Senior Accounting Manager
Booz Allen Hamilton
Total des années d'expérience :24 years, 7 Mois
Senior Accounting Manager: Labor Accounting & Payroll (2008 - Present) — Provide senior management leadership to ensure accurate processing of labor cost (the single largest cost for $5 billion business) and payroll for 25, 000 employees; ensure compliance with federal, state, and local tax requirements, payments, and benefit deductions. Manage $3 million budget and $1 million contract with ADP. Direct management team including one senior manager and two managers; 22 total staff. \n• Regulatory Compliance: Enabled firm to pass all DCAA Labor System audits by ensuring accurate and timely processing of time reports and labor adjustments in compliance with both firm and DCAA policies and procedures. \n• Financial Audits: Directed critical activities to support accounting closes, including year-end activities as well as quarterly and yearly financial audits by E&Y. \n• Automation/Process Improvement: Generated $2 million in additional monthly revenue recognition and billing opportunities by eliminating manual processes and automating labor adjustments, a direct contribution to meeting cash collection and DSO targets. \n• Project Management: Led establishment of payroll department in Northern Virginia in 2008 within six months; interviewed and hired managers and processors and documented processes. \n• Outsourcing Evaluation: Influenced senior leadership that in-house payroll support was best option after rigorous review and cost analysis of outsourcing services. \n• Financial System Support: Partnered with Information Services to direct maintenance, functionality, and enhancements of the time reporting, payroll, and accounting systems and to move systems to hosted environment and disaster recovery sites. \n• Reduced Cost through Operating Efficiency and Scalability: Headcount grew from 6, 000 to 25, 000 while labor accounting team headcount grew by only three. Reduced outsourced payroll expenses by $100K a year by streamlining service offerings. \n• IPO: Moved to compressed close schedule to support financial reporting deadlines and requirements for taking the firm public; established SOX internal control procedures and implemented monthly and quarterly reviews of key controls; passed all interim reviews and audits conducted by internal and external auditors. \n• Enterprise Initiatives: Played pivotal role in implementation of new processes and policies impacting all staff, including new PTO policy, combined infrastructure support and operations for Commercial and Government Consulting business, separation of Commercial business, and implementation of ESPP and Equity outsourcing. \n• International Operations Support: Led project team to evaluate international payroll requirements for countries in Europe and MENA Region, as well as expatriate support to identify a payroll service provider. Negotiated contracts and established resources and processes needed to support country-specific labor laws for time reporting. \n• Regulatory Compliance: Enabled firm to pass all DCAA Labor System audits by ensuring accurate and timely processing of time reports and labor adjustments in compliance with both firm and DCAA policies and procedures. \n• Financial Audits: Directed critical activities to support accounting closes, including year-end activities as well as quarterly and yearly financial audits by E&Y. \n• Automation/Process Improvement: Generated $2 million in additional monthly revenue recognition and billing opportunities by eliminating manual processes and automating labor adjustments, a direct contribution to meeting cash collection and DSO targets. \n• Project Management: Led establishment of payroll department in Northern Virginia in 2008 within six months; interviewed and hired managers and processors and documented processes. \n• Outsourcing Evaluation: Influenced senior leadership that in-house payroll support was best option after rigorous review and cost analysis of outsourcing services.