ACCOUNTANT Summary Financial Accountant specializing financial planning, reporting analysis within Department Defense. Highlights Account reconciliations Results-oriented Financial reporting Critical thinking Accounting operations professional Analysis financial systems ERP (Enterprise Resource Planning) software. Excellent facilitator Accomplishments Served tiger team identified resolved General Ledger postings DEAMS totaling $360B accounting adjustments. This allowed first successful fiscal year-end close 2012. In collaboration DFAS Europe, developed automated tool identified duplicate obligations. This tool allowed HQ USAFE deobligate $5M duplicate obligations. Experience Company Name July 2011 November 2012 Accountant City State Enterprise Resource Planning Office (ERO) In position Accountant assigned Defense Enterprise Accounting Management System (DEAMS) ERO I responsible identifying resolving issues affecting DEAMS General Ledger. I worked teammates Procure Pay, Orders Cash, Budget Report areas resolve daily challenges encountered deployment DEAMS additional customers system change requests promoted production. I supported testing scripts, patches, system change requests ensuring anomalies identified DEAMS Functional Management Office action DEAMS Program Management Office and/or System Integrator. In addition, I served tiger team designed identify resolve General Ledger posting differences supported development $360B accounting adjustments allowing first successful fiscal year-end close 2012. These actions also allowed reconciliation closure fiscal year 2010 2011 accounting adjustments ensuring DEAMS fiscal year-end requirements completed. These actions recognized critical successful review report issued Air Force Operational Test Evaluation Center (AFOTEC) resulting Air Force receiving authority continue deployment DEAMS. Company Name April 2010 June 2011 Resource Advisor City State In position Resource Advisor 1st Air Communications Operation Squadron (1ACOS) I responsible providing financial advice decision support Commander. I responsible coordinating $4.6M budget four funding sources. I coordinated USAFE Directorate Intelligence (USAFE/A2), USAFE Directorate Air Space Operations (USAFE/A3), USAFE Directorate Communications (USAFE/A6) 435th Air Ground Operations Wing ensure 1ACOS meets mission requirements. I consistently managed three separate timelines providing budget/unfunded requirements, providing documentation various reports required format organization. I discussed outcome Group Directorate budget meetings providing feedback day Flight Chiefs CC issue affects 1ACOS directly. I monitored Defense Travel System (DTS) daily identify orders authorizations needing approval provided notification appropriate Reviewing Officials Approvers. Utilizing DTS General Accounting Finance System I reviewed status reports identify anomalies obligations identified orders require correction prior payment. I provided Government Purchase Card (GPC) status reports day requested addition, communicated appropriate cardholders changes required support program. I identified cardholder training requirements monitored requirements ensure required training completed support mission critical program. I developed guidance GPC cardholders procedures requesting training squadron addition I provided answers cardholder questions unique non-standard issues/concerns. Assumed role Billing Official final rating period completed self inspection program Management Control Program, zero findings. During yearly audit 700th CONS received zero findings. Company Name July 2008 April 2010 Staff Accountant City State In position Staff Accountant HQ USAFE I responsible providing accounting financial oversight advice customers throughout Command support USAFE Comptroller. I responsible performing ongoing analysis financial programs identify negative trends weaknesses, ensured specific weaknesses corrected, determined whether systemic repeat issues identified adequately addressed. I required apply comprehensive knowledge analysis/reporting requirements data produced resolve issues. In collaboration DFAS Europe, developed automated tool identifies duplicate obligations comparing records accounting system contracting system provided notification funds manager review resolution. This tool eliminated hours manual research results allowed HQ USAFE deobligate $5M duplicate obligations. I responsible establishing various performance metrics ensured effective efficient use USAFE financial resources. I supported USAFE/FMA Financial metrics program collaborating DFAS Limestone development automated tool provided senior leaders visibility USAFE unit compliance established rules regulations related GPC. This tool provides management reports used populate monthly metric charts briefed USAFE/FMA. This tool provided capability USAFE/FMA collaborate USAFE Contracting develop/deploy joint guidance supports established Air Force Instruction mandating card suspension card holders compliance required reservation funds entitlement system support GPC. I identified resolved problem five GPC accounts rejecting automated interface process month. My research revealed accounts rejecting invalid paying station required manual intervention Wing DFAS personnel. This created rework, delayed payment invoices. I partnered DFAS Denver, corrected records Access On-Line accounts eliminating error condition. I identified method deliver one-on-one training support USAFE deployment Open Document Analysis (ODA) tool FMSuite. By utilizing Defense Connect Online I provided training remotely, virtually eliminating need expend funds Temporary Duty (TDY) travel. The results training produced results went well expectations noted ODA Program Management Office. Company Name January 2007 July 2009 Chief, Reports Branch. Accounts Maintenance Control City State In position Chief Reports Branch Accounts Maintenance Control (AM&C) I responsible ensuring development standardization various managerial system reports. I responsible completeness accuracy weekly, monthly, quarterly, semi-annual, annual reports. My branch monitored errors General Accounting Finance System (GAFS/BQ) ensured corrective actions accomplished. I also ensured fund balances reconciled reports verified prior release base activities higher headquarters. Limestone reorganized High Performing Organization (HPO) January 2007 time I reassigned AM&C, Directorate previously exist. My challenge time staff branch, implement aggressive training schedule, ensure continuity financial reporting maintained. As transitioned HPO continued defining missions functions AM&C entire network. I participated biweekly conference calls Standards Compliance effort define missions functions AM&C. Worked management determining FTEs needed branch. I responsible developing meaningful performance standards employees since branch functions previously exist. Limestone POC initiative eliminate suspense accounts throughout agency. Identified suspense accounts initially targeted, formulated strategies eliminate accounts requested waivers, participated plans modify processes using suspense accounts, interfund suspense account. These actions provided initial progress towards meeting Department Treasury's mandate discontinue suspense accounts February 2009. Worked staff reduce reconciliations $6.9 million February 2007 $1.1 million August, accomplished despite loss experienced personnel realigning resources support critical initiatives Accounts Payable. I orchestrated transition reporting requirements Transportation Financial Management System (TFMS) workload DFAS Omaha Limestone. After transition Limestone encouraged staff responsible reports streamline processes. Staff automated completely manual, time consuming process, thus eliminating potential key stroke errors manually validating numerous spreadsheets listings. Contributor Federal Managers Financial Integrity Act (FMFIA) Compliance Review establishment assessable units. Identified inconsistencies information provided staff foreign currency fluctuation adjustments. Persisted getting higher level review regulatory policy guidance. Report foreign currency fluctuation consistently accurate. Company Name February 2000 January 2007 Chief, Accounts Payable Branch City State As Chief Of Accounts Payable I responsible overall management branch consisting 120 employees. My four first line supervisors responsible establishing priorities, schedules, work assignments ensuring changes workload accounted minimize impact normal office operations. We consistently reviewed areas made necessary personnel moves based shifting priorities. This extremely important DFAS Denver directed database consolidations assumption Air National Guard workload. Workload increased rapidly staffing increased gradually, dictated frequent priority changes personnel moves. I also worked closely Major Commands supported DFAS Limestone strengthening partnership workload spikes negatively impacted customers. In December 2004, overaged invoice percentage nearing 25% backlog vendor pay documents exceeding 30,000. By working DFAS Command Client Executives Major Command Comptrollers, I instrumental forming strategy included soliciting Air Force personnel assistance document processing, identification "must pay now" bills, formation special action response teams dedicated responding customer's urgent requirements. As result efforts, three month period, able reduce overaged invoice percentage 19% backlog documents documents 20 days old thereby minimizing adverse impact customer funds. I responsible providing personnel feedback sessions quarterly prepared supervisory appraisals employees' performance potential advancement. Partnering management staff employees, I instrumental establishing Employee Performance Plans linked employee performance established DFAS Strategies Balance Scorecard goals. In position supervisory accountant I responsible performing ongoing analysis Vendor Pay workflow production identify negative trends weaknesses, ensure specific weaknesses corrected, determine whether systemic repeat issues identified adequately addressed. I required apply comprehensive knowledge analysis/reporting requirements, work processes, vendor pay system structures, data produced resolve issues. Utilizing expertise Louis II data retrieval software, I produced ad-hoc data queries in-house external use customers. These retrievals designed reduce man- hours necessary perform complex finance accounting functions DFAS Air Force personnel. I responsible budget resources necessary operate branch. In capacity, I prepared budget execution justifications, plan monitor overtime costs, control supply purchases ensure cost efficient operation possible. I required respond inquiries various sources, include, limited to, vendors, DFAS management, accounting liaison offices, resource advisors, DFAS field sites. These inquiries required ability relay technical aspects systems deficiencies customers familiar operation. I participated video teleconferences, conference calls, briefings designed address customer DFAS management requirements. I called upon explain, laymen's terms, DFAS policy procedures regards delays payment due various reasons. I responded various audit reports studies; ensuring senior management audit personnel, understand particular situations within Vendor Pay business process result findings. Company Name February 1999 February 2000 Chief, Recon Reports Branch City State In position Chief, Vendor Pay Reports Recon Branch, I exercised supervision (either directly indirectly) 22 employees primarily "525" series grades ranging GS-5 GS-8. This responsibility also included supervision German local national workers assigned duty section. I responsible planning, directing, supervising activities work force review, interpretation, processing, reconciliation vendor pay accounting data production timely accurate financial statement report requirements. I participated development branch policies continually reviewing evaluating organizational operations, work distribution, procedures. I coordinated activities assigned functions organizations obtain effective correlation financial data. Directed provided technical guidance subordinates assigned area. Assured timeliness accuracy assigned workload. Planned, organized, directed, coordinated, reviewed work subordinate's sections ensuring mission functions division carried out. I managed realigned resources, conducted program analyses, made decisions accordance unit cost principles, outputs, targets, changing budgetary constraints. I participated long range planning, goal setting, evaluating subordinate staff. Interpreted clarified branch policies resolved operational problems. Ensured efficient utilization professional development staff. I expected provide reasonable assurance operations conducted compliance applicable laws funds, property, assets safeguarded waste, loss, unauthorized use, misappropriation. I ensured continuing affirmative application support DoD DFAS policy concerning equal opportunity affirmative action programs. Ensured personnel management within organizational entity supervision accomplished without regard race, color, religion, sex, age, national origin, handicap. I kept abreast developments, policy issuance, similar material equal opportunity field fully supported DoD DFAS Equal Opportunity Program. I responsible accountable safety health subordinates. I ensured personnel trained work safely. I enforced safety health rules, corrected unsafe unhealthy acts unsafe unhealthy mechanical physical conditions, investigated mishaps tool actions necessary ensure safety health employees. Company Name June 1995 February 1999 Chief, Accounts Payable Branch City State I responsible establishing priorities, schedules, work assignments ensuring changes workload accounted minimize impact normal office operations. This important DFAS Denver directed workload realighment Field Sites servicing customers Major Command. Workload increased dictated frequent priority changes personnel moves. I also worked closely Major Commands supported DFAS Limestone strengthening partnership workload spikes negatively impacted customers. I responsible providing personnel feedback sessions quarterly preparedsupervisory appraisals employees' performance potential advancement. As supervisory accountant I responsible performing ongoing analysis Vendor Pay workflow production. I identified negative trends weaknesses, ensured specific weaknesses corrected, determine whether systemic repeat issues identified adequately addressed. I required apply comprehensive knowledge analysis/reporting requirements, work processes, vendor pay system structures, data produced resolve issues. Utilizing knowledge Louis II data retrieval software, I produced ad-hoc data queries in-house external use customers. These retrievals designed reduce man- hours necessary perform complex finance accounting functions DFAS Air Force personnel. I responsible budget resources necessary operate branch. In capacity, I prepared budget execution justifications, plan monitor overtime costs, control supply purchases ensure cost efficient operation possible. I required respond inquiries various sources, include, limited to, vendors, DFAS management, accounting liaison offices, resource advisors, DFAS field sites. These inquiries require ability relay technical aspects systems deficiencies customers familiar operation. I participated video teleconferences, conference calls, briefings designed address customer DFAS management requirements. I often called upon explain, laymen's terms, DFAS policy procedures regards delays payment due various reasons. I required respond various audit reports studies; ensuring senior management audit personnel, understand particular situations within Vendor Pay business process result findings. I hand selected Field Site Director Vendor Pay Site Manager represent DFAS Limestone team comprised representatives DFAS Denver field sites provide training Air Force base level Resource Advisors. During five week period, I provided "Boot Camp" training 400 base level personnel ensuring resource advisors familiar DFAS structure mission requirements related funds management. Company Name June 1994 June 1995 Accountant, Network Assistant Team City State As member Network Assistance Team, I required extensive working knowledge DoD accounting systems, theory, policy, procedures. I consistently called upon develop implement procedures consistent DoD regulations. Coordinated DFAS Denver Omaha Field Site consolidation first geographically separated Defense Accounting Office DFAS. In position member Network Assistance Team I required, upon arrival base level Defense Accounting Office (DAO) provide in-brief. This briefing identified team members, purpose visit, goals, responsibilities. Upon completion assignment, provided written oral out-brief outlining team accomplishments visit. I provided recommendations preclude recurring problems prepare organization consolidation. Company Name June 1993 June 1994 Supervisor, Accounts Control Branch City State I directed/supervised accomplishment financial reports statements. I responsible completeness accuracy weekly, monthly, quarterly, semi-annual, annual reports. Monitored errors General Accounting Finance System (GAFS/BQ) ensured corrective actions accomplished. I also ensured fund balances reconciled appropriate audit listings verified reports prior release base activities higher headquarters. I furnished accounting data base organizations often interpreting analyzing data help funds managers resolve problems manage programs effectively. I attended Major Command (MAJCOM) Headquarters level workshops participate contribute accounting policy system changes. I provided professional assistance Data Automation relevant processing accounting finance data, interpreting deficiencies software based output products system related problems. I utilized working knowledge commercial government accounting system principles knowledge Processing Centers (PCs) review, verify, analyze, evaluate accounting finance operations. While serving Chief, Account Control I ensured areas concern addressed, concentrating problem areas related database. I analyzed computer output products determine processing deficiencies. They included, limited to, Open Document Listing (ODL), Operating Budget Ledger (OBL), Allotment Ledger (AL), Accounting Finance Workload Information Management System (A&F WIMS) Extract list. I provided technical assistance related policy procedural. changes required result impending base closure. Analyzed/developed recommended improved training procedures enabling better use system procedures ensuring governing directives followed. I evaluated accuracy accounting records prior fiscal year closeout ensuring Accounting Finance Officer could certify accuracy required regulation. Examined accounting transactions documents ensure conformed established accounting policy principles. Coordinated directed fiscal year end conversion GAFS Integrated Accounts Payable System (IAPS). Education Northern Maine Community College 1994 Associate Accounting City State USA Emphasis Business 1994 Associates Accounting City State USA GPA: GPA: 3.41 Accounting GPA: 3.41 174 Hours, Quarter Attended Husson College, major Accounting 78 semester hours toward Bachelors degree. Professional Military Comptroller School, 6wk, 4-98; Managerial Accounting I, 09-98; Interested-Based Bargaining Training Management, 24hrs, 09-01; Auditing Methods Concepts 09-98; Organizational Leadership, 32hrs, 07-03; Management Development II, 32hrs, 07-03. Certifications Certified Defense Financial Manager, CDFM, May 2005 Interests American Society Of Military Comptrollers Additional Information Skills Accounting; General Accounting; Accounts Payable; Program Management.