Résumé James Raymond Marlatt 1

Résumé James Raymond Marlatt 1

James Raymond Marlatt, PMP, CISA

- 720-933-5541 (cell)

EDUCATION

Master of Science Information Systems, GeorgiaStateUniversity, 1987
Bachelor of Science Accounting, University of Tennessee, Knoxville, 1983

PROFESSIONAL CERTIFICATION

Project Management Professional (PMP), Project Management Institute, 2003 to present
Certified Information Systems Auditor (CISA), Information Systems Audit and Control Association, 2010 to present

RECENT PROFESSIONAL TRAINING

Extensible Business Reporting Language (XBRL) provided by the American Accounting Association, August 2006
Faculty Teaching Excellence Program, Defining and Assessing Student Learning Goals Workshop by Carl Wieman, May 2006

RECENT TEACHING AWARDS

Frascona Teaching Excellence Finalist, Spring 2008, 2009 and 2011
Frascona Teaching Excellence Award Winner, Spring 2011

TEACHING EXPERIENCE

LEEDSSCHOOL OF BUSINESS, UNIVERISTY OF COLORADO, BOULDER

1999 TO PRESENT

I came to teach at the Leeds School for one reason, to help our students be more successful after they graduate from our program. For most students, success is defined as getting a great job which allows for on-going professional development, opportunities for advancement, a respectful/professional environment and great pay. Every course I teach is designed to help them achieve their goals. Some of the coursesI have developed and/or taught include:

Systems Analysis and Design – how to use people, process and technology to achieve the business objectives and solve business problems

Accounting Information Systems1 and 2 – how accountants can leverage cross-functional processes, information technology and internal control systems to add value to the business

Project Management – how to use a structured methodology based on the Project Management Institutes approach to improve a project’s chances of success

BCOR 2500 – Introduction to Operations and Information Management – how can businesses align their overall strategy to business tactics, systems objectives and systems tactics to make better decisions, faster

Competing with Information Technology – how to use information technology to gain a sustainable competitive advantage

Design for Usefulness and Usability – how to design information systems that add value and are easy to use

Database Systems Design and Implementation – how to design and implement databases that enable data capture, data integrity and knowledge sharing

Leadership Skills – how to recognize and develop personal leadership skills through the creation of a personal vision, deeper awareness of ethics and an opportunity to play a leadership role in an organization

BCOR 1000 – an introduction to computers and Microsoft Office tools

SERVICE EXPERIENCE

LEEDS SCHOOL OF BUSINESS, UNIVERSITY OF COLORADO, BOULDER

1999 TO PRESENT

Director - Center for Business Integration, Leeds School of Business, CU-Boulder

The Center was created to connect students and faculty from the systems and accounting divisions with local businesses looking to tap into the wealth of ideas on campus. It connects students in our courses with businesses looking for practical ideas to solve specific business problems. As director, I have forged business contacts, assisted with the development and coordination of student-business projects, and organized competitions for student presentations to faculty and the business community.Over the last five years my student teams have worked with dozens of companies, most of whom come back semester after semester to work with us. Some recent examples of projects include:

Developed a program for Vail’s Beaver Creek Ski Resort which won them a safety award for the first time in their history

Reviewed and provided feedback on a website developed by Janus Funds for their financial advisors. The team was invited to present their recommendations to senior management and a number of them have been implemented on the site

Reviewed Target Corporation’s digital media strategy for their retail stores. Project team identified inconsistencies in their product strategy as compared to other store departments (over 20 different brands/price points for televisions vs. a typical choice of 3 brands/price points in other departments, e.g. toasters)

Performed an accounts receivables analysis for Sunrise Medical Corporation to determine aging and more importantly allow them prioritize their customers from best to worst so they could make better credit decisions

Student Advisor, Systems Division

I work with our systems division students to help them make better choices for classes, internships and full-time employment. My extensive work experience and relationships with many local employers enables me to provide insight our students might not otherwise get.

SUMMARY OF ANDERSEN AND PRICE WATERHOUSE EXPERIENCE, 1987 to 1999

I was responsible for Arthur Andersen's PeopleSoft implementation practice for the Atlanta office. I built this business from nothing in 1996 to over forty dedicated implementation professionals. In addition to managing this business, I was primarily responsible for sales, employee development and took a project management role on a number of key projects. By 1999 this business generated nearly $8,000,000 per year in revenue and represented more than 25% of the Atlanta offices consulting revenues and profit.

I managed three large PeopleSoft financials implementations and was instrumental in developing the training curriculum for the PeopleSoft team. I have also played a major role in developing Arthur Andersen's PeopleSoft implementation methodology. At the same time, I was involved in establishing and maintainingpartner relationships with several key enterprise solution vendors. These include PeopleSoft, JD Edwards and Hyperion.

Prior to moving to Atlanta in 1996, I was in Arthur Andersen’s Moscow office where I established and managed the Business Consulting practice for the Commonwealth of Independent States (CIS). This work involved first selecting viable financial management solutions that met (or could be localized to meet) Russian and Western clients' complex dual accounting requirements, localizing them, and implementing these packages for our clients.

With nearly fifty consultants in Moscow, St. Petersburg, Almaty (Kazakstand) and Kiev (Ukraine), the Business Consulting group under my direction was trained in Arthur Andersen’s methodologies, western accounting practices and principles, and the software packages being implemented. Software included SAP, SunSystems (Systems Union), Platinum and Scala for over forty clients operating throughout the CIS. A number of these projects were roll-outs to multiple sites. My Business Consulting team also developed middleware in order to enhance the off-the-shelf solutions used on these projects without affecting source code.

I was also responsible for establishing and maintaining partner relationships with SAP and Systems Union for the CIS.

PROJECT EXPERIENCE

Managed the implementation of PeopleSoft general ledger, asset management, project costing and budgeting for a gas utility, Public Service of North Carolina. The project included creating a finance and project strategy, redesigning their finance processes, training the core client team and implementing PeopleSoft to provide for these new requirements. During the course of the project, it was determined that several major modifications needed to be made to PeopleSoft to meet their needs. This included adding a new chartfield and rewriting the interface between the project costing module and the asset management module. In addition to my project management responsibilities, I played a key role on the training team; over two hundred users were trained in the use of the new system. This system replaced a twenty year old system that was not Y2K compliant.

Managed the implementation of PeopleSoft general ledger, accounts payable, asset management, accounts receivable and payroll for a large grocery retailer, Jitney Jungle, utilizing a rapid implementation approach including minimizing customizations to the system. We took this project over from another consulting firm that had the Jitney Jungle team entering data in both the new system and the existing system for more than four months. Within 3 weeks our team had finalized the implementation and transitioned the company off the existing system.

Managed the implementation of PeopleSoft project costing for a large clinical research organization, Quintiles. Due to the immaturity of this product at the time, a significant portion of the application was rewritten using PeopleTools, PeopleCode and SQR. As this application touched most of the organization, the communication, change management and training plans were critical to the success of the project. I took this project over from another project manager and helped guide the project to a successful conclusion. Our design had to incorporate requirements for future European and Asian implementations for Quintiles. Quintiles subsequently chose our team to implement additional PeopleSoft financial modules, including General Ledger, Accounts Payable and Asset Management.

Responsible for quality assurance on several other PeopleSoft implementations: including Arthur Andersen's North American shared service center accounts payable and purchasing project; Avalon Bay Properties general ledger and accounts payable implementation; and Allied Holdings general ledger and accounts payable implementation.

Helped develop a new training course, Consultant 2000, for all new BC consultants that was much more interactive and included solving a real client’s business problem. I also helped teach this course when it was first rolled-out to the worldwide practice.

Responsible for a number of software selections, benchmarking studies and process improvement projects. Clients include the American Cancer Society, Woodruff Arts Center and Holder Construction Company.

Managed an information systems planning project, software selection and SAP implementation for a $500 million pulp and paper mill in Syktyvkar, Russia. The project team also recommended and helped implement a new organization structure for the accounting, finance and information technology departments of the mill. During the course of the implementation a project team was created and given software and methodology training. Shortly after the implementation, over two hundred employees were using this system. At the time the project began, only a handful of employees even knew how to use a computer. This system enabled Syktyvkar Pulp and Paper to produce financial statements in International Accounting Standard format and for Russian statutory purposes. As a result Syktyvkar was able to raise Western investment capital to stabilize and grow its business.

Managed the selection and implementation of an accounting and financial management solution (SunSystems) running in a UNIX environment for US West’s Commonwealth of Independent States (CIS) joint ventures. The pilot implementation of the software at Delta Telecom in St. Petersburg was used to establish a standard for the subsequent roll-out. The Andersen team also identified and trained the internal US West team that would carry out the roll-out to additional sites throughout the CIS. This package was successfully implemented in seven sites and the corporate office in Moscow. This system allowed the Joint Venture to produce both Western and Russian financial statements.

Managed the selection and implementation of a new financial management system for DHL’s CIS operations. This included detailed requirements analysis, software and hardware selection, contract negotiations, and implementation. At the start of the project, a joint team including participants from DHL, Arthur Andersen and the software vendor was organized. The joint team completed the first implementation and trained the DHL employees so they were able to implement the new system at five additional sites without consulting assistance.

Managed the localization of a British accounting package, SunSystems, for the Russian marketplace. This work included identifying viable western accounting solutions, which could provide for both Russian statutory and Western management accounting requirements in a single-entry system. I identified a local software company to do the localization based upon requirements defined by Arthur Andersen accountants and BC professionals.
Started and managed an accounting outsourcing practice, including business strategy, client development, staffing, training, client service and the successful transition of the practice to a Russian Arthur Andersen manager. Services provided include maintaining client's books and records for Russian and Western purposes using both manual and automated systems depending on the client's requirements and capabilities. Clients included Occidental Petroleum, Exxon, Abbott Labs, Servier, ConAgra, Goldman Sachs, Panalpina and Wella.

Price Waterhouse, Office of Government Services, Senior Consultant, 1987 to 1991
Worked on a number of accounting and financial management software selections and implementations for various U.S. Government Agencies and Departments, including the implementation of the American Management System (AMS) for the Department of the Interior at the head office and a number of locations throughout the United States.

OTHER EXPERIENCE

International Business Machines (IBM) Technical Support Professional , 1985 to 1987
Supported over 5,000 users on various hardware and software platforms, including IBM mainframes, mini-computers and PCs.
Kroger Company Store Co-Manager, 1983 to 1985 Completed the management training program for Kroger and was quickly promoted to manager in charge of the grocery and nonfoods departments (more than 60% of the stores’ sales) of a Kroger superstore with sales in excess of fifteen million dollars per year. Worked in this position for several years prior to leaving Kroger to pursue my Masters Degree in Information Systems.