1. Steven M. Morgen; CISA, CSSBB, MBA, PMP, SCPM
530 Sunset Ave, La Grange, IL 60525
Phone: 708-579-3876; Cell: 312-301-3710
e-mail: stevenmorgen@comcast.net
Web: http://www.linkedin.com/in/stevenmorgen
Summary
29 years of proven managerial, operational, and project based effectiveness in delivering tangible
business value and enabling strategy execution through Finance & Accounting Management, their
functions, governance, and continuous improvement.
Qualifications:
•Certifications: Possesses recognized credentials; applies their knowledge in practical ways in
managing project-based, and operational, situations, environments, and scenarios:
•Certified Information Systems Auditor (CISA)
•Certified Six Sigma Black Belt (U. of Michigan, College of Engineering)
•MBA-Finance and Accounting (Keller Graduate School of Management)
•Project Management Professional (PMP)
•Stanford University Certified Advanced Project Manager (SCPM)
•
•F&A Management Accountabilities : Policymaking & Administration; Budget Lifecycle; P&L and
Balance Sheet; Governance, Risk, Compliance, Control; Internal / External Reporting;
Analysis, Modeling, Planning; Organizational Development; Process Engineering; Operations; Audit
•PM Accountabilities: Full Lifecycle Management ; B.A.& Requirements; Risk & Governance; Testing;
Change Management; PMO Administration; Benefits Realization; Full Spectrum Reporting; Mentoring
•Sectors: Consultancy / Advisory; Financial Services; Supply Chain / Physical Distribution / Wholesale
•Applications: Aris; BPCS; Changepoint PMIS; Cognos; Great Plains; Hyperion ; MS(Office, Project,
and Visio); Minitab; Oracle Financials; Peoplesoft; Primavera PMIS; SAP FICO and Fixed Assets;
Solomon
•Methods: Six Sigma; Lean Sigma; CoBIT; Value Stream; CMM / CMMI ; Waterfall; Agile; RUP
•Character: Results driven; Team focused; effectively leads people and change; accountable; builds
coalitions
Professional Experience 1980-2009:
2006-2009: IBM Global Business Services: Managing Consultant : Provide advisory and
engagement delivery management services in Financial Operations and Performance Management
Improvement:
• Industrial & Commercial Bank of China:
Project: Beijing Data Center Mainframe Costing and Chargeback Solution
Role(s): Project Manager and Technology Cost Accounting Consultant
Deliverable: P.C.-based tool and supporting processes and training for computing and billing
Business Lines’ for system usage
Outcome: Credit Cards’ processing shift to off-peak reduced usage cost with faster completion;
increased system resource availability to other business lines
• Visa:
Project: Pre-IPO Core Financial Process Re-Design
Role(s): Sub-Project Manager/ Process Architect / Accounting Operations Consultant
Deliverable: Monthly Accounting Activity Calendar and close process re-design
Outcome: Days required for Visa, U.S. to close books and produce GAAP Financials reduced to
8 from 22 days.
•Isbank:
Project: Istanbul Head Office Organizational Process and Internal Services Improvement
Role(s): Sub-Project Manager
Deliverable: Rapid Process Change implementation and Green Belt Training.
Outcome: Teams involved in Loan origination and servicing realized measurable decreases in
cycle
time and errors and increases in productivity and both branch office and customer satisfaction
metrics.

2. Steven M. Morgen; CISA, CSSBB, MBA, PMP, SCPM
530 Sunset Ave, La Grange, IL 60525
Phone: 708-579-3876; Cell: 312-301-3710
e-mail: stevenmorgen@comcast.net
Web: http://www.linkedin.com/in/stevenmorgen
•ABSA Bank, Johannesburg, S.A.:
Project: Basel II Implementation for Demand Deposit Management
Role(s): Operational Risk Virtual Subject Matter Expert
Deliverable: Blueprint for assessing, classifying, and managing / mitigating DDA risk
Outcome: On-site Team was able to extend the SOW to include development of DDA roadmap
• Bank of Nova Scotia. :
Project: Basel II Implementation for Demand Deposit Management
Role(s): Operational Risk Virtual Subject Matter Expert
Deliverable: Project Plan template for Audit of Re-Designed / Engineered processes
Outcome: On-site Team helped Client implement and deploy recurring BPR audit solution
• Caterpillar :
Project: Treasury Management Operations Re-Design
Role(s): Process Architect / Business Analyst
Deliverable: Re-designed strategy, blueprint, and processes for factoring of Accounts Receivable.
Outcome: Roadmap capable of doubling quick ratio, reducing DSO, and halving Cash : Sales
ratio to peer group standard of 1:7
•AIG:
Project: Global SAP General Ledger Implementation
Role(s): Sub-Project Manager, Business & Functional Requirement Elicitation
Deliverable: Client Functional Requirements
Outcome: Developed approved set of Critical to Satisfaction requirements needed by Design Team
•The Disney Organization:
Project: Global Financial Shared Services’ Cash Management Improvement
Role(s): Business Analyst / Process Architect/ Financial Operations Consultant
Deliverable: SAP Cash Manager Bank Accounts’ Reconciliation Process Re-Design
Outcome: Accounts and lockboxes consolidated; automated statement reconciliation
implemented;
improved audit trails; faster exception handling as well as reduced frequency and severity
•American Express:
Project: Gugaon, India Finance Service Center Applications Consolidation
Role(s): Accounting and Financial Operations Consultant / Subject Matter Expert
Deliverable: Consolidation and solution Roadmap and Business Case
Outcome: Updated Financial Data Warehouse and new Rules Engine to reduce applications to 6
from 13; migrate most “off line” processes using “home-grown” Excel spreadsheets to system tools.
• Wells Fargo Foothill Commercial Lending:
Project: Corporate General Ledger Migration, Phase 2
Role(s): Project Manager / Business Analyst / Accounting Operations Consultant
Deliverable: Migrate multiple in-house processes to Corporate GL and operational platforms
Outcome: Client’s Accounts Payable, Fixed Asset, and Payroll processes converted to Corporate
Peoplesoft platform.
2000-2006: Allstate Insurance Company: Telecommunications Finance and Accounting Manager:
Full spectrum Working Capital and lifecycle Fixed Asset management of Allstate’s Enterprise network
telecommunications platforms, capabilities, and services.
Project: Network Services’ Expense Management Consolidation to SAP FICO
Role(s): Project and Operational Manager
Deliverable: Enterprise Telecommunications Accounts Payable Shared Services Area
Outcome: Combined Enterprise voice and data communications and migrated to SAP FICO;
spend reduced by 50%, 2001-05
Project: Network Telecommunications Financial Management Re-Design
Role(s): Project and Operational Manager
Deliverable: Re-engineered lifecycle budget and financial reporting processes and tools
Outcome: Rolling budget, forecasting, and reporting reduced variability as well as planning time;

3. Steven M. Morgen; CISA, CSSBB, MBA, PMP, SCPM
530 Sunset Ave, La Grange, IL 60525
Phone: 708-579-3876; Cell: 312-301-3710
e-mail: stevenmorgen@comcast.net
Web: http://www.linkedin.com/in/stevenmorgen
Project: Six Sigma for Sprint Enterprise Long Distance Billing Re-Design
Role(s): Project Manager
Deliverable: Re-engineered account hierarchy, bill layout, and monthly cycling
Outcome: Processing for all 1,100 accounts reduced to 10 from 20 days; exceptions reduced 67%
Project: Changepoint Project Management Information System Implementation
Role(s): Project Manager, Reporting and Analytics
Deliverable: Resource Utilization Measurement Reports covering all Infrastructure Services Areas
Outcome: Resource optimization and tracking improves project efficiency, quality, and Client cost
Project: Infrastructure Services’ Project Management Office Implementation
Role(s): Sub-Project Manager / Business Analyst / Process Architect
Deliverable: Project Gating and Phase-Based Review Process
Outcome: Overall project management , results, and timeliness improves
Project: SAP Business Warehouse Implementation
Role(s): Process Architect / Technology Finance and Accounting Subject Matter Expert
Deliverable: Business Warehouse –based Technology Finance Reporting
Outcome: Fully automated platform for monthly Network Services financials
Project: Network Finance Management Benefits Realization
Role(s): Project and Operational Manager
Deliverable: Monthly Balanced scorecard
Outcome: Server-based report tool reports monthly performance against defined KPI’s.
Project: Enterprise Voice Telephony Technology Refresh
Role(s): Manager, Business Office
Deliverable: Budget planning; procure-to-pay; record-to-report; and disposal / retirement
Governance; all assets and reports set up on SAP Fixed Asset System
Outcome: All Claims and Corporate offices refreshed per Program budget and timeline criteria
1998-2000: La Salle Bank Trust and Asset Management: Manager, Compliance and Control:
Manage the governance and audit of 175 investment, trading, and cash operations platforms
Project: Six Sigma for Trust Cash Accounting and Disbursement Operations Re-Design
Role(s): Project and Operational Manager
Deliverable: Re-engineered processes for Trust cash management and accounting
Outcome: Reserve requirements for Trust cash reduced by $80mm; daily reconciliation
Project: Y2K for Trust and Asset Management
Role(s): Project Manager
Deliverable: Prepare all systems and processes supporting investment operations for 1/1/2000
Outcome: Fault-free, error free year-end, 1999, and start of year 2000 processing
Project: Trust Mutual Funds Accounting and Governance Solution Implementation
Role(s): Project and Operational Manager
Deliverable: Automated tool for managing and reconciling Trust Mutual Funds
Outcome: 75% reduction in interest and balance exceptions; 1,050 accounts reconciled daily

4. Steven M. Morgen; CISA, CSSBB, MBA, PMP, SCPM
530 Sunset Ave, La Grange, IL 60525
Phone: 708-579-3876; Cell: 312-301-3710
e-mail: stevenmorgen@comcast.net
Web: http://www.linkedin.com/in/stevenmorgen
1994-1998: Independent Financial and Accounting Operations Management Consultant: Provide
Finance and Accounting Management advisory, project management, and staff augmentation / support
services to Chicago area busineses
Project: Nabisco, Bakery, Oreo Cookie Cost Accounting Solution Design
Role(s): Project Manager
Deliverable: Automated tool for material and effort accounting and management
Outcome: Improved variance tracking leads to production changes reducing material waste
Project: Ameritech, Peoplesoft Accounts Receivable Implementation
Role(s): Sub-Project Manager, Data Cleansing
Deliverable: Updated Master Data database of all Northern Illinois residential accounts
Outcome: Error free first billing cycle.
Project: General Motors, Electro-Motive General Ledger Implementation
Role(s): Business Analyst / Process Architect
Deliverable: New General Ledger and period end close process
Outcome: Inventory loss reduced by 15%; improves Gross Margin with lower Cost of Goods
1980-1994: Schieffelin & Co., Div of LVMH; Central Region Controller: Develop, administer, and
manage, all Financial, Accounting, Compliance, and logistical activities supporting a $1.5bn, multi-
channel beverage alcohol supply and distribution network
Project: Supply Chain Management Solution
Role(s): Project and Operational Manager
Deliverable: Automated, continuous flow of goods management tool
Outcome: Predictive modeling tool minimizes out of stocks; helps suppliers plan production
Project: Distribution Channel Re-Design
Role(s): Project ands Operational Manager
Deliverable: Re-organized distribution network pursuant to new Corporate joint venture
Outcome: On-time inventory transfers, distributor payouts, and contract re-alignments
Project: BPCS Implementation
Role(s): Sub-Project Manager
Deliverable: Migrate all Region supply chain and general accounting operations to BPCS
Outcome: Error-free migration; successful operations on Day 1