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MARK A. LASALANDRA
mark.lasalandra@gmail.com
201.410.5353
www.linkedin.com/in/mlasalandra/
398 Holly Drive, Wyckoff, NJ 07481-1607
Expert in PeopleSoft FSCM/HCM Functionality working with clients to provide first class, implementation, upgrade, integration and
workflow solutions. Accomplished relationship builder and active listener with an optimistic outlook and good sense of humor who
readily empathizes with the viewpoints of others. I’ve mentored and managed functional analysts and PeopleSoft developers.
Talented speaker and presenter with skills honed through amateur stage acting. Dale Carnegie certified front-line leader. Fluency in
English and Spanish.
Consultant for R&S Painting and Decorating, North Haledon, NJ 2015 to present
Configured: Quick Books to acceptbusiness receivables,pay bills,and payroll functions.
Designed: company Invoice,Fax,and Biddingstationary.
Automated: Business Processes for distributingBids,projectupdates and Invoices.
Consultant for the City of New York, Department of Sanitation, New York, NY 2013-2014
Functional Lead for Citywide Project: Automating sanitation maintenance,analysis,resources,labelingand trackingoperations
(SMART Project) usinga Java based front end over customized PeopleSoft 9.2 Asset, Maintenance, Resource, Payroll and HCMmod ules.
Fluent in Agile project methodology usingJira issuetrackingand Confluencecollaboration tools.
Guaranteed: that at the conclusion of the daily legacy equipment Inbound Interface to the SMART system that legacy Asset & Down
(equipment down) files were compared with the SMART system. Each assetand its attributes/states (Permanent Owner., Permanent
Location, Current Location) of that assetwere tracked for all assetscenarios.Designed functional design documentation for a
reconciliation processes and reportingto indicatedelta between the legacy and SMART systems. This report enabled business users to
then take correctiveaction.
Documented and tested all SMART User access to Boro’s, Districts and Shops predicated on the PeopleSoft Security configuration
found in their Row Level and Component / Page access.Withoutspecific Roles customdesigned for DSNY SMART users this access was
unableto be realized.Five Custom PeopleSoft Roles were configured to specifically allowDSNY SMART personnel the security a ccess to
meet their daily job tasks.Boro and DistrictSupervisors accessto shops was limited to their SMART security role.Previously actions such
as Attach/Detach of Equipment and Personnel,updating Snow Readiness,CartingBook, Absence Calendars,and Worker Unavailabil ity
Codes were accessibleto Shops not within an employee’s DSNY SMART scope.
Go to Person: for documentation, initial setup of all Financial and Supply Chain Sandbox configuration master data within a gold
copy PeopleSoft database.Gatekeeper for all configuration changes.STAT issuesourcepointfor all configuration data migrationsto
development, test, and QA environments.
Manager Application Development and Support, United Water, Oradell, NJ 2008-2013
PeopleSoft Staffing Front Office: Worked with OracleDBA’s, United Water Infrastructureand my Development team to resolve
system latency caused by indexingissues.
Reduced Contracting Costs 100% in Applying Oracle Bundles: Directed staff of six in applyingOracle-PeopleSoftbundles consistingof
over 3,000 patches to an extensively customized system. Honored with corporate “Golden Achievement” award.
2013 Document Imaging Solution: Excelled in conductingvendor search,creation of RFP/RFQ and creatingvendor scorecard for
business to work in partnership with ITin selecting firmthat provided expanded imagingscope, new technology for less cost.Managed
project to fruition on scheduleand under budget.
Implemented PeopleSoft for Canadian Contract Services Expansion: Selected by management to implement PeopleSoft’s
receivables,contracts,billingand procurement modules, utilizingmy in-housestaff,resultingin United Water’s initial expansion outside
of the U.S. and providingcostcontainment. Won corporate “Silver Achievement” award.
Restructure of Contract Services Legal Entities: Yearly 40% costsavings celebrated due to my feasibility study and measures to
restructure various contractserviceorganizations and businessplanningoperations.
Performance Benchmarks for PeopleSoft and Document Imaging: Requisition to voucher timelines decreased 80%. Collaborated
with IT organization to increasethroughput for requisitioning,purchaseorders and imageretrieval.Identified key Oracleta bles in need
of archivingon a scheduled basis and runningdatabasestatisticson a need basis to target performance degradation.

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Archiving Data: Archived PeopleSoft data as old as fifteen years to improve system performance while providingreplication of 350
financial reports to encompass archived data when needed for water rate cases.Developed business process to allowclients to request
such data,execute reports and then closeaccess automatically within a clientrequested time frame.
PeopleSoft Service Level Agreement: Surpassed objectives 59 consecutivemonths. Achieved this with my team efficiency
methodology: 1) Identifyingnext availableresourcefor resolution assignment.2) Team specific approach directingmy staff away from
individual supportsilos to foster synergy for resolvingissues.3) Consensus -builder as ITrepresentative within business changeadvisory
board.
Audits: Granted twelve water rate increases before the Board of Public Utilities.Leadingrolein providingauditors with pertinent
documentation to ensure adherence to utility auditguidelines.
IT Reorganization: Managed the customer serviceand operations area of the business duringgo-liveof OracleCustomer Care &
Billing.Entrusted with objectives that were accomplished on schedulewhilereducingoperating costs.
Point Person: for development and supportof all financial interfaces and integrations includingbanks,vendor creditcards and pass
through of financial data fromand to our Customer Service segment via SOA and web services.
Authored business process documentation: for the Customer Service segment adheringto GDF/Suez parent and Board of Public
Utility auditrequirements.
Innovator: to help desk trackingand improvingcommunications with segment mangers of delivery dates for acceptancetesting.
Trouble ticket count reduced: 88% during2012.Selected by management to reduce trouble tickets by 50% within one year.
PeopleSoft Manager, Cushman & Wakefield, New York, NY 1999-2008
PeopleSoft Implemented: Effectuated data conversions,integration with legacy commissions system,and application development
on time and within budget. Selected by PeopleSoft to present our success story at1999 world conference.
PeopleSoft DB2 to SQL Server Database: DB2 databasewas no longer supported on the IBM AS400 system. Led technical team to
complete project in one month. Presented project plan atthe 2000 Connect Conference.
Implemented PeopleSoft Expenses: Integrated with PeopleSoft HCM, Amex Purchasingand CorporateCards. Trends in broker
spendingclarified and costcontainment realized.June 2004.
Consolidated South American Financial Systems: Led projectfor PeopleSoft Financialsand Supply Chain Management multilingual
installation of Spanish and Portugueselanguages. Managed acquisitionsof Healy & Baker, Royal Le Page and CRC corporations into
PeopleSoft FSCM.
Project Manager: for PeopleSoft Financial Upgradefrom 7.5 to 8.4 - March 2004.
Project Leader: for Application ServicePack and PeopleTools Upgrade - November 2004.
Project Manager: PeopleSoft Financeupgrade from 8.4 to 8.9 – August 2006.
Project Manager: of Purchasing and Corporate Cards: from Amex to GE/MasterCard – August 2007.
IT contact: for Ernst & Young, Trio, Attus, Deloitte groups for costreclamation initiativesas well as internal and external audits.
Cost Accounting: Firstto visualize,design,code and implement worldwidereporting of unrealized profitin inventory module. This
tracked the valueof inventory produced by Howmedica overseas affiliates viadaily currency fluctuations.
Complaint Analysis System: Designed databasethatcollected hospital,surgeon and patient complaints and litigation timelines
regardingthe implantof various medical devices.Archived customer data was scanned and stored optically.Achieved FDA compl iancy.
Built and supported various systems including: Inventory Management, International Sales,Purchasing,Gross profit,Doctor
royalties,Budgeting, Fixed assets,Receipts Accrual and PurchasePriceVariance.
EDUCATION
Bachelor of Arts: Ramapo College, School of Intercultural Studies,Mahwah,NJ
Technical Diploma: Electronic Computer ProgrammingInstitute, Paterson, NJ
Learning Tree International: PMP eligible,SQL Server, HTML/XML.