Andrew Collier - Consulting Services
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Transcript of Andrew Collier - Consulting Services
Business Transformation | Tailored
Consulting Services for Your
Company
WHY CLIENTS ENGAGE | Their Perspective
Clients typically engage for three reasons:
1. They need someone with an outside perspective
that can formulate and apply a complete business
approach to their needs and/or problems.
2. They prefer to partner with a seasoned individual
consultant with proven hands-on implementation
capability that can fulfill multiple roles, rather than
contract with a large consulting firm that assigns
teams of specifically-skilled contractors.
3. They’re completely frustrated with failed or less
than optimal operational improvements and/or
commercial and custom software implementations.
Lean
Digital
Data
About
Engage
Services
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Lean
Pro
cess
es Remove Waste
Reduce Costs
Reduce Cycle Time
Improve Quality
Dig
ital
izat
ion Automate
Workflow
Remove Data Replication
Integrate Systems
Ensure Usability
Cen
tral
ized
Dat
a SPOT
Integrity
Accessibility
Value
Data Analytics
Business Intelligence
CORE SERVICES | Focused on Increasing
the Value of Your Company
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Data
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Clients | Multiple Industries
Small, Medium, and Global Manufacturing &
Distribution
Financial Asset Management & Outsourced CIO
Investment Firms
Specialty Insurance
Healthcare Multimedia and Data Analytics
Government-funded, Non-Profit Scientific
Engineering
Higher Education
Internet Startup
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Data
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Client Engagements | Types of Roles
Executive Advisor
Independent Board Director
Interim CTO / CIO / Senior
Technology Executive
Private Equity Pre-Acquisition
Due Diligence Analyst
Post-Acquisition Analyst and
Integrator
Project Planner and Manager
Initiative Oversight (e.g.
Product Development, 3rd
Party Consulting Firms, etc.)
System and Data Architect
Team Constructor,
Recruiter, Manager, and
Mentor
Lean Analyst & Engineer
Profitability & Cost Analyst
ERP Manufacturing &
Distribution Implementer
Commercial Software
Selector & Implementer
Custom Software Engineer
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Organizations Benefiting from
Transformation Services | 70+
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Data
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Lean
Pro
cess
es Remove Waste
Reduce Costs
Reduce Cycle Time
Improve Quality
Dig
ital
izat
ion Automate
Workflow
Remove Data Replication
Integrate Systems
Ensure Usability
Cen
tral
ized
Dat
a SPOT
Integrity
Accessibility
Value
Data Analytics
Business Intelligence
LEAN PROCESSES | Discovering Issues
and Opportunities in Your Business &
Setting a Path for the Future
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Data
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LINK
BASTM | Lean Complexity Value Stream
Mapping Uncovering Immediate, Short-
and Long-term Value in Your Business
Structured Cost, Time, and Value Modeling, Documentation, and
Analysis of Your
Products & Services
Processes
Roles
People
Systems
Software
Data
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BASTM | Your Questions Answered
How much time and money do we spend on non-value-added
tasks?
How do our employees spend their time, and on what?
Do we have the service capacity for additional business?
How much will it cost us to add additional service capacity?
Do we have replication/duplication in our core processes?
Are role responsibilities and accountabilities clearly defined?
How reliable, secure, and available is our fundament data?
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BASTM | Your Questions Answered
Do our systems adequately support our processes?
Are our systems being used appropriately?
Is our proprietary information and intellectual capital at risk?
Where can we make short- and long-term improvements in our
roles, processes, and systems and what will it cost?
How can we improve on key financial ratios like ROE, and
ROA?
How can we reduce cycle times, waste, and poor quality?
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What You Have Today
Current-State Assessment
Current-State Value
Roadmap for Improving What You
Already Own
BASTM | Focus First on Improving Return
on Your Existing Assets
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Gaps In Existing Assets &
Capabilities
Capital Investment
Requirements
Future-State Value
Full Strategy Alignment
BASTM | Next, Increase Your Company’s
Value Through New Investments
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Business Process
Re-engineering
Business Process Management
Lean Six Sigma
Activity-Based Costing
BASTM | Synthesizes Best Practice
Analysis and Business Improvement
Methodologies
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Supplier InterfaceYour Company
Interface OEM Interface Customer
Strategy R&DBusiness Manage-ment
Sales & Marketing
PLM OTCShared Services
ForecastingReplenishment
Product-ion
Ware-housing
Distribut-ion
Order Taking
Delivery
Value Chain Entities
Entity Core Processes
Core Process Activities
Example of Well-Structured Process |Documentation of Your Value Chain
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Interactive, Multidimensional Model of YourBusiness | Share Pertinent, Critical Information with Stakeholders, Management, Partners, and Investors
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1) Formalize
Agreement
Sign NDAs
and General
Contracts
Conduct High-
level Scoping
Agree on
Deliverables
Finalize
Schedule A
2) Conduct
Management
Meetings
3) Build Model 4) Review &
Finalize
Results &
Recommend-
ations
5) Present Final
Results
Low-Level
Scoping
Document Pre-
populate
Business
Architecture
Review
Financials
Define IT
Blueprint
Populate
Resources
Identify /
Schedule Key
Managers and
Users
Conduct
surveys and
interviews
Validate
model and
conduct follow-
ups
Conduct initial
analysis
Document
questions for
management
Pre-populate
4-Quadrant
Results Matrix
Validate results
with managers
Resolve
questions and
issues
Obtain
feedback on
assumptions
and
recommendati
ons
4-Quadrant
results matrix
Short-/long-
term
recommendati
ons and plans
Excel
spreadsheet
with Pivot
Table
The Golden
Nuggets
Sign NDAs and
General
Contracts
Conduct High-
level Scoping
Agree on
Deliverables
Schedule A
Low-Level
Scoping
Pre-populate
Business
Architecture
Review
Financials
Define IT
Blueprint
Populate
Resources
Identify /
Schedule Key
Managers and
Users
Disciplined, Proven Approach | Low Impact & High Value For Your Company
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Gain Immediate, Leverageable Insights
into Your Company | Typically 2 Weeks
to 2 Months Depending on Size and
Magnitude of Operations
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High Risk• Keeping employees in
unsuitable roles
• Patching brittle systems
• Maintaining master data
in multiple systems
Critical / Must Do• Critical Regulatory and
Compliance Concerns
• Data Security Issues
• Disaster Recovery
• Data Integrity Issues
Outcomes = Goals• Centralized Master Data
• Lean Processes
• Automated Workflow
• Modern Systems
• Real-time Data & Reports
• Transparency
Low Hanging Fruit• Employee Training &
Education
• Reassign Employees to
better-suited roles
• Reconfiguration and
integration of existing
systems
• Data Replication
Reduction
Tim
e /
Inve
stm
ent
Value
Immediate, Short- and Long-Term Roadmaps That Guide Your Focus on Highest Value
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BASTM Cases and Client Testimonials |
What an Engagement Might Look Like for
Your Company
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Business CaseMandate by Global 100 Corporate Office for American Division of
Marine Diesel Engine Distributor to Lean and Standardize the
Order-To-Cash and Lifecycle Management Processes for a
Global Rollout.
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ActionPerformed 2-week Lean Complexity Value Stream Mapping
Assessment of the OTC and PLM Processes using the BASTM
Solution.
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DiscoveryOTC Processes Key JDE functionality and bolt-on custom applications are not fully
understood and underutilized (Forecasting, Supply/Demand Inquiry,
Inventory Commitments for Sales Orders, Kitting, and Pricing vs
Costing, DRP, MRP, FAS, Supplier Scheduling, and Advanced
Pricing)
Unclear demarcation between Make-To-Stock, Build-To-Order,
Assemble-To-Order, and Lifecycle Management Processes
Key drivers are not accurately or timely maintained (e.g. Purchase
Order Dates, Future Commitments for Major Components, etc.)
Key Management Reports do not exist (Sales Order Backorder with
Scheduled Availability, Potential SCM shortages, etc.)
Overly complex pricing based on engine horsepower
Poor and inaccurate communication between Account Executives
and OEM Customers
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Discovery | ContinuedProduct Lifecycle Management Core Product Data Management for Matrices and Kits is Maintained
separately in multiple systems (PMI, Sales Guide, JDE, Excel,
TeamCenter) leading to integrity issues, manual replication, and
inefficiencies
Pricing for Service Parts vs Kit Parts is not managed separately
leading to inconsistencies and order entry problems
Effectivity dates on Bill of Materials are not used appropriately leading
to incorrect part management for engine modelsLean P
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RecommendationsProduct Lifecycle Management New fulltime PDM Role
PLM Process for PDM Data
Centralize PDM in JDE (SPOT data), and integrate with consuming
applications
Use BOM Effectivity Dates to support MRP and SCM Planning
Implement Engineering Change Order (ECO) process to keep PDM
up to date
Create Generic Kit (Lot Controlled) Items to support BTO and ETO
packages
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Recommendations | ContinuedOrder-To-Cash Implement procedure to convert recurring BTO and ETO Kits to
customer-specific MTS products
Re-implement the Forecasting process and re-train the Planner (this
process was implemented by Andrew Collier two years earlier to
resolve a critical supply shortage)
Re-implement DRP and MRP to support short-/long-term component
and parts planning
Document procedures for maintaining the Supply/Demand Rules and
educate the Engineers, Sales Coordinators, Product Managers and
Planner on the use of S/D functionality and inquiries
Implement Advanced Pricing to facilitate package configurations and
pricing to support situations such as exponential horsepower engine
packages, and to support kit component vs service part pricing
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Deliverables Executive Presentation
Documented Recommendations
BASTM Multidimensional Data Model
Current-/Future-State OTC and PLM Process Mapping
Empirical financial data identifying over $700,000 in immediate
operational savings based on recommendations
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Testimonial‘Within two weeks, Andy was able to conduct a very
comprehensive analysis of our Order-to-Delivery process. Using
the Business Architecture System (BAS) solution, he not only
identified $ 700,000 in non-value-added tasks, but provided us
with the data we needed to make sound, short and long-term
operational business decisions. Andy’s BAS solution built such
detailed information about our processes and service costs, that
we could start improvements right away.’
Mark Heller | Director of Sales Operations
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Business CaseRapid growth of Outsourced CIO Investment Firm (now $12bn
AUM) was beginning to strain existing operations, systems, and
morale. Client needed an assessment and mapping of current-
state processes to understand where to improve both short- and
long-term, and recommendations on where to invest in
technology for the most value.
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ActionPerformed Lean Complexity Value Stream Mapping Assessment
of Front- and Back-Office Operations using the using BASTM
Solution over the course of six months (total time less than two
months).
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DiscoveryManage Funds Daily Management Significant inefficiencies identified
Private Equity Fund Accounting (Capital Calls, Distributions,
Redemptions)
Public Fund Accounting
Intra-company transactions between LPs and GPs
Monitoring and tracking emails intra-firm, Managers,
Administrators, Custodians, Banks, and Clients
Document management
54% of task hours identified as non-value-added equating to
approximately 3 FTEs (Full-time Equivalents)
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RecommendationsShort-Term | Phase I Implementation of Microsoft SharePoint Server
Electronic archiving and retrieval of documents .
Bi-directional integration with MS Outlook via OnePlaceMail.
Migration of documents stored on intranet file server.
Commercial Automated Workflow software (i.e. K2).
Reporting Utility (i.e. SQL Server Reporting Services).
Data Analytics Engine.
Implementation of new Private Equity cash-flow transactions process
reducing manual tasks from 9 to 1.
Rollout of new Web-based User Interfaces to legacy custom IPM
Cash Register to reduce daily bottlenecks and execution of cash-flow
transactions.
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RecommendationsShort-Term | Phase I
Automate Manager Due Diligence process of Sourcing, Monitoring,
and Onboarding for both the Public and PE Teams (Operations and
Investment Teams)
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RecommendationsLong-Term | Phase II Holistic restructuring of Funds Management into a dual Accounting
and IT supported operation.
Selection and implementation of a commercial Fund Accounting
system.
Integration of the Fund Accounting system with Portfolio
Management, Manager Due Diligence, Client/Investor Performance
Reporting systems.
Define and re-architect all core master data (e.g. Clients, Managers,
Funds, Investments, etc.) and develop a centralized, SPOT, data
processing platform.
Reduce / eliminate all Excel spreadsheets used to create/update data
and information use in service deliverables. Excel spreadsheets
should continue to be used for modeling, scenario testing, one-off
analytics, etc., but leverage the data processing platform via direct
links.
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Deliverables Executive Presentation
Fully Documented Processes
Documented Recommendations
BASTM Multidimensional Data Model
Current-/Future-State Process Mapping
Empirical financial data identifying over 10% in immediate and
short-term operational savings based on recommendationsLean P
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Testimonial‘Andy transitioned from the IT Team, and conducted an in-depth study
of Investure’s operations, providing us with specific areas and
recommendations for improvement. The information will be vital for
developing the IT roadmap for improving core processes. While not
the best business proposition for Andy, the highest measure of success
for a consultant is working a way out of a job.’
Alice Handy | Chief Investment Officer
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Business CaseTwo public Natural Gas Compression Utility Manufacturing
companies (Universal Compression Holdings($950mm) and
Hanover Compressor ($385mm)) were merging into the new
public entity Exterran. Pre-merger analysis of the core Quote-
To-Cash and Product Lifecycle Management Processes was
needed with defined Lean Future-State recommendations for a
global rollout.
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ActionPerformed Lean Complexity Value Stream Mapping Assessment
of QTC and PLM Processes using the using BASTM Solution
over the course of two months.
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DiscoveryQTC Process Job-specific part numbers and routings are created for every job by
assigned Engineer.
Each Engineer has their own description and convention for part
numbers.
Project Designers spend enormous time manually creating BOMs in
the Oracle system for fabricated items.
Key date drivers are manually maintained to ensure MRP generates
accurate Fabrication and SCM requirements.
Purchasing consumes excessive time manually revising items on WIP
jobs.
Purchasing reviews nightly MRP generated reports each morning and
manually creates requisite purchase orders.
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DiscoveryQTC Process WIP jobs are kept open for 6 – 8 weeks after actual completion so
that trailing costs can be captured and assigned for accounting
leading to accidental charges, and additional maintenance to rectify
errors.
Time worked on projects is dually and manually entered on time
cards and in Oracle.
Month-end reports generated fro Oracle and Discover, but a lot of
time is spent manipulating the data to populate month-end reports.
Product Data Management is incorporated within the QTC execution
process leading to a multitude of data integrity issues, manual
replication/duplication, inefficiencies, and overall fabrication and
delivery poor quality.
A separate PLM Process doesn’t truly exist.
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RecommendationsQTC Process Project Engineering
Use new PLM process to create appropriate Items, BOMs, and
Routings for ETO orders
Retrieve historical sales orders as a template and generate new
orders.
Develop interface to automate workflow integration with AutoCad
based on output from HanoCalc.
Project Design
Use new PLM process to integrate BOM and Drawings from Oracle
into AutoCad for fabricated items.
Supply Chain Management
Create interface between Scheduler 5000 and Oracle to keep WIP
and Sales Order Dates in sync and up to date.
Automatically create Purchase Orders from Planning module.
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RecommendationsQTC Process Production/Fabrication
Use standard/average costing for outstanding WIP job costs, so
WIP jobs can be closed upon completion in Oracle, and reconcile
at a later date once all costs are accounted for.
Reporting
Automate time entry utilizing E-time, and integrate with Oracle to
update time charged to WIP jobs.
Centralize and consolidate Monthly Reporting removing all manual
intervention.
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RecommendationsProduct Lifecycle Management Implementation of recommended Future-State Lean Processes.
Define architecture and naming schema for Product Families for
Services and Products (Type of Product, Target Markets, Fleet vs
Sold, MTS, BTO, and ETO).
Define architecture and naming schema for Item Templates (Services,
Products, Materials, base Costs and Pricing, etc.).
Define architecture and naming schema for Item Master creation,
maintenance, and specific workflow.
Define architecture and naming schema for BOMS and Routings for
MTS, BTO, and ETO products and services.
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Deliverables Executive Presentation
Management Education/Training Sessions on new QTC and
PLM BPM
Fully Documented Processes
Documented Recommendations
BASTM Multidimensional Data Model
Current-/Future-State Process Mapping
Empirical financial data identifying over $2mm in immediate
and short-term operational savings based on
recommendations
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Testimonial‘Shortly after the merger with Hanover Compression, we hired Andy
Collier to conduct a thorough review of our Quote to Cash and Product
Lifecycle Management processes. In less than two months, Andy was
able to uncover approximately $2 million in annualized non value
added task costs. Not only did the information help us focus on what
needed to be improved post-merger, but also how well the company’s
Oracle E*Business ERP software had been implemented to support the
business. We were able to make intelligent business decisions based
on specific, measurable cost and cycle time reduction opportunities. I
highly recommend Andy’s services to any company that needs a quick
yet comprehensive analysis of their core business processes.’
Peter W. Dawes | Senior Director
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Business CaseNew Vice President of Turbine and Generator Repair Plant, a
Global 500 Division, wished to transform 20-year history of
battling poor planning, reactive execution, and unprofitability.
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Action Architected new Pro-active Business Architecture.
Defined, recruited, and managed internal team of 20+
employees.
Reconfigured decade-old implementation of JDE ERP
software to support new processes.
Designed and developed the BASTM Solution to design and
document new ETO and PLM end-to-end processes.
Architected new concept of Generic Processes used for initial
job estimating, and building upon throughout planning and
execution.
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Action | Continued Collaborated and gained buy-in with Global IT Division and
Divisional Managers to support the VP’s Initiative.
Held multiple Kaizen Blitz with Divisional and Division-Unit
Mangers to make final decisions on key strategic, tactical, and
operational recommendations.
Led prototyping and training sessions to prove, vet, streamline,
and finalize new processes and data structures.
Designed and managed the development of key management
reports, and bi-directional integration between JDE, an Oracle
Data Warehouse, and MS Project Server.
Developed educational and training programs and materials,
and led classes for all employees.
Led ‘go live’ conversion, and provided post go-live support.
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ResultsEBITDA increase from -20% to +10% within 2 years.
Job Estimating reduced from days and weeks to less than 4
hours with more accuracy, and initial dataset used for SCM
and Shop Resource Planning and Scheduling.
Job Reporting reduced from 1 week to within a shift with 95%
plus increase in accuracy.
Quality issues reduced by 90%.
Shop personnel took off Thanksgiving and Christmas Holidays
(the middle of the busy season) for the first time in 20 years!
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Testimonial‘Before working with Andy Collier there weren’t clear operating
philosophies or an integrated system available to support them. Critical
manufacturing processes concepts weren’t well understood and the
organization was loosely defined. Andy led the design of the system,
actively helped with the cultural change, educated many key individuals
on manufacturing and system concepts, and led the effort of testing
and implementing our new system. Especially noteworthy is how savvy
Andy was in accomplishing this while not being a direct employee or
theoretically having any authority. Andy is the best business and IT
consultant I’ve ever met.’
Jeff Allen | Vice President
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Lean
Pro
cess
es Remove Waste
Reduce Costs
Reduce Cycle Time
Improve Quality
Dig
ital
izat
ion Automate
Workflow
Remove Data Replication
Integrate Systems
Ensure Usability
Cen
tral
ized
Dat
a SPOT
Integrity
Accessibility
Value
Data Analytics
Business Intelligence
DIGITALIZATION | Next Step to Adding
Value in Your Company
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Firm/Company-Hosted
Systems Infrastructure, Virtual Environments, Commercial and Custom Software, and Databases
Service Provider-Hosted
Systems Infrastructure, Virtual Environments, Commercial and Custom Software, and Databases
Leased Cloud Services (PaaS, IaaS)
Systems Infrastructure, Virtual Environments, Commercial and Custom Software, and Databases
Commercial SaaS
Firm/Company Data
Hybrid System Infrastructure | System
Architecture Geared to Your Company’s
Needs
Dig
ita
lization
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Data PlatformMaster | Transactional | Compiled| Historical
Po
rtfo
lio M
anag
em
en
t Sy
ste
m
Fun
d A
cco
un
tin
g
Re
lati
on
ship
M
anag
em
en
t
Man
age
r D
ue
Dili
gen
ce
Do
cum
en
t M
anag
em
en
t
Dat
a A
nal
ytic
s
Re
po
rtin
g
Cu
sto
m S
oft
war
e
Exce
l
MS
Off
ice
Emai
l
Data Integration
Hybrid System Architecture Designed to
Support Seamless Business System
Ecosystems | Investment Firm Example
Dig
ita
lization
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ERP / Data PlatformMaster | Transactional | Compiled| Historical
CR
M
Engi
ne
eri
ng
CA
D
Pro
ject
Man
age
me
nt
Do
cum
en
t M
anag
em
en
t
Dat
a A
nal
ytic
s
Re
po
rtin
g
Cu
sto
m S
oft
war
e
Exce
l
MS
Off
ice
Emai
l
Data Integration
Distribution and Manufacturing
Companies Typically have ERP
Systems that Constitute the Core of an
Integrated Data Platform
Dig
ita
lization
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Criteria Research Vet Short List DemosSelect &
Negotiate
Full-Scale, Structured Commercial
Software (COTS) Selection | Unbiased
Due Diligence to Finding the Right
Software and Vendor for Your Business
Dig
ita
lization
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28 Projects
1 Project
1 Project
1 Analysis Project
1 Analysis Project
1 Project
2 Projects
2 Projects
1 Project
1 Analysis Project
1 Analysis Project
1 Project
1 Project
4 Projects
COTS Tacit Knowledge | Over 40,000
Hours of Implementation, Integration, &
Analysis Experience
Dig
ita
lization
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Data Store
Object Oriented Business Logic /Algorithms
ORM (Object-relational Mapping)
Des
kto
pD
eskt
op
Web
Web
Mo
bile
Mo
bile
An
alyt
ics
Rep
ort
ing
Exce
l
Scripting / SQL Languages
Serv
ices
• Continuously Integrated
• Unit Tested (NUnit, Moq)
• Version Controlled (git, SVN)
• User Vetted
Custom Software Engineering |
Architected and Structured for
Sustainability, Maintenance, and Evolution
Dig
ita
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Dual Entry of Fund Market Values and Fund Allocations to Ensure Data Integrity
Dual Entry Exception Management and Root Cause
Asset Allocation by Portfolio / Fund
Manager Due Diligence Survey Results and Integration
Data Integrity Rule Engine Exception Management and Root Cause
Relationship Contact and Management
Web and Mobile Applications Offer
Flexible Accessibility | Investment
Management Examples
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Business Process Management and Analysis
Product Configurator and Job Estimator
Resource Planning
Time-Driven Activity-Based Costing
Forecasting Graphical Analysis
Truck Dispatch and Route Generation
Desktop Applications Offer Richer User
Interaction and Processing Power |
Manufacturing/Distribution Examples
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SQL Server
Stored Procedures/Functions | Commercial Portfolio Management
Database |Custom
Stored Procedures/Functions | Custom
Database| Commercial Fund Accounting
Database | Commercial Portfolio Management
Portfolio Liquidity Analysis
Parameter-driven Performance Reporting
Data / Logic Complex Reports
SQL Server Reporting Services
Bond Portfolio Analysis
Allocations by Portfolio / Manager
Portfolio Policy vs Strategy
Current Manager Targets
Fund Return vs Volatility
Reporting is Always an Issue for
Companies | Sample of Centralized &
Standardized Investment Reporting
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Product Backlog
Priority
Epics
User Stories
Daily 15-Min SCRUM
Daily Development
Bi-Weekly Demos
End-of-Sprint Delivery
Lessons Learned
Monthly Sprint
Un
it of W
ork B
urn
do
wn
Agile Custom Software Development
Methodology 1 of 2 | Best Suited for
Continuous In-house or Commercial
Software Development
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Time
Budget
UIX Reqs
BPM Reqs
Design/Review
Develop
Prototype
User Acceptance &
Production
Lessons Learned from Production
Time Frame
Acceleratio
n to
Pro
du
ction
Nex
t ve
rsio
n
Custom Software Development
Methodology 2 of 2 | Minimal Viable
Product for Special Projects
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Cloud Apps
Databases / SQL Programs
Web Services
Mobile Apps
Cloud Data Integration Websites
Backend Monitoring Programs
Scripting Programs
Personal Productivity Apps
Data Analytics / Data Mining
Data Integration
Web-based Browser Apps
Server-based Apps
Commercial Software Integration Programs
Rich Desktop Apps
Production, Mission-Critical Applications
and Programs Running Small to Global
100 Companies | 1,000+
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Environments Technologies Database Types of Applications
MS Access Table, Queries, Forms, Reports, Macros, VBA Programming
Access, SQL Server
Rich Desktop, DataAnalytics, ETL
Excel Formulas, Macros, VBA Programming Excel, SQL Server, Access
Rich Desktop, Data Analytics, ETL
Data Mining, Machine Learning
SQL Server Studio
Relational/Normalized Databases, Tables, Views, T-SQL (Stored Procedures, Functions, Triggers)
SQL Server Line-of-Business, ETL, Integration, Datasets
MySQL, Oracle
AS/400 RPG, SQL DB2 Line-of-Business, ETL, Data, Integration, Datasets
Visual Studio HTML5/JavaScript/CCS, C# .Net, Web API, LINQ,OOP, DI, IoC, Ninject, Design Patterns, Nunit, Moq, Silverlight, Ajax, jQuery, Entity Framework, ADO.Net, LightSwitch HTML & Silverlight
SQL Server Web Browser-based, Desktop, Console, Backend, Web Service
ASP.Net 5, WPF Azure-hosted Mobile App
MS SSRS Report Parts, Queries/Datasets, Scripting SQL Server Complex Reports
MS SSAS Data Mining & Machine Learning Algorithms, Multidimensional Cubes
SQL Server Discovery, Prediction
iPython Python, Open Source Modules/Packages SQL Server Discovery, Prediction
RStudio R, Open Source Packages/Libraries, Public Data SQL Server Discovery, Prediction
Skilled | Production 10+ Years
Experienced | Production1 - 3 Years
Prototyped | Non-Production < 1 Year
Software Engineering | SkillsetsD
igita
lization
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Lean
Pro
cess
es Remove Waste
Reduce Costs
Reduce Cycle Time
Improve Quality
Dig
ital
izat
ion Automate
Workflow
Remove Data Replication
Integrate Systems
Ensure Usability
Cen
tral
ized
Dat
a SPOT
Integrity
Accessibility
Value
Data Analytics
Business Intelligence
CENTRALIZED DATA | Sustaining the
Integrity and Value of Your Company’s
Data
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Data Integrity
Atomic
Heuristics
Controlled
Secured
Vetted
Accessible
Structured
Full Lifecycle
Standard-ized
Data Architecture | 8 Tenets of SPOT
(Single Point of Truth)
Centr
aliz
ed D
ata
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Integrated Data Platform | Elevates the
Integrity and Value of Your Data
Data PlatformMaster | Transactional | Compiled| Historical
Po
rtfo
lio M
anag
em
en
t Sy
ste
m
Fun
d A
cco
un
tin
g
Re
lati
on
ship
M
anag
em
en
t
Man
age
r D
ue
Dili
gen
ce
Do
cum
en
t M
anag
em
en
t
Dat
a A
nal
ytic
s
Re
po
rtin
g
Cu
sto
m S
oft
war
e
Exce
l
MS
Off
ice
Ema
il
DataIntegration
Centr
aliz
ed D
ata
Integrated Data Platform | Elevates the
Integrity and Value of Your Data
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Understand Issue(s)
Design Solutions
Decide on Action
Plan and Scope
Execute
Measure
Improve
ENGAGEMENT | 7-Step Collaborative
Approach To Delivering Value to Your Firm
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Fix a Specific Critical Data
Issue
Reconfigure Existing
Processes & Systems
Integrate Existing
Systems & Databases
Re-engineer Core
Processes
Introduce New
Software and Datasets
Replace Existing Systems
with Commercial and Custom
Software
s
It’s Not All or Nothing | You Decide on
the Level of Engagement
Engagem
ent
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Velocity
Investment
Quality
Scope
Velocity | Pace of organization
balanced with timeframe for
initiative
Investment | Budget for Services,
Technologies, and Employee
Time
Scope | Work to be accomplished
to deliver solution(s)
Quality | Quick fixes vs holistic
solutions
Project Equilibrium | Mutual Agreement
on Key Levers of Success
Engagem
ent
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BUSINESS TRANSFORMATION | Select
Client Cases
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Business CaseNew Turbine Blade Manufacturing Facility needed ETO and PLM
Processes, and a sophisticated Product Configurator and Job
Estimating application to reduce estimating from days and
weeks to less than 4 hours with high accuracy.
Tra
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rmation C
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Action Replicated and implemented BPM Framework and JDE
Functionality of Turbine & Generator Repair Division.
Designed and developed Heuristic-based, Rich Desktop
Application for Product Configuration and Job Estimating.
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rmation C
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ResultsMajor competitive contract win due to turn-around time.
Quoting reduced from days/weeks to less than 1 hour.
Jobs schedule accuracy reduced from 2 weeks to 1 day.
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Business CaseRevolutionary Diesel Engine Reverse Rotor design disrupted
custom Yacht builder market enticing builders into sole sourcing.
Within months shortages threatened permanent and critical
market share loss.
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Action Educated executives on Forecasting and Planning best
practices.
Collaborated and established agreements with European
suppliers.
Instituted new Planning and Product Data Management Roles.
Designed and developed a Sales and Operation Planning
(S&OP) Desktop Application integrated with JDE Forecasting
system.
Implemented Inventory and Supply Chain Management best
practices for kitting and service parts.
Tra
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rmation C
ases
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ResultsStabilization of global supply chain issues within 2 months.
Secured “sole source” strategy within 6 months.
Institutionalized monthly formal Sales & Operation Planning
(S&OP).
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Testimonial‘We were pleasantly surprised with the complete business
approach Andy Collier brought into the project. He quickly
outlined all of the tasks and functions needed to support a good
process and helped us rearrange the assignment of the tasks to
existing people. The process changes would not have been
successful without this first step. Andy demonstrates care of the
success of our company rather than (the attitude of) just get the
project completed and get out. With the same person returning,
knowledge of our company is retained.’
Ken Shandelson | Chief Information Officer
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Business CaseRIA (Registered Investment Advisor) firm with 40+ Investment clients
encompassing Higher Education, Hospitals, Non-Profit Foundations,
and High-Net Worth Families with $2bn in AUM (Assets Under
Management). When Mangham began operations 20+ years ago,
sophisticated, custom software applications were developed to support
the Investment Advisory business. Over time, the custom software
systems grew in complexity needing replacement. Additionally, a
transition from an Advisory to Fund-of-Funds Model, rapid increase in
industry regulation and compliance requirements, and a focus on
growth drove the need for a complete Front- and Back-office
Defragmentation and Transformation.
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rmation C
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Actions Led development, and implementation project, coaching and
mentoring staff.
Managed third-party consulting firm charged with developing
custom software, but after a few weeks of non-compliance
ended the relationship.
Designed system architecture for production and software
development environments including VMWare, and software
engineering IDEs with associated tools and utilities for SQL
Server Database, Reporting Services, T-SQL, C# .Net,
HTML5, JavaScript, and CSS full-stack development of
reports, rich desktop applications, multi-device web-based
applications, databases, back-end server programs, and
system integration middleware.
Tra
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rmation C
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Actions | Continued Researched, selected, vetted, and negotiated terms/price of a
Portfolio Management system.
Designed, developed, and converted 20 years of data from
legacy systems.
Architected new naming schemas and data structures for all
core master data (e.g. Clients, Investors, Managers, Funds,
etc.)
Implemented Ledgex Portfolio Management system.
Standardized and redeveloped 42+ custom client Performance
Report Books into a centralized reporting server with
parameterized soft coding for client-specific preferences.
Oversaw the standardization and redevelopment of the
Manager Due Diligence Report Books.
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rmation C
ases
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Action | Continued Designed and developed custom web-based, rich desk-top,
and back-end applications and programs fully integrated with
Ledgex.
Mentored Mangham Junior Developer.
Prototyped sophisticated data analytics and mining
applications for the Investment Team.
Tra
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rmation C
ases
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ResultsDecreased data quality issues by 95%.
Standardized performance books from 42 to 1 unique set.
Standardized and centralized all client and manager due
diligence internal and external reporting.
Increased reporting frequency from quarterly to monthly.
Centralized the Portfolio Management of all Clients, Managers,
and Mixed Asset Investment Vehicles under one system.
Delivered a sophisticated custom CRM system for managing
relationships with Clients, Investment Team Committees and
Boards, and Managers.
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Results | ContinuedCentralized and consolidated data for proprietary and
sophisticated manager due diligence analysis.
Reduced the use of Excel spreadsheets by Operations Team
by over 95%.
Integrated data processing platform with Excel links for
Investment Team Excel Modeling eliminating the need by
Investment Team members to manually replicate/duplicate
data.
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‘Andy worked with us as our IT consultant from 2011 into 2015 to help us restructure our data
management processes to help align them to better fit our company strategy, better serve our
clients, and maintain high standards of compliance with investment industry regulations.
Andy worked closely with us to understand our business and the variety of options we had,
including third party software and build-your-own. We opted for a hybrid solution, taking
advantage of commercial software while maintaining a high degree of flexibility for
development and growth in the future. Andy was instrumental in helping us launch our
transition into a new system and reengineered significant portions of our database to fit our
strategy and our needs. Because of Andy’s experience, he was able to help us in developing
high-level strategic solutions as well as the detailed work of coding. End result is a data
processing system that is the equal to our most sophisticated peers, allowing us to track our
clients’ performance across a variety of investments, including mixtures of private equity,
hedge funds, and mutual funds. In addition Andy helped establish a platform for investment
analysis that allows us to quickly perform proprietary manager analysis and helps lead us
toward selecting the best funds and investment managers.’
Joel Mangham | Principal and CIO
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Business CaseInvesture is an Outsourced CIO Investment Firm ($12bn AUM)
managing the endowments for a select number of Colleges, and
wealth managers for a few high-net worth families. In 2008/2009,
a large investment was made with a third-party consulting firm to
develop custom applications for managing front- and back-office
operations. Final result was an application that was not user
friendly; thus, only the Operations Team adopted requisite
functionality for managing client portfolios. Investure needed an
‘outsider’ to take a fresh look at both systems and processes.
Tra
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Actions Determined that the custom application had a base SQL
Server database with extensive data that could be used with
new, more modern user interfaces.
Educated client on Agile Software development methodology.
Defined and assembled team of two employees and two
software developer contractors.
Institutionalized Agile Software Development with User
Stories, Product Backlog, Monthly Sprints, Bi-weekly Demos,
Daily Scrums, Month-end Product Delivery, and Month-end
Lessons Learned and Backlog prioritization.
Architected environments for continuous development,
integration, and deployment.
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Actions | Continued Architected systems and commercial and customer software
for consolidating electronic documents and all electronic
communication with external parties (e.g. Clients, Managers,
Auditors, Administrators, Custodians, Banks, etc.).
Directed the selection and implementation of MS SharePoint
for document archival and retrieval, and migration from file
server folders.
Directed the selection and implementation of Outlook
integration software OnePlaceMail to integrate Outlook email
and attachments with SharePoint.
Directed and mentored Development Team until they were
proficient and autonomous.
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Results Streamlined private equity transaction processing and manual
accounting steps from 10 to 2.
Automated workflow and electronic archival and retrieval
management of emails and critical documents with MS
SharePoint and integration with MS Outlook.
Autonomous Agile Software Development team rolling out new
software on a monthly basis.
New, more usable User Interfaces to existing databases.
Real-time, web-based, interactive Performance Management
graphics.
Agile Development Team delivering value through custom
software on a monthly basis.
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rmation C
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Testimonial‘In August 2010 our organization was in the middle of conversations
about transitioning from external development consultants to an
internally driven systems team. Because the internal team lacked
significant experience in driving an initiative like this, we asked Andy to
come in and pitch ideas on setting up the team and the process by
which we would operate. Fast forward a year later. We have been
successful, building value through systems and business process
efficiencies. All the way through the year, Andy interacted with the
organization and the team, first coordinating (agile development, BAS
process, tech stack design, etc.), then backing off and mentoring the
team as we progressed in knowledge and ability. Not once did ego or
future business get in the way. When the team was ready, Andy
ensured he remained a mentor and voice of reason, but handed the
reigns over, no questions asked. Andy came in, helped determine
organizational efficiencies, analyzed data, gave useful advice, helped
train a team and transitioned out gracefully, leaving the organization
prepared to manage the initiative itself.’
Josh Smith, IT Director | IT Director
Tra
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Business CaseMarkel ($4bn Specialty Insurance Company) had embarked on a
$250mm project called Atlas to consolidate several acquired companies
and automate processes via several commercial software packages. A
year into the project, the Claims division of was dysfunctional, and had
not delivered any production-ready configuration, data, or custom
software. Charter was to step in as an interim IT Manager to reorganize
and reform a team of 20+ software developers and quality assurance
testers located in three different locations round the US to work together
effectively and efficiently to deliver production-ready code for the
Guidewire Claims commercial software implementation. Additionally,
was asked to help recruit and onboard a permanent IT Manager.
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Actions Team assessment, mentoring, coaching, and re-organization.
Refinement of existing Agile project management and development methodology.
Implementation of new system architecture to support continuous improvement and delivery.
Collaboration with executives and project managers to resolve personnel and system issues.
Strategic business re-architecture to migrate implementation to permanent IT division.
Hiring and onboarding of the permanent IT Director of functional support operation.
Tra
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Results First quality assurance test within 2 months.
First application migrations gate-released from Development
to Test environment within 3 months.
Non-compliant team members replaced, team reformed, and
producing to KPIs within 4 months.
Permanent IT Manager recruited, hired and on-boarded within
6 months.
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Testimonial‘I brought Andy in because I was in a pinch after relocating a
critical project team to Richmond. I needed an interim leader to
come in assess the needs of the project and get it back on its
feet. I selected Andy because I know he is results oriented and
can get the job done with little need for my input. Despite some
tough challenges, Andy successfully put the project team back
on its feet.’
Dohn Guyer | Senior Director of Business Systems
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Andy is a graduate of James Madison University
with a Bachelor of Business Administration, and
the University of Virginia with a Master in
Management Information Systems. With a deep
passion for helping companies and individuals
to grow, mature, and excel, he is dedicated to providing
Management and Technology Consulting services to more than
70 organizations.
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