised on best practice for the global 11.5.10 to Release 12.1.3 Upgrade. Provided feedback for integration design and ensured smooth data conversion along with UAT

Promoted change, managed transition by identifying level of resistance and developed mitigating actions.

Defined change requirements to manage resistance and facilitate smooth integration.

Ensured SOX Compliance.

Map / gap, business requirements and recommendations, CRP’s, SIT, data conversion and UAT for global processes such as Hire to Retire (HR, Payroll, SSHR), Procure to Pay (iProcurement, Purchasing, iExpenses, Payables), Quote to Cash (Order Management, Pricing, Shipping, Receivables), Record to Report (General Ledger, Subledger Accounting, eBTax, Multiple Ledger Best Practice, Reporting), Acquire to Retire (Assets), Demand to Build (WIP, BOM, Routings), Inventory to Fulfil (Inventory, Costing) and Business Objects.

Result Successful integration of the new acquired company into the US head office.

Software Oracle E-Business Suite 12.1.3 (GL, SLA, ZX, AP, AR, FA, PO, CE, OIE, FSG, Web ADI, INV, ICX, HR, SA, OM, AME, BOM, WIP, WSH, CLE, CST, AGIS) and Business Objects.

Project New Enterprise Data Warehouse (OFSAA) at Group Bank Level

Client Leading corporate and investment bank in CEE

Period February 2011 – September 2012

Roles Change Analyst and Business Intelligence Consultant

Locations

Assignments

Change Analyst in the Enterprise Data Warehouse Program at group bank level.

Implementing the new Outbound Interface to Oracle Financial Services Analytical Applications (OFSAA 5.6) for the new MIS Head Office Project, which is fully integrated into the new Enterprise Data Warehouse Program.

Provide business analysis for business intelligence and data warehouse components, which relate to OFSAA, such as month end processing, funds transfer pricing, cost accounting, standard unit costs and profitability management.

Managing data governance and alignment with business entities and support for content related business intelligence and data warehouse questions.

Amongst with the implementation of the solution, ensure all data requirements and changes are gathered and data provided is in sufficient quality and completeness for OFSAA. Aligned approach with relevant business departments from accounting, controlling and risk.

Analyzing the business data modelling, business data requirements and the dimension mapping from source systems to 15 target dimensions required in OFSAA to ensure appropriate data quality, business logic and completeness regarding the OFSAA outbound interface layer.


Project New Enterprise Data Warehouse (OFSAA) at Group Bank Level

Assignments

Identify business and data gaps against the OFSAA layer. Provide additionally required OFSAA functionalities for the group.

Transformation of the MIS OFSAA data requirements to fit into the business data structures, business data terms and business data elements modelling process, which is based on the FS-LDM (Financial Services Logical Data Model).

Analyze the consolidated results from the data stream. Support in the clustering and prioritization of the content.

Data quality control regarding linkage between business requirements, data groups, OFSAA logical and physical data model and functionality against the future solution.

Definition of OFSAA business acceptance criteria, based on mapping towards granularity, frequency, actuality and information requirements.

Establishing high level presentations covering OFSAA functionality including master data, monthly processing, funds transfer pricing, cost center accounting, unit cost calculation and profitability model. Provide know how transfer ensuring the understanding to the true contribution of each business unit, product and customer relationship to the bank’s overall profitability on a risk-adjusted basis.

Functional support in the OFSA 4.5 to the OFSAA 5.2 migration.

As a result, the bank achieves accurate and faster monthly reporting, which enables sound business decisions on a thorough understanding of the profitability and a single point of truth, aligned with risk. New harmonized funds transfer pricing rules, more granular view on proprietary business resulting in better visibility on different dimensions and hierarchies and a multi-dimensional profitability measurement on products, customers, pricing and the accountability of managers.

Result Multidimensional Management Information System at executive and group bank level.

Software Oracle Financial Services Analytical Applications OFSAA 5.6, OFSA 4.5, Oracle Funds Transfer Pricing (TP), Oracle Risk Manager (RM), Oracle Budgeting & Planning (BP), Oracle Performance Analyzer (PA), Oracle Financial Data Manager (FDM) and Teradata FS-LDM.

Project Oracle E-Business Suite Release 12.1 Reimplementation and Rollout

Client Pharma

Period April 2010 – December 2010

Roles Change Manager and Trainer

Locations

Assignments Oracle E-Business Suite training development on Release 12.1 and UPK 3.6.1.

Impact analysis on the reimplementation from Oracle Release 11.5 to Release 12.1 for the training deliverables.

Focus on new functionality in Release 12 such as Payments, Subledger Accounting, Netting, eBTax, Banks, Ledger Structures and Enterprise Asset Management.

Scope, design and delivery of training for Switzerland, Germany, Czech Republic and Israel for General Ledger, Payables, iExpenses, Receivables, iReceivables, Assets, Procurement, Cash Management, Subledger Accounting, E-Business Tax, Process Manufacturing Costing, Enterprise Asset Management and Netting.

Advised on best practice regarding full rollout to prevent sustaining support.

Result Complete end to end training strategy, development and deployment.

Scalable training tool.

Successfully trained trainers, key and end users.


Project Oracle E-Business Suite Release 12.1 Reimplementation and Rollout

Software Oracle E-Business Suite 12.1 und Oracle User Productivity Kit 3.6.1 (UPK). Modules: GL, AP, AR, OPM Costing, FA, EAM, PO, CE, OIE, FSG, ADI, iRec, Subledger Accounting, eBTax and Netting.

Project Global Oracle E-Business Suite 11.5.10 Rollout

Client Global payment technology solutions

Period November 2007 – February 2010

Roles Change Consultant and Project Manager


Defined the global Procure to Pay process on Oracle’s E-Business Suite Release 12. Implemented the procurement change strategy in Central Europe.

Led the Oracle part of the classified demerger project. Successfully converted the Oracle data into a 3rd party system. Transition of the remaining parts into the European Shared Services Centre in Poland.

Implemented in time the new Oracle Global Finance System in Austria including Oracle’s Procurement, Payables, Cash Management, General Ledger, Receivables, Inventory, Assets and Internet Expenses.

Developed over 20 different functional specifications for customized features, legal, statutory and management reporting.

Built Oracle Reports in FSG for year-end close based on Austrian accounting law.

Result Communicated change effectively and enabled the decentralized purchasing process. Organized and achieved the Purchase Order / Payables invoice matching ratio from 3% to 86% within 3 months.

As a result, improved the processes, reliability, performance and ease of use of Oracle’s E-Business Suite System.

Software Oracle E-Business Suite 11.5.10 and Oracle E-Business Suite Release 12 (GL, AP, AR, FA, PO, CE, OIE, FSG, ADI, INV, iProc, iSupp, HR, SA, OM)

Project Bank Data Warehouse

Client One of the leading Swiss providers of financial services

Periods February 2007 – November 2007 and December 2004 – March 2006


Location

Assignments

Linked business strategy to infrastructure change in a framework of strategic change management.

Integrated Host, Oracle Data Warehouse and Oracle Financial Systems by modelling, changing, testing, executing, controlling and monitoring the business process, reports and functionalities.

Improved decision-making process by integrating data and reporting tools based on complete, accurate and timely information across the enterprise.

Reconciled and eliminated differences between Host, Oracle Data Mart and Oracle Financial Systems. Improved Oracle Data Mart mapping rules (over 7’000 rules).

Improved change requests and issue resolution between business and IT by defining new deliverables, roles, responsibilities and processes.

Managed new business requirements by writing functional specifications, liaised with IT development, testing and deployment.

Improved reconciliation process by defining new or enhanced existing reports, automated reports, balance and P&L reconciliation.


Project Bank Data Warehouse

Assignments

Defined prerequisites to automate reconciliation process, such as new mapping rules, know how transfer to business team on how to use the new reconciliation tools and processes.

Introduced a new testing concept. Improved testing quality, speed and accuracy. Enabled monitoring.

Built up reporting skills for Finance & Accounting team (Oracle FSG, ADI and Discoverer).

Defined, agreed and implemented new methods, processes, structures, roles and responsibilities with the client.

Ensured that the business team adapted the new procedures.

Result Data integrity. Comprehensive, current and easily accessible data.

Software Oracle Data Warehouse, Oracle E-Business Suite 11.5.8 (GL, AP, PO, FA, OIE), Oracle Discoverer, Oracle ADI, Oracle FSG, Host Legacy Application and Data Warehouse.

Project European Rollout Oracle E-Business Suite

Client Product Certification

Period April 2006 – February 2007


Locations Assignments Successfully implemented the new Oracle Global Finance System in 13 different

countries. This replaced many different systems and brought the customer onto a single global system using Oracle’s E-Business Suite.

Improved the reliability, performance and ease of use of Oracle’s General Ledger, Payables, Procurement, Inventory, Assets and Internet Expenses.

Result Client gets the most up-to-date and accurate information from their new Oracle E-Business Suite System.

Software Oracle E-Business Suite 11i

Project Global Transformation

Client Toy manufacturing company

Period October 2004 – November 2004

Role Oracle E-Business Suite Transformation Consultant

Locations Assignments Conducted Eastern European rollout of the Oracle E-Business Suite, which was part

of the Global Transformation Project. Met delivery target within timeframe.

Made sure global footprint complied with legal and statutory requirements for Poland, Hungary, Czech Republic and Slovakia.

Introduced and developed local business practices and forms.

Took business requirements, defined future state designs and executed set up of General Ledger, Payables, Receivables, Cash Management, Assets, Procurement, iExpenses and Project Accounting.

Result Successful go live of the Eastern European countries.

Software Oracle E-Business Suite 11.5.8 (GL, AP, AR, PO, FA, OIE, CE, PA)

Project Oracle Project Accounting EMEA Rollout

Client Computers, components, computer software and information technology services

Period November 2003 – September 2004


Project Oracle Project Accounting EMEA Rollout

Role Change Management Project Accounting

Locations Assignments Drove the change acceptance activities for European countries, which were

targeted in the Oracle Project Accounting rollout for Professional Services.

Analyzed, developed and drove the country change acceptance plan with the EMEA change manager, country change managers and Business Solution Group engagement managers.

Drove change acceptance plans focusing on business process re-engineering in order to deliver customer projects successfully with improved profitability and efficient operations.

Understanding the local Professional Services business processes and the related roles, the end state and business readiness.

Mapped processes and roles to achieve end state. Achieved that end state by using a change acceptance plan and Six Sigma methodologies.

Documented the changed core business processes, organizational impacts, roles and responsibilities.

Result Correct utilisation of the project accounting software for professional services.

Software Oracle Projects 11i

Project Oracle iStore

Client Restaurant chain

Period October 2003 – November 2003

Role Oracle E-Business Suite Consultant

Location Assignment Gather business requirements.

Result Online concept for restaurant chain.

Software Oracle E-Business Suite 11.5.9 (iStore, iPayment, OM, PO, INV, GL, AP, AR)

Project Guest Lectures

Client University

Period since September 2003

Role Postgraduate university lecturer

Location Assignment Lecture seminars on CRM and E-Business post graduate studies.

Result Students successfully passed their exams

Software Various CRM and E-Business Software Packages

Project Standardization of the pan European front (CRM) and back office (ERP)

Client Multinational computer technology company

Period December 2002 – July 2003

Role Oracle Change Analyst


Changed and improved order processing standardization of the pan European front (CRM) and back office (ERP).

Delivered a business process with supporting system changes through Six Sigma.

Managed 7 different visions, scopes and functional specifications in the order processing area.

Provided go live and post implementation support for Southern Europe.


Project Standardization of the pan European front (CRM) and back office (ERP)

Assignments

Carried out business process improvement in the prepaid orders area for EMEA by leading interviews, data gathering, analysis and recommendations from metrics.

Captured 20 - 50 issues per specification and initiated corresponding improvements for the future processes.

Developed 12 different process improvement scenarios to achieve common European process.

Result Increased order velocity by 115% for account and 296% for credit card orders, accuracy and quality by reducing rejection rate with 85%.

Reduced order processing costs resulting in $ 3.8M annual savings, improved sales productivity and visibility of the order pipeline and scalable process to support standardization and centralization.

$ 1.5M annual savings in the area of Business Process Improvement.

Software Oracle e-Business Suite 11.5.9, Oracle DB Server 9i (+10g), Oracle RAC 9i (+10g) on Platform IBM xSeries (Windows 2000 and Linux), pSeries AIX 5L, HACMP and GPFS. Brio Enterprise Version 6 and TOAD.

Position Manager eBusiness

Client Leader in digital services

Period January 2001 – November 2002

Locations Assignments As a member of the expanded management team, planned and carried out all

eBusiness activities of the Swiss branch of Atos Origin.

Led expansion and development of the eBusiness group by 25%. Increased quality, personnel enhancement and customer satisfaction.

Managed, coordinated and executed the groups’ eBusiness approach to the market and to clients.

Monitored the monthly business performance and managed delivery.

Evaluated business opportunities, product portfolio development, new contracts and workshops.

Delegated project execution including consulting and system integration to eSolutions staff.

While acting as eBusiness manager, coached eight eBusiness consulting staff members.

Result Increased delivery backlog by 70%.

Improved utilization rate and revenue by 93%.

Software ERP: Oracle Applications, JD Edwards and Baan CRM: SAP CRM, Siebel, Peoplesoft, Saratoga Systems, Update, Coheris, Applix and Blue Martini CMS: Tridion, Interwoven, Vignette, RedDot and Obtree eBusiness: Ariba, Commerce One, SAP EBP, Broadvision and Intershop, Documentum, Hummingbird, Bea WebLogic, Inktomi, Lotus Notes, Silverstream, Business Objects, Cognos and Matrix One.

Project Content Management System for the Swiss Parliament

Client Parliament Services

Period April 2002

Role Engagement Manager

Location

Assignment CMS Package Evaluation with focus on XML technology.


Project Content Management System for the Swiss Parliament

Result CMS Pilot.

Software Tridion Dialog Server

Project Oracle Applications Implementation

Client Telecom and IT Services

Period August 1999 – July 2000

Role Senior Oracle Change Analyst

Locations Assignments Project Lead and Support for the implementation of Oracle Application modules

for the Swiss subsidiaries in Zurich and Geneva.

Liaise between local and group management.

Result Successful implementation with trained key and end users.

Software Oracle Applications 10.7 Financials, Logistics, Procurement, Project Costing and CRM.

Project CRM Implementation

Client One of the largest energy supply companies in Germany and in Europe

Period January 1999 – July 1999

Role Change Analyst

Locations

Assignments Gathering business requirements and defining future process design for the new customer care center and sales force automation.

Developed call center strategy and facilitated CRM related workshops.

Redesigned business processes and extracting functionality from the processes and representing it using the Cambridge Functionality Matrix.

Scope and SQL scripts for customizations.

Result Successful implementation of the Customer Care Center and Sales Force Automation.

Software Peoplesoft (Vantive) 8.0

Project ERP Package Evaluation

Client Paper Industries

Period June 1999 – July 1999

Role Business Consultant

Location

Assignments Conducted package evaluation workshops which resulted in selection of the most appropriate software.

Process mapping in the finance area. Developing of customer specific score cards in order to support the package evaluation process.

Developing the business case model and creating the functionality matrix in the Sales, Purchasing, Logistics, Payables and Cost Accounting area.

Result Selection of the appropriate ERP System.

Software Evaluation of different standard ERP Systems such as SAP, Oracle, Baan, JD Edwards and Movex.

Project Oracle Training

Client American electronics company


Project Oracle Training

Period April 1999

Role Trainer

Location

Assignment Key user training for Oracle General Ledger, Receivables and Payables.

Result Successfully trained key users.

Software Oracle Applications 11.0.3

Project Oracle P2P, A2R and I2F

Client Telecom

Period September 1998 – December 2000

Role Project Manager

Location Assignments Led procurement, fixed assets and inventory strategy.

Implementation following AIM.

Trained key users and full training for 50 end users.

Analyzed client's specific requirements for procurement, inventory and fixed assets management following AIM.

Sold and developed together with a partner consulting company a new training tool.

Advised on future changes regarding moving towards eProcurement.

Result NPV of CHF 13M - CHF 19.5M in savings and CHF 1.3M in total cost over 6 years.

Successfully trained key and end users.

Software Oracle Applications 10.7

Project Oracle FSG

Client High Voltage Industries

Period December 1998


Location Assignments Oracle Financial Statement Generator (FSG) business mapping. Key user training in

the Oracle GL FSG and Budget.

Result New management reports and successfully trained key users.


Project Business Process Improvement (BPI)

Client American multinational conglomerate company

Period July 1998 – October 1998

Role Change Manager

Location Assignments As change manager redefined the scope at the client’s subsidiary.

Completed analysis of current and future business baseline for Oracle General Ledger, Accounts Payable and Accounts Receivable following AIM.

Delivered multiorganisation analysis for the set of books structure.

Defined interface requirements for receivables and payables transactions.

Defined new chart of accounts in accord with USGAAP, customer and vendor mapping templates, end user acceptance testing and training.

Organized and delivered end user training.


Project Business Process Improvement (BPI)

Result Successful transformation.


Project Cost Accounting

Client Aluminium manufacturer

Period June 1998


Location Assignments Delivered various scenarios for the implementation of Oracle Cost Management.

Provided cost center analysis.

Result Improved Cost Accounting.

Software Oracle Cost Management

Project Change Management

Client Multinational financial services

Period May 1997 – July 1998

Role Business Change Consultant

Location Assignments Instituted a change management initiative and project review with focus on

customization issues.

Developed recommendation strategy with proposed solutions, resources, project planning and cost estimates.

Developed online reports with Oracle Financial Analyzer.

Result Ensured implementation could continue within the new strategy.

Software Oracle General Ledger 10.7 and Oracle Financial Analyzer.

Project Worldwide Oracle Rollout

Client Global hospitality company

Period December 1997 – July 1998

Roles Business Change Consultant and Project Manager for Central Europe

Locations Assignments Ensured the rollout in the cash-out project within the Central European area.

Implemented Oracle General Ledger, Cash Management, Financial Statement Generator, Accounts Payable and General Ledger Desktop Integrator, following AIM for the largest hotel in the Czech Republic.

Analyzed and mapped local requirements, end user training, module set up (Oracle Fixed Assets, Purchasing, Inventory), data conversion and go live support in the Czech Republic and in Germany.

Provided post live support for the Zurich pilot site.

Designed and presented implementation review with findings, conclusions and recommendations for the European rollout to the headquarters in London.

Result Successful Go Live.


Project Cost Accounting and MIS

Client Reinsurance

Period July 1997 – December 1997


Project Cost Accounting and MIS


Location Assignments Defined future business processes for a new cost accounting system and chart of

accounts, following USGAAP.

Ensured implementation of General Ledger, following AIM. Delivered project 10 days earlier than agreed in scope.

Analyzed current and future business process baseline regarding the cost allocation of all administration costs within the company for actual and budget figures.

Implemented management reports using Oracle Financial Statement Generator.

Result Successful Cost Accounting implementation with corresponding management reports.

Software Oracle General Ledger 10.6 and Oracle FSG.

Project Oracle ERP

Client Export promotion

Period June 1997

Role Business Analyst

Location Assignments ERP Implementation. Responsible for Payables.

Result Current and Future Business Baseline for Oracle Accounts Payable.


Project Customization and Upgrading of Oracle Release 9

Client American personal care corporation

Period June 1997


Location Assignment Change Management

Result Estimated customization and upgrading.

Software Customized Oracle Applications Release 9

Project Consulting Sales

Client Russia's leading extraction and refinement company

Period May 1997

Role Sales

Locations Assignment Evaluation of demand.

Result Sold 150 consulting days.


Project GEAR (Global Environment for Accounting and Reporting)

Client Swiss global financial services company

Period March 1997 – May 1997

Role Trainer

Location Assignment Provided special training in Oracle General Ledger and Cost Accounting.


Project GEAR (Global Environment for Accounting and Reporting)

Developed Mass Allocations scenarios, set up and education of complex cost allocations for the Controlling Switzerland unit.

Result Successfully trained end users inclusive user representatives.

Software Oracle General Ledger 10.6

Project Global Rollout

Client Global provider of heating, ventilating and air conditioning

Period June 1996 – April 1997

Roles Business Change Consultant and Project Manager

Locations Assignments Implemented a global template in the debit area for 15 European countries.

Project manager for the Central and Eastern European countries, implementing Oracle General Ledger, Cash Management, Accounts Payable and Accounts Receivable, following USGAAP.

Re-engineered the accounts receivable process for the entire Europe.

Ensured conversion of legacy data and post implementation support for 6 countries across Europe.

Result Successful Go Live with Roll Out.


Project Migration Strategy

Client Telecom

Period May 1996


Locations Assignments Carried out migration strategy for Release 10.

Analyzed legal and statutory requirements for the Italian subsidiary.

Result Migration Strategy for Release 10.

Software Oracle Applications Release 10

Project FSG for NPM

Client Mental institution

Period April 1996 – June 1996


Location

Assignments Set up of new NPM chart of accounts in Oracle General Ledger.

Developed FSG (Financial Statement Generator) reports in General Ledger using the New Public Management (NPM) model.

Result NPM Reporting.

Software Oracle Applications Release 10

Project Delta – BPR (Business Process Re-engineering)

Client American global information technology company

Period October 1994 – December 1995

Role Change Management Project Analyst

Locations


Project Delta – BPR (Business Process Re-engineering)

Assignments Analyzed and redesigned Oracle Financials, legacy processes, core finance and administrative functions within the Europe-Africa Division.

Created a cross-border Shared Services Center (SSC) in Amsterdam.

Developed business cases to prove annual savings when project completed in 1997.

Planned projects and scheduled ten sub-projects with 200 people assigned to a total of 1‘500 tasks.

Performed site-selection analysis throughout Europe.

Developed an Activity Based Costing (ABC) model, best practices and benchmarking with a leading management consulting company.

Implemented the new VAT for the Swiss subsidiary.

Result Operational and cross border Shared Services Center.

Centralized and standardized processes.

$ 20M annual savings.

Software Oracle Applications, Siebel and custom programs.

Position Financial Planning & Analysis

Client US-based computer hardware, software and electronics company

Period September 1989 – August 1992

Role FP&A Analyst

Locations Assignments Prepared and consolidated annual budgets and monthly forecasts for the Swiss

subsidiary that generated $450M revenue. Coordinated quarterly review meetings held with the headquarters’ senior management.

Implemented the reporting and consolidation software Micro Control for the country management.

Result Improved FP&A and satisfied corporate deadlines.

Software Oracle Applications, SMART and Micro Control.

Recommendations:

Director, Financial Services

"Martin was an excellent fit since he stabilized and restructured our projects. He improved the relationship between IT and business and brought structure and transparency into the transformation program. He demonstrated his qualities during several releases, introduced and executed a new operating model. Even though we faced challenges such as unexpected losses in our workforce and unavailability of key resources, Martin managed the transition to the new operating model extremely smoothly. The business encountered minimal disruption and was able to continue as usual during the change implementation process. I was impressed with his deliverables, change management approach, friendly personality and his ability to work well under pressure. He managed the different projects and expectations between senior management, program team members and external service providers.”

IT Director, Healthcare

"Martin was one of those people that managed to get along with everyone from day one. He was brought in to document the business process and evaluate the ERP that's best fit for the organization. He's worked wonders with the variety of stakeholders that he worked with. His knowledge and the amount of work he's put in had impressed everyone in the organization. He was able to capture the core business processes and document them with meticulous detail. In addition to the above, Martin created some scripts based on the business processes and truly was able to


IT Director, Healthcare

objectively evaluate 8 bidders each for 10 hour straight. Martin's final report impressed everyone that was involved. Our CEO was awfully impressed by how he worked around the clock and was able to capture everyone's respect and admiration to his relentless dedication. I have nothing but positive things to say and truly appreciate the work he's done with us. A fantastic gain to have worked with him both personally and professionally.”

Program Manager, Information Technology Professional Services

"[Martin] has a rare blend of top consulting, analytical and interpersonal skills. We were impressed by his commitment and ability to complete all work assigned to him on time. He presented his findings, conclusions and recommendations at several international meetings and contributed significantly to the success of the business change element of the OPA Gold project… “He is an outstanding consultant and we highly recommend him for whatever position he may decide to take up next. “

Senior Program Manager, Hardware Manufacturing and Software Services

"[Martin] showed an excellent attention to detail and communicated and worked well with the Pan-EMEA virtual team (both Business and IT) and project stakeholders. He met, and in some cases exceeded, all deadlines. He also showed a high level of commitment and enthusiasm to his work and the team. I am very happy to recommend [him] for future positions and can provide any further details or information."

Global Program Manager, Merchant Services

“Martin has been recognised as an Oracle Expert in the Oracle Financial and Supply Chain area. He has broad and solid know how and implemented the new Oracle Global Finance System in time and in high quality. Martin always used his expertise in a hands-on approach and simplified the procurement process… He organised and achieved the Purchase Order / Payables invoice matching ratio from 3% to 86% within 3 months.”

Chief Information Officer, Semiconductor Industries

“Martin is an excellent resource to tackle ERP integration challenges. He has an excellent Oracle experience with a professional understanding of what needs to be delivered in order to achieve the overall project success. We were also impressed by his communication and project management skills.”

System Responsible Oracle, Pharmaceuticals Industries

“His assignment was based on several Training Process Phases… Martin has proven to be a Consultant with very good analytical and interpersonal skills… [He] is a team player that quickly adapts to changes and can function in a stressful environment.”

Senior Program Manager International Bank

“Martin provided us with an excellent know how which was found to be extremely beneficial to the Program. He is reliable, hardworking, conscientious and an extremely professional consultant who contributed to the success of the Program. We were impressed with Martins ability to complete all tasks assigned to him in a timely and professional manner. In addition, Martin is very precise and thorough with his work and his deliverables are in high quality. We were able to achieve our goals and we are particularly glad we had Martin on board. We would hire him again in the future.”


Head of Controlling, Consumer Finance

“Martin worked on a number of strategic new product introductions where he played a vital role in the Finance Testing… As a result, the standardized testing process and structures ensured consensus of all stakeholders and enabled a smooth transfer when we deployed these changes in production… Martin enabled sustainability of the improved process and organizational changes and worked well with Business, Finance and IT teams.”

Project Manager, Reinsurance

“Key deliverables have been successfully delivered. Milestones have been successfully met…Know how transfer has taken place… and fully meets the objectives … and passes the acceptance criteria…”

Project Manager Global Transformation, Retail

"The consultant has a profound know how in Oracle's E-Business Suite 11i and excellent skills in the Oracle Financials, Customer Relationship Management, Procurement and Projects Suite. He conducted the Eastern European wave including Business Requirements, Future State Designs and Application Set ups and ensured that the global footprint is in line with the Eastern European legal and statutory requirements. The applications he developed are accurate and he met all deadlines within the tight project plan. Amongst his functional qualifications, we appreciated his commitment and dedication towards our global teamwork. We would like to thank him and recommend the consultant for future positions to other clients."

Senior Head of IT, Telecommunications

Due to his full commitment for the SEPA deadline, he contributed to the successful go live of the SEPA project in Austria, United Kingdom and Ireland… Martin finalized the configuration in the first environments and successfully transferred the expertise to the Development Team… Based on Martin’s Input we were able to execute smoothly and successfully the transition. With Martin’s results and consultancy, we were able to reach our goals and we were impressed by this contribution to the success of the different projects. We are pleased to say that Martin Dvorak is a very professional Consultant. We highly recommend him for whatever position he may decide to take up next.

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