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Celebrating the future of finance, one change agent at a time. Vote now!
How to vote: Open up the voting form and review the nominees below. Select your picks on the voting form and submit.
You can vote for all of the 10 award categories but we ask that you only vote once per award category. A full description of the nominees' projects can be accessed below.
Winners will be celebrated at Modern Finance Experience, February 13-15, 2018 in New York City.
Recognizes dramatic cost savings using Oracle ERP and EPM solutions.
Arby’s Restaurant Group—Bob Hughes, Director of Enterprise Applications
Arby’s Restaurant Group was experiencing rapid growth through multiple acquisitions and recognized that it could not meet its aggressive business goals to integrate all of the companies while continuing to use highly manual processes. BIAS Corporation evaluated alternatives and provided a roadmap to a solution utilizing Oracle Financial, Planning, and Analysis (FP&A). Arby’s project team chose Oracle Enterprise Performance Management (EPM) by implementing Hyperion Planning. Arby’s expanded the use of the Oracle EPM Cloud footprint, bringing together best-of-breed solutions for planning and budgeting, consolidations and close, plus account reconciliation with tight integration to EBS, resulting in a 30 percent reduction in its budget cycle time.
Asahi Refining North America—Segun Odunuga, Director of Finance
Asahi Refining replaced a manually intensive legacy enterprise resource planning (ERP) environment—which the company was using for decades as a corporate system—with a modern, integrated system to accelerate report creation and increase financial visibility. With guidance from 6e Technologies, Asahi Refining was able to transition from its previous parent company’s legacy environment to an integrated financial and accounting cloud system, providing the executive team with real-time access to financial reports to increase visibility into reliable financial data and improve decision-making. Asahi Refining eliminated manual work of data entry, saved 50 percent less time on reporting, increased efficiency in processing hundreds of receivables in minutes, and is now able to close month-end books in just three days versus the week it took to complete previously in the legacy environment.
Intercontinental Hotel Group—Amit Ranjan, Senior EPM Consultant
International Hotel Group (IHG) maintained two separate applications to calculate its Business Segment Profitability Analysis (BSPA) and Tax Transfer Pricing (BSPA Tax) models, leading to duplication of effort and resulting in numerous inconsistencies between the applications. Edgewater Ranzal engaged IHG for a project that entailed the design, build, and rollout of Oracle Profitability and Cost Management Cloud Services (PCMCS) to support the delivery of BSPA and BSPA Tax, combining the two applications into a single Oracle PCMCS model, allowing for a single point of maintenance and significantly reducing the level of effort required to maintain, support, and change the applications. The overall turnaround time for the releasing of the BSPA and BSPA Tax outputs has been greatly reduced. This not only has a direct cost savings, but also allows the end user more time to analyze the output, leading to more-informed and better decision-making.
Safexpress India—Rubal Jain, Managing Director
Safexpress has been playing an important role in redefining India’s logistics sector through its innovative approaches and deployment of technology. Started in 1997, the company has come a long way in building trust among its customers and strengthening relationships with partners by offering improved logistics and cargo services. Despite India becoming more complex, Safexpress has helped its customers steer forward with value-added logistics services.
Safexpress recently decided to embrace cloud as its on-premises ERP solution was not able to keep pace with the changes and growth in the company. Technology is pervasive throughout its organization. Decisions related to IT or any piece of technology that could help them speed up the process, reduce time, and contain costs were made faster and without inhibition. Its decision to embrace Oracle ERP Cloud was part of its well-drawn plan to reduce administrative headaches.
Safexpress strongly believes that no change is easy. Having moved to cloud, Safexpress has also been able to reduce the cost of on-premises hosting and data center management. A company with on-ground operations spread across 600 cities in India, Safexpress wanted to move to Oracle ERP Cloud for flexibility and stability. Oracle ERP Cloud has allowed the company to concentrate on its core business by taking away the pain of managing and upgrading ERP.
Safexpress continues to work to introduce innovative technology applications to support its business and provide amazing experiences to its customers. The IT team is now planning to integrate weather forecasting into their systems so that there is more visibility into the supply chain and they can manage on-ground fleet more efficiently.
Kraft Heinz—Mike Metzger, Director of Financial Systems
Kraft Heinz utilized Oracle Planning and Budgeting Cloud Service (PBCS) to implement zero-based budgeting (ZBB), resulting in improved planning accuracy and reduction of IT management costs by nearly 5x. They expanded from 300 users to more than 800 users entering their budget information at a very detailed level, replacing an error-prone Microsoft Excel and Access-based solution that did not scale effectively, to 1,500 users across 40 countries in five time zones. Through the tools used and its growing presence, Kraft Heinz has lowered costs year over year which would not have been possible without PBCS supporting our ZBB process. As of the third quarter selling, general and admin expenses have reduced more than US$150 million from 2016 to 2017. Mike Metzger, director of Financial Systems, was responsible for the transition of support of the system to its Oracle support staff, implementing a ticketing system for ZBB use, training admins, supporting the admins, and managing the growth of the user base.
Unilever—Charles Blaha, Associate Finance Manager
At Unilever, the Marketing Services Finance team plays a serious role in efficiently allocating marketing funds to maximize profits. They manage the spend for the brand building/advertising and consumer promotions groups. However, the marketing budget spend system that the team utilized to build planning and monthly budgets for all of North America was more than a decade old and utilized outdated technology. Processing times for data integrations were lengthy and updating a report took up to four hours. Additionally, the system used custom code that was prone to frequent error. The Marketing Services Finance team needed a new system to provide the necessary capabilities for their complex marketing budget process, as well as the necessary reporting needs of their knowledge workers. Unilever replaced its previous system with the implementation of Oracle Planning and Budgeting Cloud Service (PBCS), which provides the sophisticated modeling and analytic capabilities that its users require. Working with Key Performance Ideas, Unilever built two planning cubes, one for budgeting purposes and another for data archival purposes. The team has faster database structure, refreshed times, faster retrievals (via Smart View), and faster business rule run times. By implementing Oracle PBCS, Unilever has greatly improved timeliness with instantaneous reporting rather than waiting four hours from input to report. Charles Blaha, associate finance manager at Unilever, worked with the project team in designing input forms and processes, identified the benefits, and was able to manage and engage a team to implement a world-class planning and budgeting application.
Wilmington Savings Fund Society (WSFS)—Dominic Canuso, EVP and Chief Financial Officer
Wilmington Savings Fund Society (WSFS), parent to the oldest and largest bank in Delaware, knows that to achieve rapid growth, you have to be cost-efficient. Having undergone significant growth through acquisition in the past five years, WSFS managed its businesses with a mix of disparate systems and various manual and spreadsheet-driven processes. But CFO Dominic Canuso knew that for WSFS to meet its growth goal—to double in size—it needed to resolve the timing, data quality, and integration issues that made accessing critical information for business decisions difficult. WSFS selected Oracle ERP Cloud and expects the US$12M ROI to come from streamlining processes, optimizing resources, and the ability to make better decisions from real-time, accurate data. Not only is WSFS optimizing process-driven cost savings from Oracle Cloud, but Canuso has also been careful to keep implementation costs to a minimum without sacrificing the success of the project. WSFS chose to take a collaborative approach to implementation, reducing external resourcing costs by having a WSFS team working side by side with implementation partner Grant Thornton. While keeping costs down, this approach also maximizes knowledge transfer and ensures end user adoption. For an organization to thrive amid rapid acquisition, it requires a forward-thinking leader who knows how to grow the bottom line. For Canuso, creating full visibility into financials, streamlining work processes, and maximizing efficiency in the cloud is how WSFS will grow its bottom line and continue to expand.
Recognizes successful transformation of the P2P process using Oracle Procurement Cloud.
Asahi Refining North America—Segun Odunuga, Director of Finance
With precious metals refining operations located across the globe in five countries (USA, Canada, Chile, Mexico, and Japan), Asahi Refining delivers products where quality and precision are paramount. Blending expert craftsmanship with science, Asahi Refining products marry centuries-old practices of assaying and forging precious metals with the highest modern standards for collection, recovery, and refinement. This public company was formed in 2015 from Asahi Holdings, which previously acquired the 200-year-old Johnson Matthey gold and silver refining businesses in the 1950s. It grew from a single location recovering silver from photographic solutions into a refiner, now operating across the world through its subsidiaries processing gold, silver, and platinum metals. Asahi Refining’s director of finance of its North America division, which manages primary manufacturing facilities near Salt Lake City and Toronto, is Segun Odunuga. Under his leadership, Asahi Refining has added Oracle Procurement Cloud to its original binational Oracle ERP Cloud system for financials. Today, every purchasing-related activity for the two facilities is managed with a single Oracle Procurement Cloud solution that is seamlessly preintegrated with Oracle Financial Cloud. Since Asahi Refining is a very capital-intensive business across all facets of its operations, moving from on-premises software to the cloud was a logical decision. Rather than spending capital on long-term software licenses, big IT projects, and frequent systems maintenance, the cloud delivers to Asahi Refining predictable monthly op-ex payments. This freed additional funds for capital expenses required for metals mining and manufacturing across new equipment, required maintenance, and other operational aspects. With all requisitions, purchase orders, supplier management, and management approvals for Asahi Refining now in place for North America, the procure to pay is not only streamlined, but it also significantly contributes to completing the monthly close 70 percent faster. With integrated reporting and analytics, procurement professionals and other management functions across the company have accurate real-time, on-the-glass insight to all aspects of Asahi Refining’s procure-to-pay processes.
Orange Group—Christophe Eouzan, Chief Accounting Officer, Orange Group
Paris-based global telecommunications company Orange is a network operator and creator of digital experiences available in 29 countries, delivering services to 263 million customers through 153,000 employees. With annual revenues of 41 billion euros (2016), Orange is also a top public European company delivering both traditional communications services and next-generation technologies. Christophe Eouzan, group chief accounting officer for Orange, lead the enterprisewide successful transformation of Orange’s procure-to-pay process using Oracle Procurement Cloud initially to 5,000 employees across three EU countries in 2017: France, Belgium, and Poland. Additional countries will be rolled out in Europe and Africa in 2018, with additional deployments in 2019 and 2020. It is one of the largest Oracle Procurement Cloud deployments in the world.
The results are already positive for Orange. For example, in deployed countries all procurement operations were streamlined using Oracle Procurement Cloud together with Oracle Financial Cloud under the Oracle ERP Cloud rubric. This also delivered increased transparency and reduced internal costs (IT infrastructure, hosting, in-house applications development, standard process implementation) with a current project cost savings of 33 percent. Of note, all previous on-premises customizations were eliminated when procurement functionality was transitioned to Oracle’s cloud. Eouzan has not only embraced the cloud at Orange, but has simultaneously become a cloud ambassador sharing his experiences with other organizations looking to move to the cloud.
RCD Espanyol—Joan Fito, CFO
RCD Espanyol (RCDE) is not only one of the oldest football clubs in Europe, it is also one of the most popular. From its Barcelona home, it embraces a popular following that transcends many national borders across Europe and the rest of the world.
Under the leadership of CFO Joan Fito, RCDE did a full on-premises move to Oracle ERP Cloud just after an ownership change of the storied sports franchise in 2016 (the sports club was acquired by another Oracle customer in China, Rastar Group). The transition from on premises to cloud was completed in four months. RCDE has reduced financial errors by 25 percent and improved billing cycle time by 100 percent.
For supplier invoices and related procurement documents, RCDE has automated this entire process in conjunction with Oracle ERP Cloud. The club now completes this process 80 percent faster, which involves digitizing and processing more than 4,000 supplier invoices annually. Besides being more accurate, there is better reporting and deeper insight into spend analytics and supplier performance.
The best news: Rather than getting diverted by IT issues, ERP infrastructure problems, and system updates, the team now spends more time focusing on winning. It lets Oracle worry about RCDE’s past concerns. Which also lets Fito take time to advocate for Oracle ERP Cloud as a reference and events speaker while also looking at capabilities of Oracle HCM Cloud and Oracle SCM Cloud.
World Fuel Services—Mark Fiorillo, VP of Business Architecture
With operations across the Americas, Europe, Africa, Australia, and Asia, Fortune 500 World Fuel Services (WFS) truly delivers fuel and more across the world from its 8,000 depots. WFS provides energy, logistics, and technology solutions to aviation, marine, and land customers in conjunction with its global network of suppliers. Like many global corporations, WFS has set a course to move from its on-premises ERP system to a broad cloud solution. As a starting point for this journey, it selected Oracle Procurement Cloud as its indirect procurement platform as the initial project. WFS is live with the complete collection of Oracle Procurement Cloud components including self-service requisition, supplier catalogues, and punch-out, supplier portal, supplier management, supplier qualification, purchasing, and contracts, all tied to the Oracle Supplier Network. WFS phased its implementation by starting with one category in one country and then expanding to additional categories and countries.
World Fuel is still an Oracle EBS 11.5.10 customer, but it is in the process of implementing Oracle Financials Cloud rather than embarking on an on-premises upgrade. Before Oracle Financials Cloud is implemented, WFS will send the approved invoices to EBS for payment utilizing an on-premises-to-cloud hybrid model. Lead by WFS’ Vice President of Business Architecture Mark Fiorillo, WFS worked together with Oracle to develop its enterprise roadmap. They then educated WFS’ procurement team and executives on procurement modern best practice through a series of meetings and demonstrations. The executive team required business users to be supportive of the solution and embrace the best practices supported by Oracle Procurement Cloud. Early in the project, the WFS team made a commitment to using the solution without modification and adhere to Oracle’s MBP.
The system has only been live for the later part of 2017, but WFS is already on its way to meeting its initial goals of saving 2 percent to 4 percent on addressable spend, which will initially deliver US$2 to US$4 million dollars of annual savings of indirect spend. In addition, rogue spending has been significantly reduced and there marked improvement in increased visibility into spend backed by real-time data analytics, supplier assessments, and new strategies for high-spend categories and suppliers.
And this initial success is encouraging more on-premises-to-Oracle plans for 2018. WFS has now set a goal to turn off its EBS system by December 31, 2018, which will then include Oracle Procurement Cloud for direct purchasing, and Oracle SCM Cloud with Oracle Inventory Management Cloud and Oracle Order Management Cloud. With a few workbenches, it can then support its order-purchase matching and all billing process across the globe.
Recognizes fruitful integration of Oracle ERP Cloud with another Oracle Cloud solution.
Australian Finance Group (AFG)—Andy McGee—IT Manager, Business Services
AFG is Australia’s largest mortgage broking group. In 2013, the board demanded a greater level of innovation from the IT group due to competitive pressures in the industry. With about 80 percent of its budget consumed by operational activities, the IT function was struggling to keep up with expansion plans.
A core operation for AFG is the ability to calculate, pay, and invoice hundreds of thousands of commission payments each month to external brokering parties. To enable this, they brought together a number of applications: Oracle ERP Cloud is central to facilitate the accounting, payments, and invoice generation; Oracle Sales Cloud for incentive compensation is where all the commission calculations are made; Oracle Content and Experience Cloud is where they store all the invoices generated for brokers to get access to them; and Oracle SOA Cloud Service is used to interface between these applications using their APIs. AFG processes around 800,000 commission payments per month to 8,000 entities—the scale and performance of the application were key to migrating to the cloud applications. They needed to finalize and pay the commission each week within a relatively short window. Automation is a key part of these processes, and having a set of applications where they are developed around cloud principals, using comprehensive sets of APIs, was fundamental for AFG. Moving to this set of application has enabled the commission to be processed five times quicker than on the previous solution, removing a key business risk and reducing overall risk position in meeting payment deadlines. Overall, moving to cloud applications has reduced AFG’s operational overhead costs for running the application and allowed them to move their attention to value-adding initiatives. This can be seen with the transition from 80 percent operational costs to 40 percent, meaning the value add/innovation capacity has increased three times, from 20 percent to 60 percent.
As the IT manager and project leader, Andy McGee was able to identify the current risks and issues that existed in AFG across the complete process of making commission payments to brokers. McGee brought together and architected a set of applications that managed and automated the process from end to end.
Park Hotels and Resorts—Darren Robb, Senior Vice President and Chief Accounting Officer
Park Hotels and Resorts—once the real estate investment division of Hilton Hotels—spun off in early 2017. To eliminate any dependence on its former parent, Park wanted to move operations to its own financial system. It chose to implement Oracle ERP Cloud, Oracle Integration Cloud Service (ICS), Oracle Planning and Budgeting Cloud Service (PBCS), and Oracle Financial Consolidation and Close Cloud Service (FCCCS).
The Oracle applications provide a single-platform solution to store data in a format that is easily accessible for reporting and can handle complex roll-ups and consolidations between its various hotels and REITs. Oracle ICS allows Park to pass data between Oracle ERP Cloud, Oracle PBCS, and Oracle FCCCS Cloud and automates the orchestration of their integration files, removing the need for manual journal entries and manual file loading. In conjunction with Oracle ERP Cloud, Oracle PBCS and Oracle FCCCS Cloud will accelerate the period close process, giving Park the ability to accurately project budgets and forecasts—capabilities that provide essential visibility for a new company.
The integrated solution will move Park from manual to highly automated and standardized processes, maximize efficiency, and reduce risk, allowing Park and its employees to focus on growth. The robust reporting capabilities will allow for insightful decision-making, reduced risk, and enhanced internal controls. Efficiencies are projected in the following areas:
Park Hotels and Resorts’ Chief Accounting Officer Darren Robb is the project sponsor and champion. With Robb’s vision for Park’s financial operations, his ability to clearly and effectively communicate with stakeholders, his grace while managing the scope of this project, and his ability to collaborate with Oracle, Grant Thornton, and the implementation team, this project has been kept on time and on track for successful results. After being part of a multinational brand like Hilton, redefining a company as an independent entity takes leadership, dedication, and vision, all of which Robb embodies.
SGC Energia—Eliyah Tashiro, SVP, Finance
SGC Energia is a Portuguese company with its North American headquarters in Houston. The company is in the business of owning and operating medium scale energy facilities that convert a wide range of low-cost, carbon-rich feedstock into clean fuels in a safe and economical manner. SGC Energia rolled out Oracle ERP Financials Cloud with Oracle Procurement Cloud, and it is now rolling out Oracle SCM Cloud including Oracle Manufacturing Cloud and Oracle Maintenance Cloud. Their implementation partner is Perficient.
Through integrating procurement functions, SGC has already recognized the benefits of the integrated accounting controls (two- and three-way matching between procurement and payables), as well as the automated workflows and automated accounting. Now, with the pending implementation of Oracle Manufacturing Cloud, the benefits SGC will recognize will be great. Having integration between Oracle Financials Cloud, Oracle SCM Cloud, and Oracle Manufacturing Cloud, SGC can grow with scale, without needing additional staff in IT or accounting and finance.
Tashiro is the executive sponsor for all three projects. He continues to cheerlead his staff, he is a visionary, he has a clear understanding of both the Oracle and SGC roadmap, and he makes sound decisions quickly. He inspires his colleagues and associates with everything that is coming down the road, and pushes them through the daunting efforts that often come through the course of an implementation.
Solairus Aviation—Mark Dennen, CFO
Solairus Aviation is a full-service aircraft management and charter company providing turnkey flight department management for corporations and high-net individuals. Solairus was founded in 2009 and is headquartered in the San Francisco Bay Area. Solairus’ services are customized to meet its customers’ individual travel and financial requirements, and to support their flight operations with the highest standards of safety and personalized service, regardless of the location of the private jet. Solairus has more than 50 base locations across the United States with more than 400 flight crew and support. Solairus began the Oracle ERP Cloud implementation in July 2014 and completed it to go live in January 2015. They are also live on Oracle HCM Cloud and Oracle Financials Cloud. Solairus can now manage its people, automate invoicing processes, and streamline reporting for improved customer service.
CFO Mark Dennen felt it was a no-brainer to choose Oracle to help take Solairus to the next level—retrieving important data needed to run its business at the level their Fortune 100 to Fortune 500 customers expect. They went from semiautomated, disparate systems to one integrated and automated system with Oracle ERP Cloud and Oracle HCM Cloud, which enabled them to streamline their processes and automate the recruiting and onboarding process. The company plans to build on this early success with new programs that meet its customers’ needs. Their goal is to transition clients’ bills to an online client portal to provide even more visibility into transactions while streamlining payment processes for advanced customer service.
Dennen is a true leader and has been instrumental in leading this transformation project. He’s convinced that partnering with Oracle will set Solairus apart from the competition while also turning finance from a back-office function into a marketing and business development tool.
St. Luke’s Hospital—Kevin Riley, CFO
St. Luke’s Hospital in Maumee, Ohio, was in a bind. Having just been divested from a much larger healthcare provider network, it needed to quickly move off of its parent company’s system and on to its own. But it couldn’t be just any system. It had to have world-class functionality across the organization—including finance, human capital, and supply chain. Enter Oracle Cloud. St. Luke’s saw not only the value of Oracle’s tightly integrated solution, they also recognized the value of software as a service (SaaS) as a superior model to the legacy on-premises days. It was clear during the implementation that significant benefit would not only be derived from the modern functionality enhancements for financial close, procure to pay, and hire to retire, but also the in-depth understanding of their complete organization through an integrated cloud platform. This has positioned St. Luke’s well as it continues to grow and attract healthcare industry employees and manage its costs in a highly competitive industry.
Oracle Cloud’s tightly integrated and unified platform has delivered many significant benefits to St. Luke’s as they have discovered the strategic importance of acknowledging HR as an integral part of the ERP process. St. Luke’s now views HR as a strategic change agent, rather than just a group that oversees hiring and firing. It recognizes the importance of not just hiring, but hiring the best and how that relates to managing its costs. With Oracle HCM Cloud, and the infrastructure required to support employees typically accounting for nearly 80 percent of its organizational spend, Oracle’s integrated finance (and supply chain) and human capital cloud solutions enable companywide decision-making, helping to find the best and doing so in the most streamlined and efficient manner while identifying and managing the real costs across its business.
The team from St. Luke’s included individuals across functions—from finance, led by Kerry Burmeister; to HR, led by Connie Sesser; to supply chain, led by Scott Cooper; to IT, led by Patty Swynt and Julie Kerr. The St. Luke’s team all worked together to make the project successful.
St. Luke’s needed to move fast, and its group approach worked this scenario perfectly. When a company is divested, it only has a small window of time to move from its former solutions before significant penalties set in. As part of the larger healthcare provider organization, a shared services model was developed, so St Luke’s not only had to implement a solution, but also develop new parts of its organization and hire across areas that touched all parts of the business. As its implementer, DAZ Systems had worked with divesting companies many times previously and knew the challenges that would be facing St. Luke’s. A single word to best describe its group approach: troopers. Between the divestiture, the need to move quickly, the need to build new parts to its organization and hire wisely to fill new roles, and on top of it all, also implement a new medical records (EMR) solution simultaneously, the team should be congratulated on a job well done.
The Wonderful Company—Richard Scheitler, CIO
The Wonderful Company is a privately held US$4 billion company committed to offering high-quality, healthy brands and helping consumers make better choices. Some of its brands include POM Wonderful, Fiji Water, Wonderful Pistachios and Almonds, Wonderful Halos, and Justin Wines. With seven legacy Oracle ERP systems supporting each of its divisions, The Wonderful Company is currently in the process of consolidating its healthy food and beverage companies to Oracle Cloud, to create a common platform for it to help realize synergies and cost savings. This includes migrating its various divisions onto the single global platform across ERP, EPM, SCM, warehouse management (WMS), Oracle Transportation Management Cloud (OTM) pillars, and Oracle Analytics Cloud (OAC) including Oracle Platform as a Service (PaaS).
Its transformation started with one of its largest divisions (Citrus), which is migrating from Oracle EBS to Oracle Cloud across all functional areas, which includes financials, projects, procurement, order management, inventory, SCM, PaaS, analytics cloud, TMS, and Logfire WMS. The Wonderful Company expects significant benefits across the organization by tightly integrating Oracle ERP Cloud with the various other Oracle Cloud components and standardizing business processes. Significant quantifiable benefits exist across the business processes that span these solutions. While the full financial impact of this transformation is not yet known, Wonderful has already identified and begun to realize significant overhead cost reduction opportunities.
Wonderful started its finance transformation by establishing a single global chart of accounts (COA) to be used across seven companies that have been segregated in the past. This includes driving business process standardization across plan to produce, order to cash, procure to pay, and accounting to financial reporting. Additionally, this transformation goes well beyond finance to include all supply chain activities, including: manufacturing, warehouse management, maintenance, transportation, and sales and operations planning.
Oracle ERP Cloud and Oracle EPM Cloud enable a single source of financial truth for budgeting, reporting, performance management, and account reconciliation. Oracle ERP Cloud, along with Oracle SCM, WMS, and OTM Clouds, will optimize operational excellence across the manufacturing, distribution, warehousing, and transportation management functions, thus allowing The Wonderful Company to continue to grow and expand its business and to better service its customers. Oracle PaaS filled the gap of a unique, industry-specific requirement around grower management that The Wonderful Company and other agriculture customers have. CIO Richard Scheitler is the lead sponsor and change agent behind the single global instance and overall cloud strategy across the various Oracle pillars. He helped lead the COA redesign and business process re-engineering efforts across the different businesses at The Wonderful Company. Scheitler is working with the DAZ implementation team on adopting Oracle modern best practices to drive process improvement and business optimization across the organization.
Scheitler and the entire Wonderful Company organization are early adopters for this magnitude of a full shift to Oracle Cloud across a number of products. The Wonderful Company is also an early adopter for moving its US$4B organization to a single global instance to enable this transformation and to enable business optimization across the Oracle Cloud pillars.
Young America—Chris Behrens, President and Chief Executive Officer
Young America is a marketing services company with locations in the United States and Canada. The corporation handles rebates, enter-to-win, loyalty, sampling, and channel incentive programs and business process outsourcing for a number of major clients.
The Financial Planning and Budgeting team at Young America was instrumental in its role implementing Oracle Planning and Budgeting Cloud Service (PBCS) and integrating it with Oracle Sales Cloud as well as Oracle Financials Cloud general ledger. By integrating Oracle PBCS with Oracle Sales Cloud and Oracle Financials Cloud, the FP&A team and the CEO are now able to forecast revenue, sales, and budgets for the company with accurate data. This initiative eliminated countless hours of manual labor once used to complete this process prior to the implementation. The business can now make informed decisions based on factual data.
By integrating the Oracle Sales Cloud application to Oracle PBCS, the business is able to see real-time sales numbers as well as potential sales in the pipeline. In addition to the Oracle Sales Cloud integration, the integration to the Oracle Financials Cloud general ledger has also enabled the team to see real-time actuals for revenue and begin to analyze the data to provide guidance to the CEO and executive leadership team. All team members played an integral role in the project, from the vision of the CEO to integrate Oracle Sales Cloud to Oracle PBCS, to the team of David, Tuyet, and Katy working tirelessly to design the hierarchical data, test the application, learn the processes, and design custom forms for the sales inputs.
This team took on an impossible task of redesigning its chart of accounts (COA) and mapping all legacy data to the new COA to look at historical numbers compared to current numbers. It worked side by side with its implementation partner, Huron Consulting, to make sure the solution fit its business needs. Each person had “skin in the game” to make sure the project was successful. Together, the team at Young America and Huron has been able to build and execute on a strategy that will continue to allow Young America’s business to grow, and identify new opportunities for focus and expansion.
Recognizes a fast and effective implementation of Oracle ERP Cloud or Oracle EPM Cloud solutions.
Allied Universal Security Systems—Kirk Caldron, Director, Financial Systems/CoE Controller, Corporate, and Mike Zierhut, VP, Information Technology
Allied Universal Security Services experienced significant change and doubling of their business after a merger. With more than 150,000 employees, Allied is now the largest security services company in North America. Its previous financial and management reporting systems did not provide the data and controls needed to support its new organization. Despite the business doubling in size due to the merger, these nominees relentlessly pursued their vision of a fully integrated enterprise performance management (EPM) environment and stayed focused to realize the benefits of the cloud as fast as possible, while ensuring the changes to the organization were well communicated and documented.
Zierhut set the vision for the new EPM platform. He worked with the senior executives to ensure organizational issues were addressed and to secure funding for the project. He sponsored the project from inception to go-live. He also ensured that these tools were not implemented as a lift and shift from the previous tools and processes. Throughout the implementation, he challenged the status quo and sought and received organizational buy-in for changes the new close and budgeting process would bring.
Project execution and detailed design was managed by Kirk Waldron in partnership with the Hackett Group. Waldron put Zierhut’s vision into a detailed design and kept the project on course during the implementation phase. He was a champion for change management and alignment to best practices within the organization while driving adoption of the tool. The project took 20 weeks to complete, covering three cloud services.
The three key business benefits that were achieved by the project were: creating a faster, more controlled close cycle, transferring ownership of the systems and data flow from IT to finance, and providing management reporting capabilities by tracking 90,000 jobs monthly.
Arby’s Restaurant Group—Bob Hughes, Director of Enterprise Applications
Arby’s, an iconic fast casual American restaurant brand, was growing fast. Its manual financial planning and analysis (FP&A) processes did not have the agility required and could not support the aggressive goals of the business. The FP&A leadership team turned to Arby’s IT for a centralized EPM solution with a low total cost of ownership that would not be a capitalized expense. Bob Hughes and the IT team engaged BIAS Corporation to assist in evaluating alternatives and to provide a roadmap to a solution. After a review of numerous planning and budgeting applications, the Arby’s project team chose Oracle Enterprise Performance Management Cloud.
The project has exceeded its goals on a number of fronts by providing end-to-end visibility of its budgeting process and eliminating manual intervention. Arby’s expanded the EPM footprint, bringing together solutions for planning and budgeting, consolidations, and close plus account reconciliation with tight integration to Oracle E-Business Suite. The centralized EPM budgeting platform reduced budget creation and consolidation lead times. The solution allowed them to reduce budgeting cycle times by 30 percent. The standardization of calculations and reporting package outputs enabled internal budget accountability. Financial benefits were a total cost of ownership reduction of 49 percent by moving from on premises to the cloud.
Asahi Refining North America—Segun Odunuga, Director of Finance
Asahi Holdings is a Japan-based precious metals recycling (collection, recovery, refinement) company founded in 1952. Asahi Holdings acquired Johnson Matthey’s (JM) North American precious metal refineries. Segun Odunuga, Asahi’s finance director, needed to replace a manually intensive legacy enterprise resource planning (ERP) environment—which the company used for decades—with a modern, integrated system to accelerate report creation and increase financial visibility. It needed to be able to manage the ERP footprint across the organization with minimal IT resources so that the company could focus on its core business of refining gold and silver, accelerating business growth.
Working with 6e Technologies, the team transitioned from the legacy environment to Oracle Financials Cloud, Oracle Purchasing Cloud, and Oracle Self-Service Procurement Cloud in less than 15 weeks and under budget. The system provides the gold and silver refinery’s executive team with real-time access to financial reports to increase visibility into reliable financial data and improve decision-making. They can now close month-end books in just three days versus the week it took previously. They were also able to save hours of manual work with a unified procurement process and the ability to process hundreds of receivables in a couple of minutes. The project laid the foundation to integrate with other legacy systems in the future to realize additional business efficiencies.
During the implementation process, the team worked to configure the system and used remote meeting technologies whenever needed. This approach ensured a large savings for the client as the travel involved was minimal. They used Oracle Platform as a Service (PaaS)–based integration, eliminating manual intervention and 100 percent end-to-end automation, thereby increasing user productivity. They also significantly lowered the total cost of ownership with subscription-based self-service.
Caesars Entertainment—Eddie Aleman, Vice President of Caesars Entertainment Business Services
With 47 casinos in five countries and US$8.4 billion in net revenues per year, Caesars Entertainment, the fourth largest gaming and entertainment company in the world, can’t afford to move slowly. When Caesars decided to implement Oracle Enterprise Performance Reporting Cloud Service (EPRCS) as part of a multipillar transformation to the cloud, which included Oracle ERP Cloud and Oracle HCM Cloud, Eddie Aleman, vice president of Business Services, wanted Oracle EPRCS up and running quickly. Not only was he eager for his properties and account balance sheet owners to be able to quickly access balance sheet information and reports, but Aleman also wanted a fast implementation to ensure his teams had engaged and fully adopted Oracle EPRCS before Oracle ERP Cloud went live. Within 10 weeks, Aleman and his implementation team, along with Grant Thornton, were able to scope the project, which consisted of six reporting packages, more than 100 doclets summarizing 47 properties, and more than 20 account balance sheet groups; train 100 users; and take Oracle EPRCS live by their goal date.
Understanding the impact a multipillar cloud transformation could have on such a large organization, Aleman drove the rapid Oracle EPRCS implementation and championed intense training and user adoption prior to the ERP transition. As the vice president of Caesars Entertainment’s Business Services (CEBS) team and reporting to Caesars’ chief accounting officer, he was responsible for process improvement and relationship development between the 47 properties and account teams, and he was the visionary who saw how much Oracle EPRCS could help enhance both. In an organization as large as Caesars Entertainment, consistency and standardization can be difficult. Demonstrating an unwavering commitment to standardizing the organization’s financial results, the enhanced collaboration and decision-making capability that Oracle EPRCS could provide, and the need for rapid implementation adoption, Aleman is a true agent of change and a cloud evangelist within the Caesars organization.
Euroports Netherlands—Marco Pineda, CIO
Euroports is an international group, offering maritime supply chain solutions. Its core services include terminals, transport services, freight forwarding, and contract logistics in a number of industries. It handles around 46 million tonnes annually with a strong focus on general cargo and dry bulk. Euroports needed better cost and profitability information on customers, products, and locations to improve margins. This is key for its shareholders as Euroports is owned by a consortium of institutional investors. Euroports implemented Oracle Profit and Cost Management Cloud Service, one of the Oracle Enterprise Performance Management (EPM) Cloud applications, to get deeper cost insight to achieve its margin improvement goal.
Euroports’ CIO Marco Pineda is responsible for all IT projects and their related costs. Pineda needed an effective solution that was the best option for shareholders. By selecting a provider that could deliver the solution based on an operating expense (OPEX) model, Euroports was able to minimize its investment. Pineda was the key decision-maker. His vision, strong prioritization, and decision-making skills drove a solution that supports both the needs of the business and shareholder requirements.
Fox River Water Reclamation District—Nazir Uddin, Finance Manager
The Fox River Water Reclamation District (FRWRD) owns and operates water reclamation facilities in Illinois. FRWD implemented Oracle ERP Cloud in less than 16 weeks, including modules covering procure to pay, project and grants, fixed assets, and customer billing. The implementation of Oracle ERP Cloud and Oracle EPM Cloud improved transaction processing efficiency by eliminating redundant and manual processes. It used to take 10 days to create a PO; now, it takes 10 minutes.
Nazir Uddin, FRWD’s financial director, played dual roles of project manager and subject matter expert with a high level of competence and full commitment. He established effective financial control with the system’s budgetary control and automated rules-based approval workflows. He expanded automation to other activities such as fixed assets and projects, eliminating the need for spreadsheet-based manual tracking and reporting. Reports for the board can run in one process. By integrating all financial processes, FRWD can provide data and information across the entire enterprise, enabling all stakeholders to make better decisions.
HES-SO Geneva—Arnaud Rey, Finance Manager
The "HES-SO" University of Applied Sciences and Arts Western Switzerland, is a Swiss public higher education institution. Set out to centralize and improve its budgeting process across six faculties, the HES-SO CIO specified that for all new requirements, they would evaluate a cloud solution first. Oracle Financials Cloud Service (FAHRCS) and Oracle Planning and Budgeting Cloud Service (PBCS) were selected to integrate with HES-SO existing Oracle E-Business Suite system. The project was spearheaded by Arnaud Rey, who was not only a super user but also the project leader for HES-SO Geneva. Rey was not satisfied to simply implement the software. He also had a vision to change the way HES-SO Geneva approached the budgeting process and to implement modern best practices. He took a rapid implementation approach and successfully implemented Oracle EPM Cloud in two months. His team was able to move quickly as the implementation was business-led. The cloud solution freed them up from any architectural or technical tasks. This type of fundamental change and rapid pace is no small feat in a public sector institution. Rey and HES-SO are cloud pioneers and advocates who are driving change in the higher education community in Europe.
Newell Brands—Ron Hardnock, SVP, Finance
Newell Brands, a global Fortune 300 company and product of an April 2016 merger of Newell Rubbermaid and Jarden Brands, needed to gain a complete understanding of its planning across its 15 unique product divisions. The first mission of Newell’s newly formed business planning and analysis (BP&A) team was to transform the budgeting and planning process. To meet its data collection, process management, and reporting requirements across its base of 700 global users, Newell selected Oracle Planning and Budgeting Cloud Service (PBCS) including the Financials module. Newell selected Oracle PBCS based on its functionality, scalability, and the ability of its business partner, SC&H Group, to rapidly deploy a solution and new business processes globally in less than eight weeks.
Newell Brands implemented Oracle PBCS for 700 global users in eight weeks. Newell achieved the following business benefits as part of deploying Oracle PBCS: improved budget cycle times, accurate and consistent plans, and stakeholder empowerment through self-service reporting.
Ron Hardnock was able to define a vision and set criteria for success through clearly defined expectations. Hardnock’s ability to prioritize, be flexible, gain buy-in from business users, as well as his timely decision-making, kept the project team on the path to meet every deadline and deliver a hugely successful deployment of Oracle Planning and Budgeting.
Option Care—Bob Kampstra, VP, Finance
Option Care, the leading home infusion healthcare services provider, went from a system where it had virtually no financial controls to a system that sets the company up to not only scale its growing business, but also to potentially go public at some future date.
VP of Finance Bob Kampstra has been the driving force in Option Care’s financial transformation. His team implemented Oracle ERP Cloud and Oracle EPM Cloud, covering procurement, inventory, projects, enterprise planning and budgeting, and profitability and cost management in only eight months.
A critical success factor for the project was the amount of preplanning Kampstra and the team did to map out all of the different workflows throughout the organization. Kampstra’s understanding of the overall business was impressive. By the time Oracle was selected, it was clear that Oracle’s product strategy aligned almost exactly with the workflows the team built. Kampstra didn’t just provide executive sponsorship; he was involved in all aspects of the project at a deep level. His openness and transparency with all stakeholders throughout the entire project contributed substantially to the success and speed of the project.
Rakuten USA—Mario Pinho, CFO
Rakuten USA, a multibillion ecommerce company comprising more than 10 divisions, has gone live with Oracle Cloud Financials, Oracle Expenses, and Oracle Fusion Self-Service Procurement in Rakuten Commerce, a major division. This transformational project was completed within 12 weeks from design to go-live and serves as a foundation for Rakuten’s Regional Finance Shared Services. Rakuten USA, along with implementation partner DAZ Systems, will continue to roll out Oracle Cloud applications across all of its entities in a multiyear roadmap while retiring multiple legacy and third-party systems, including Oracle E-Business Suite, QuickBooks, SAP, and Microsoft. All entities will be folded into Regional Finance Shared Services, making this a very strategic project for Rakuten USA.
The template will be used across all divisions while still addressing specific requirements of each business line. Oracle ERP Cloud continues to add value by enabling a faster monthly close process, increased timeliness, and accuracy of accounts payable activities, and by delivering financial visibility and reporting around Rakuten’s cash-flow management processes. Pinho is a seasoned finance executive with a clear understanding of the strategic nature of a finance shared services organization empowered by technology and how that can drive efficiencies across regional and global organizations. In addition, under his executive guidance, the project team adhered to best practices and designed a shared services organization for the long term. There were no customizations, which in turn enabled this very successful project to be delivered on time, on budget, and with maximum user adoption.
Sterling National Bank—Lou Pastina, VP, Financial Data Initiatives
Sterling National Bank (SNB) was recently listed as #36 in Forbes Magazine’s annual listing of America’s best banks. The bank has reached US$14.2 billion in assets with earnings of US$145.5 million after making several strategic acquisitions over the past five years.
The Financial Planning and Analysis (FP&A) team was using a budgeting solution that came with the bank’s core banking platform product for its annual budgeting process and monthly branch and team reporting. However, as SNB grew the product required manual intervention, which became a drain on valuable FP&A resources. To support the bank’s current and future needs, Lou Pastina and team implemented Oracle Planning and Budgeting Cloud Service (PBCS). Additionally, SNB selected Key Performance Ideas as their implementation partner after seeing its recent successful implementation of Oracle PBCS with another regional bank of similar size.
The project was rolled out in 10 weeks. The Oracle PBCS system features a daily month-to-date income statement, as well as ending and month-to-date average balance sheets from the general ledger. The GL account and unit hierarchies (teams and branches) are provided from the bank’s master data management system. The system generates monthly corporate, branch, and team reports without the need for spreadsheets. All reporting formulas and calculations are centrally maintained in Oracle PBCS.
A critical success factor for any new FP&A system is user adoption, particularly with a 10-week implementation timeline. The team leveraged an implementation process that involved heavy user involvement, hands-on testing, and, especially, user training.
Pastina not only easily identified the benefits of Oracle PBCS, he was also able to manage and engage a team to implement a world-class planning and budgeting application in just 10 weeks. He immediately understood the power of the technology, how to leverage it to meet business requirements, and how to involve his team early in the process to meet user demands and expectations.
Tekfen Construction—Ahmet Naci Hacıtalipoğlu, Budget Manager
Tekfen budget manager Ahmet Naci Hacıtalipoğlu and his team, with the assistance of PWC Turke, implemented Oracle Planning and Budgeting Cloud Service (PBCS) in two and a half months. Oracle PBCS was configured to meet the needs of Tekfen’s yearly reporting requirements and its five-year strategic plan.
In the first two weeks, Hacıtalipoğlu and team rapidly set the dimensions (six cubes), and started designing the rules. In parallel, another team worked on uploading the required data. The next step was to start testing and to address the growing complexity of the business areas covered. After two and a half months, Tekfen was able to create its yearly profit and loss, balance sheet, cash-flow forecasts, and its five-year strategic plan. It was also able to generate all of its management reports through the Oracle PBCS application. It estimates it has approximately 70 reports being generated in the Oracle PBCS system. Its next project is to implement Oracle Financial Consolidation and Close Cloud.
Hacıtalipoğlu was key to the success, playing dual roles on the project acting as both a project leader and a technician during the process. Hacıtalipoğlu acquired new skills along the way and is now an Oracle PBCS expert as well as an accomplished project leader and problem solver.
Recognizes teams who have leveraged the Oracle Cloud for Finance solutions to decrease close times by a large percentage.
ConnectOne Bank—Neil Martucci, SVP/Controller
ConnectOne Bank took the entire finance/accounting process from a fully manual process to almost completely automated by utilizing Oracle ERP Cloud and Oracle Planning and Budgeting Cloud Service (PBCS). This allowed its team to cut seven days from monthly closing, eliminated manual intervention, and integrated ConnectOne Bank’s systems to ensure data integrity, helping it to save 17 hours of work monthly on checking its figures. The IBM team helped ConnectOne Bank to completely redesign its business processes based on Oracle solutions. Oracle Database, purchased as a database-as-a-service offering, acts as a central data hub supporting multiple finance applications—including Oracle Financials Cloud and Oracle Planning and Budgeting Cloud Service. Neil Martucci, senior vice president and controller at ConnectOne Bank, managed the project working with Oracle and IBM, was the main decision-maker, and worked to ensure a successful and secure data transfer environment was set up. Additionally, Martucci worked with management to understand their needs to ensure the new system was producing the expected outcome.
Montefiore Health System—Maralyn Miner, Corporate Controller
Montefiore Health System’s Associate Director of Finance Maralyn Miner and the corporate team knew they needed to increase automation and controls related to the consolidation and close process, and to improve alignment and visibility into the detail of their financial operations. Miner started the transformation by taking on the process of redefining and unifying the chart-of-accounts of the 11 hospital systems. While leading that project, Miner began the evaluation to find a new consolidation, close tracking, account reconciliation, and external reporting solution. Miner and the Montefiore Steering Committee selected Oracle Financial Consolidation and Close Cloud Service (FCCS), Oracle Account Reconciliation Cloud Service (ARCS), and Oracle Enterprise Performance Reporting Cloud Service (EPRCS) to be that solution. The new FCCS and ARCS platform significantly reduced the number of days to do subconsolidation and top consolidation and eliminated the process of manually compiling reports and data. Miner and her team took ownership of many of the major tasks during the implementation. The Hackett Group was the implementation partner with the Montefiore team. Miner drove the success of this project, which was one of the first healthcare companies to adopt the cloud.
National Rural Utilities Cooperative Finance Corporation (NRUCFC)—Lori Culp, Assistant Controller
National Rural Utilities Cooperative Finance Corporation (NRUCFC) Assistant Controller Lori Culp led the Oracle ERP Cloud deployment, which started with a chart of accounts redesign that modernized its account segment structure to best support the company’s growing and expanding business. NRUCFC’s deployment included the Oracle Cloud Financials suite, including expenses, as well as Oracle Procurement Cloud. As a result of this implementation, NRUCFC accelerated data entry and subledger processing via Oracle Cloud spreadsheet loader, and improved cross-department collaboration with OTBI. Oracle ERP Cloud modern best practices, the streamlined chart of accounts, and financial governance process that Lori Culp put in place helped drive greater business insight across the finance organization and executive stakeholders, and delivered quantified value and cost savings to the business. By leveraging Oracle Cloud native capabilities, the company was able to optimize data inputs at a much more efficient rate (via the Oracle Cloud Financials suite and cloud integration framework), as well as drive significant improvements to the ledger close and consolidation process, with increased efficiencies, joint venture processing, foreign exchange calculations, and allocations/deductions. Such process improvements resulted in increased external reporting accuracy as well as a quantified reduction of almost 50 percent in the time to close the books (seven days prior; four days now with cloud). Culp worked with the DAZ implementation team on adopting Oracle modern best practices to drive process improvement and end user adoption. Since taking multiple Oracle ERP Cloud solutions live, Culp continues to drive Oracle Cloud adoption and business benefit across NRUCFC. She is actively leveraging OTBI to provide the executive team with richer business insights, and realizing increased ROI based on the efficiencies derived from Oracle ERP Cloud.
Recognizes significant increase in agility using the rolling forecast capability in the Oracle EPM Cloud best-in-class service delivery.
Freedom Mortgage—Matt Harbus, Vice President, Corporate Finance
Freedom Mortgage is a national, full-service mortgage banker that provides origination and servicing through retail, wholesale, correspondent, and commercial divisions. The mortgage loan originator operates with multiple channels, which were previously consolidated for management reporting purposes manually using Excel. All business planning activities were previously managed through independent channel Excel workbooks, with no common driver for corporate-level strategies and metrics. Implementation of Oracle Planning and Budgeting Cloud has created a common planning environment and methodology to be adopted by all channels, allowing management to exercise greater control and oversight of the planning, budgeting, and variance management activities. Reports that previously were prepared only monthly can now be prepared more frequently (in some cases, daily), allowing for faster reactions to pricing, production, and cost control. Vice President of Corporate Finance Matt Harbus helped lead this project to create these dynamic reports that help drive actionable changes within the business.
Hertz Corporation—Hunter Crittenden, Senior Director, FP&A
Hunter Crittenden, then senior director of US RAC Finance, was integral in the redesign and modernization of Hertz’s budgeting and forecasting processes. Before implementing a driver-based model in Oracle Planning and Budgeting Cloud, Hertz’s planning processes were heavily reliant on cumbersome and complex spreadsheet models to compile monthly forecasts and location-level budgets offline. Crittenden developed his vision for the future of Hertz’s planning processes into a dynamic, driver-based model in Oracle Planning and Budgeting Cloud. Crittenden identified key operational metrics that serve as solid indicators of financial performance and designed a model that allows for quick and easy what-if analysis through various rate adjustment and override options. The model served as the new global standard for Hertz’s planning processes, while still allowing regional finance managers to account for differences in how their regions/locations operate. The model is also built such that Hertz can easily update and add to the model as Hertz adapts its business processes to the evolving rental car industry. Through its driver-based planning model, Hertz can now respond quickly and effectively to insights gathered from upper management, as well as field and operations managers, to analyze impacts on the organization’s projected financial performance. SC&H Group was the implementation partner.
Using the driver-based model, Hertz has been able to improve both the accuracy and efficiency of its planning processes. Hertz has reduced the time it took to formulate a location-level budget by almost 25 percent compared to the prior year’s budget formulated using the Excel model. Hertz also expects to improve another 30 percent on its budget formulation this year since users are more familiar with the model. Hertz’s leadership has recently begun to analyze the business differently, focusing on the performance of various business segments, such as brands and categories, rather than simply analyzing geographic divisions.
At the outset of this initiative, Hertz employed a host of different planning methodologies and systems around the world. From a business perspective, Crittenden led the effort to bring the entire world onto the driver-based Oracle Planning and Budgeting Cloud model. Finance users from other divisions were initially hesitant (and in some cases outwardly resistant) to transition to the driver-based model as a result of long-utilized legacy systems. Crittenden navigated a delicate political landscape to work with other division leaders around the world to get buy-in from their users and establish a truly global planning process, while allowing the flexibility for managers around the world to make adjustments according to how their locations operate.
Hilton Worldwide—Anand Naimpally, SVP, Finance
Anand Naimpally is the SVP of Finance at Hilton Worldwide and the executive sponsor for an Oracle Planning and Budgeting Cloud application that completely re-engineered forecasting and budgeting for Hilton’s hotels. Previously, planners at the hotel’s global properties were using a legacy custom-built application that could not scale globally. Additionally, the planning methods were not uniform across locations, so analyzing key drivers or other metrics proved invaluable. The property-level planning application in Oracle Planning and Budgeting Cloud utilizes a driver-based model that calculates the entire P&L statement based on key metrics, interchangeable by users in accordance with current market movements. Naimpally pioneered the flexible model so that operations finance users can focus on data-driven changes to business goals and objectives. As a result, Hilton is now able to more accurately determine the current state of its operations and create forecasts in a timely and more accurate manner. SC&H Group was the implementation partner.
Naimpally championed a project that revolutionized Hilton’s entire operational planning that impacted more than 2,400 users globally. User adoption of the new application was seamless and allowed additional time for financial analysis, creating greater forecast accuracy.
Newell Brands—Ron Hardnock, VP of Finance, Planning
Newell Brands, a global Fortune 300 company and product of an April 2016 merger of Newell Rubbermaid and Jarden Brands, needed to gain a complete understanding of its planning across its 15 unique product divisions. Newell Brands recently implemented Oracle Planning and Budgeting Cloud to streamline its budgeting and forecasting process by eliminating offline spreadsheets, consolidating source system data pulls, and reducing manual inputs that created a single source of truth for its planning and management reporting. By empowering each division to submit their own budget and forecast plans to a single, dynamic planning system, Newell Brands is now in the position to effectively take advantage of rolling forecasts inside Oracle Planning and Budgeting Cloud. The solution also enables Newell Brands to house different versions of the first revised forecast so that corporate leadership can plan for and compare different forecast outlooks.
The Oracle Planning and Budgeting Cloud implementation provided Newell Brands the following benefits and efficiencies:
Ron Hardnock, senior vice president of Finance at Newell Brands, was able to define a vision and set criteria for success through clearly defined expectations. Hardnock’s ability to prioritize, be flexible, gain buy-in from the business users, as well as his timely decision-making, kept the project team on the path to meet every deadline and deliver a hugely successful deployment of Oracle Planning and Budgeting Cloud for 700 users. Newell Brands is now in a stronger position to manage its business and make critical decisions.
Recognizes a shared services organization using Oracle Cloud for Finance applications to develop digital capabilities to achieve best-in-class service delivery.
FedEx—Chris Wood, Vice President, Transformation Services
FedEx is the industry’s global leader, providing rapid, reliable, time-definite delivery to more than 220 countries and territories, connecting markets that comprise more than 90 percent of the world’s gross domestic product within one to three business days.
When it came time to upgrade from its legacy systems, FedEx opted to implement Oracle ERP Cloud to establish a modern platform for the company to support its growth and acquisition strategies. Nominee Chris Wood, VP of Business Transformation at FedEx, led the shared services digital transformation project for the implementation of Oracle ERP Cloud to replace Oracle E-Business Suite for its supply chain. As the executive sponsor, Wood’s support and leadership were key in surpassing the hurdles encountered along the path to move FedEx into a cloud model for its shared services organization. Deloitte Consulting is the implementation partner at FedEx.
Some of the key drivers for FedEx’s transformation were faster go-live cycles, automated upgrades, mobile capabilities, and dashboards/business intelligence available within the cloud. FedEx supply chain was using Oracle E-Business Suite, so there will be significant time and cost savings with the move to Oracle ERP Cloud Financials. The following modules are being implemented: financials, expenses, procurement, purchasing, advanced collections, supplier portal, and inventory management. The next Oracle ERP Cloud implementation within FedEx will be within TNT, recently acquired by FedEx to support its European operations. Wood and his team identified four major integration benefits by migrating FedEx Supply Chain off EBS and onto Oracle ERP Cloud Financials: improved management visibility, standardized processes, reduction of technology costs, and integration into FedEx. FedEx will see improved reporting and analytics in a number of process areas including real-time dashboards and KPIs. Streamlined collections process, monitoring, and mobile technology enablement will lead to improved visibility and will facilitate management of the business. FedEx will see significant improvements by standardizing FedEx Supply Chain’s decentralized process, which will support better management of the FedEx Supply Chain business, facilitate interactions with FedEx Supply Chain customers and vendors, and provide for future growth. From a cost-reduction perspective, moving FedEx Supply Chain to Oracle ERP Cloud Financials will allow retirement of duplicate systems, reduce system costs, and support the efficient integration into the Financial Shared Services Group.
Orange Group—Christophe Eouzan, Chief Accounting Officer
Orange, formerly France Télécom, is a French multinational telecommunications corporation offering both fixed and mobile services. It has 256 million customers worldwide and employs 95,000 people in France, and 59,000 elsewhere. Orange consolidated its financial systems using Oracle ERP Cloud to free its corporate finance people to do higher-level work in support of a companywide transformation initiative dubbed Essentials 2020. Orange Chief Accounting Officer Christophe Eouzan has been responsible for driving the implementation of Oracle ERP Cloud across the company, creating a shared services function to support its global finance operations. Orange has been live on Oracle ERP Cloud for financials and procure to pay processes since June of 2016, supporting more than 5,000 users in France, Belgium, and Poland. Thanks to the shared services environment and standardized processes, Orange will be able to quickly and cost-effectively add new countries to support across Europe and Africa, including Spain, Romania and the Ivory Coast.
This ERP Cloud implementation has become a showcase for Oracle customers looking to understand shared services best practices in the cloud. Large companies across Europe visit Orange’s shared services centers to learn and emulate its best practice approach. Eouzan has been the change agent driving Orange’s success. Under his guidance, the French telecom leader has achieved the following benefits from its standardization and consolidation efforts in a shared services environment:
Rakuten USA—Mario Pinho, CFO
Rakuten USA is the American subsidiary of Rakuten, a Japanese ecommerce company with more than 70 businesses that span ecommerce, digital content, communications, and fintech, with more than 1 billion members across the globe. Rakuten USA has 10 divisions, including Rakuten Commerce, a key division that has gone live on Oracle Cloud Financials, including the expenses and the self-services procurement modules. The key objectives of the Finance Shared Services organization are to drive process standardization and to establish a scalable and cost-effective platform for future growth and M&A activity. To this end, the Oracle Cloud implementation in Rakuten Commerce has enabled this with out-of-the-box best practices and process automation around general ledger, accounts receivable, accounts payable, payment processing, and approval workflow. In addition, the solution has delivered improved and more accurate reporting across the organization.
The nominee is Mario Pinho, CFO at Rakuten USA. He is a seasoned finance executive with a clear understanding of the strategic nature of a finance shared services organization empowered by technology and how that can drive efficiencies across regional and global organizations. Under his executive guidance, the project team adhered to best practices, designed a shared services organization for the long term, and minimized customizations, which in turn enabled this successful project to be delivered on time, on budget, and with maximum user adoption.
This transformational project was completed within 12 weeks from design to go-live and serves as a foundation for Rakuten’s regional finance shared services. Rakuten USA, along with implementation partner DAZ Systems, will continue to roll out the Oracle Cloud applications across all of its entities in a multiyear roadmap while retiring multiple legacy and third-party systems including Oracle E-Business Suite, QuickBooks, SAP, and Microsoft. All entities will be folded into the regional finance shared services, making this a very strategic project for Rakuten USA.
Recognizes financial planning and analysis professionals who leverage analytics to test business model and strengthen business impact.
Boise State—Jo Ellen Dinucci, AVP of Finance and Administration
Boise State University, a public research institution in Boise, Idaho, selected Oracle Enterprise Resource Planning Cloud (Oracle ERP Cloud) to transform core financial processes and gain new agility to advance educational opportunities. By selecting Oracle’s cloud-based solution, the university will also eliminate the initial and ongoing costs of purchasing, building out, and modernizing hardware infrastructure. As a sponsor for this project, Jo Ellen Dinucci, associate vice president of finance and administration at Boise State, is excited about the many benefits that Oracle ERP Cloud can deliver to the growing university, including greater agility to adapt to the rapidly changing dynamics in higher education and at the institution. The savings from process improvements are expected to more than offset the costs of the solution—all while delivering reliability and scalability and allowing the university to benefit rapidly from the latest features and functionality.
Dropbox—Annie Ogata, Corporate FP&A Lead
Originating as a startup in 2007, Dropbox counted more than 500 million subscribers in 2016, operating multiple offices in the United States and abroad. To accommodate this quick growth, Dropbox hired quickly to staff new development and support functions. In the fast-moving technology industry, any implementation needed to be completed quickly, and functionality immediately usable. Implementing Oracle Enterprise Planning and Budgeting Cloud Workforce was the ideal solution to meet Dropbox’s most pressing needs. Dropbox also selected Oracle Financials Cloud for its new ERP tool, as the out-of-the-box integration between the two systems would help speed implementation. Dropbox successfully implemented Oracle Enterprise Planning and Budgeting Cloud in approximately three months. Huron Consulting Group was the implementation partner. In contrast to prior forecast cycles, where all data was collected and manually aggregated in spreadsheets, taking approximately two weeks, aggregations of data now take less than 10 seconds and can be run on demand from any location. Standardized reports are built dynamically, allowing reporting at any level of hierarchy, across multiple dimensions. This improvement in efficiency amounts to a time savings of nearly one full day. Dropbox leveraged out-of-the-box workforce planning functionality, which allowed quick configuration to meet the go-live goal. The system was built to support multicurrency planning and reporting for 30 FP&A users. Focusing on targeted, tangible, short-term goals kept the end users engaged throughout the implementation.
Not every CFO has a change agent in his or her organization dedicated to transforming finance for the twenty-first century. It takes a special breed of finance professional who is able to capitalize on the cloud to identify the right digital KPIs driving value today; streamline and automate reporting for better, faster decision-making; and partner more effectively with the business to thrive during turbulent times. Annie Ogata, corporate FP&A lead, is that change agent at Dropbox.
Hilton Worldwide—Ann Harris, VP, Operations and Finance
Ann Harris is the VP of Operations and Finance at Hilton for the Americas region. She ensured more than 700 users followed a bottoms-up, driver-based approach for weekly and monthly forecasting. The streamlined process, throughout hundreds of locations, allowed the Americas’ operations finance team to improve forecasting accuracy by focusing on key metrics. Harris and team worked with SC&H Group to leverage Oracle Planning and Budgeting Cloud to create weekly forecasts that were presented to executives, each to anticipate market changes. The application allowed the end users to enter forecasts every Tuesday afternoon, and the executives would review the results each Thursday. The quick turnaround allowed the business to consistently review the new forecasts and get a better understanding of where the business should expect final results. Harris used key metrics such as occupied rooms, customer captures, and revenue per available room to analyze business at each property throughout the Americas. By comparing similar properties’ metrics, she could analyze where one property is exceeding in comparison to its peers and set goals for other properties to obtain those metrics.
Intercontinental Hotel Group—Amit Ranjan, Senior EPM Consultant
Intercontinental Hotel Group (IHG) implemented Oracle Enterprise Planning & Budgeting Cloud Service (EPBCS) to streamline their strategic planning process and enhance their decision-making capabilities. It was critical that IHG have a driver-based application that would allow a handful of strategic planners to make assumptions around opening and closing hotels and see how those decisions would impact their 10-year strategic plan. IHG incorporated complex driver-based logic into their EPBCS application that calculated pro forma profit & loss statements that were used to evaluate and on-board new hotels in to their planning structure. Financial planners were able to input a hotel signing for a particular brand and geography and immediately see how that signing impacted their financial statements for the next ten years. Sophisticated what-if scenarios were created so that guidance from senior management could be incorporated at a high level and then pushed down to lower levels of the organization through business rules. By analyzing a range of potential outcomes across their key business drivers, IHG was able to improve its decision-making process and mitigate risk through the adoption of cutting edge technology combined with robust financial models. Amit Ranjan, Senior EPM Consultant, and the IHG FP&A team are very savvy. In partnership with Edgewater Ranzal they built a forward looking cloud based solution. The team recognized how a properly conceived driver-based strategic planning process enabled by technology would allow them to sensitize a key business driver and immediately see how that one change would ripple through their financial statements and impact their key performance indicators. The driver-based scenario capability was critical for them achieving superior visibility into their financial future.
Sims Metal Management—Jim Clark, Group Manager of FP&A
Sims Metal Management used Oracle Enterprise Planning and Budgeting Cloud to implement business models that allowed them to model what-if scenarios based on projected sales and produce financial statements reflecting those assumptions. Data was loaded from a variety of data sources to include actuals from Hyperion Financial Management as well as inventory levels from multiple ERP applications and data warehouses. This data was combined with sales projections to derive the amount of raw materials and labor required to attain the projections. These projections are used to produce pro forma financial statements, including income statements and balance sheets. The pro forma financial statements are then compared, and a most-likely case is chosen as the budget, allowing Sims to balance the level of risk with growth rate. Edgewater Ranzal was the implementation partner.
Sims’ financial projections were previously done at a regional level without the benefit of a driver-based approach. The Oracle Enterprise Planning and Budgeting Cloud solution was driven down to a processing-facility level, providing the ability to use drivers to forecast production yields, which allowed them to accurately forecast sales. Some of the key metrics used are intake capacity, yield per product, sales per product, freight cost per product, and overhead per product. The models use these metrics to produce sales and margin by product by processing facility. Assumptions for the drivers can quickly be changed and used to produce what-if scenarios, allowing Sims to choose the best scenario.
Jim Clark’s (group manager of FP&A) ability to provide and create models was instrumental in implementing Oracle Enterprise Planning and Budgeting Cloud in a way that created linkages and the ability to produce financial statements via the use of drivers and assumptions. Many users do not have the vision to understand how drivers and assumptions are used to produce financial statements, but Clark did, and the result is a powerful tool in today’s business world.
Spartan Nash—Justin Vire, Vice President, FP&A
SpartanNash is a Fortune 400 company and the fifth largest food distributor in the United States, as well as the leading distributor of grocery products to U.S military commissaries. SpartanNash used Oracle Profitability and Cost Management Cloud to create a customer and product profitability model that allows SpartanNash to segment customers and products and understand how to maximize profitability for each customer and product. The model allocates results from their Peoplesoft general ledger (GL) using manual drivers as well as drivers sourced from PeopleSoft Revenue Recognition and Enterprise Warehouse to determine customer and product profitability. Over fifty drivers are used to allocate GL financials to organizational units, products, vendors, and customers. Edgewater Ranzal was SpartanNash’s implementation partner.
Justin Vire, Vice President, FP&A, was key to the project’s success. His ability to communicate the various data sources, drivers, and profitability methods SpartanNash is using provided a solid baseline to deliver the customer/product profitability model in the timeframe required.
Recognizes industry pioneers who use Oracle ERP and/or EPM Cloud to deliver monumental savings using techniques such as process standardization and simplification.
Hertz Corporation—Sam Zingaro, Senior Director Business Intelligence
The Hertz Corporation, a subsidiary of Hertz Global Holdings, operates the Hertz, Dollar, and Thrifty vehicle rental brands in approximately 9,700 corporate and franchisee locations throughout North America, Europe, the Caribbean, Latin America, Africa, the Middle East, Asia, Australia, and New Zealand. The Hertz Corporation is one of the largest worldwide airport general-use vehicle rental companies, and the Hertz brand is one of the most recognized in the world.
As part of a broader initiative to modernize its financial systems, Hertz invested in Oracle Enterprise Performance Management (EPM) Cloud, specifically Oracle Planning and Budgeting Cloud Service (PBCS), to centralize its global reporting for actual, forecast, and budget data. Before moving to Oracle PBCS, Hertz employed a number of disparate on-premises solutions across the globe to satisfy its planning and reporting needs. Consequently, Hertz did not have one centralized system where true global reporting was possible. Achieving a global view of the organization often involved manually compiling data from various systems in Excel, often resulting in a loss of detail valuable for reporting.
The nominee, Sam Zingaro, was the IT lead on Hertz’s implementation of Oracle PBCS. He spearheaded the effort to migrate all users to a single instance of PBCS, reducing the burden of maintaining and validating multiple finance systems throughout the organization. Throughout the project, Sam also looked for opportunities to improve processes and reduce administrative efforts and risk through automation. SC&H was the implementation partner.
Hertz’s commitment to consolidating its EPM systems into one instance of Oracle PBCS has led to significant savings in IT spend year over year and will continue to save the company money in the long run.
Hilton Worldwide—Brian Hargreaves, Vice President of Financial Systems
Hilton is one of the largest and fastest growing hospitality companies in the world, with more than 5,100 properties with nearly 838,000 rooms in 103 countries and territories. In addition to the Hilton brand of hotels, the company’s premier brand portfolio also includes Waldorf Astoria Hotels & Resorts, Conrad Hotels & Resorts, Canopy by Hilton, Curio Collection by Hilton, Tapestry Collection by Hilton, DoubleTree by Hilton, Embassy Suites by Hilton, Hilton Garden Inn, Hampton by Hilton, Tru by Hilton, Homewood Suites by Hilton, Home2 Suites by Hilton and Hilton Grand Vacations.
By switching to Oracle PBCS, the downtime period decreased from 3 hours to 15 minutes. By using PBCS for the operational planning application, Brian’s team was able to provide better functionality and to automate data integrations between other source and target systems. The automated process time was cut in half, and staffing requirements to monitor and maintain the systems decreased after the initial implementation.
Orange Group—Christophe Eouzan, Chief Accounting Officer
Orange, formerly France Télécom, is a French multinational telecommunications corporation offering both fixed and mobile services. It has 256 million customers worldwide and employs 95,000 people in France, and 59,000 elsewhere. Orange consolidated its financial systems using Oracle ERP Cloud to free its corporate finance people to do higher-level work in support of a companywide transformation initiative dubbed Essentials 2020. Orange Chief Accounting Officer Christophe Eouzan has been responsible for driving the implementation of Oracle ERP Cloud across the company. Under his guidance, Orange is on track to save a billion dollars in cost savings, thanks to the following benefits:
Oracle Procurement Cloud is being used by roughly 5,000 employees at Orange who make purchase requisitions, 500 accounting personnel, and 300 purchasing managers. While that’s only a small portion of the Orange employee base, those people are the financial backbone of the organization. And as transformation of the backbone goes, so goes the company’s overall transformation and modernization.
The Wonderful Company—Richard Scheitler, CIO
The Wonderful Company is a privately held US$4 billion company committed to offering high-quality, healthy brands and helping consumers make better choices. Some of the Wonderful Company’s brands include POM Wonderful, Fiji Water, and Justin Wines. With six legacy Oracle ERP systems supporting each of its divisions, The Wonderful Company is currently in the process of moving its healthy food and beverage companies to Oracle ERP Cloud to create a common ERP for them to help realize synergies and cost savings. Nominee Richard Scheitler, CIO at The Wonderful Company, is helping to drive a complete finance transformation across the company by establishing a global chart of accounts (COA) and financial backbone with Oracle Cloud ERP.
Oracle Cloud modern best practices, a single global COA design, and a single global cloud instance will help to drive greater business insight across each of the organizations, while delivering quantified value and cost savings to the entire organization. Today, The Wonderful Company has significant costs in supporting and maintaining six different instances (and versions) of EBS and one instance of JD Edwards. These costs come in the form of support and maintenance costs, internal employee costs to maintain interfaces and patching, as well as infrastructure costs. Further, there is significant cost that is driven by complexity and lack of visibility throughout the organization. By standardizing on a global COA, moving to a single cloud instance, and completing business process redesign and automation, The Wonderful Company expects significant simplification and cost savings across its business.
Recognizes an effective combination of Oracle ERP and HCM Cloud solutions.
Bealls—Brian Crowley, CFO
Brian Crowley is CFO at Bealls, a national retail brand that was seeking to transform its finance, planning, and human capital business processes to drive greater compliance and efficiency, and develop a platform for continued growth. As a high-growth retail organization expanding stores across the country, integrating finance and HR is imperative to Bealls’ business success. Bealls is experiencing double-digit store expansion nationally, with thousands of job requisitions being added to support this growth. The finance organization leverages Oracle EPM Cloud to model its national store expansion and workforce needs, and the HR organization uses Oracle Talent Management Cloud to attract, retain, and grow its workforce as well as find and place store employees. The Bealls team is using Oracle EPM Cloud to forecast workforce expansion plans. They have also introduced an internal talent management framework as part of this project, further defining career paths for their employee base, as they seek to grow and retain their most important asset, their people.
Crowley, Bealls CFO, was intimately involved with the Oracle ERP/EPM/HCM Cloud implementation project. In addition to his day job as CFO of Bealls, Crowley was also the top business sponsor and executive sponsor for this project. He came into this Oracle Cloud project with a strong appreciation of what is required to make the deployment successful, and managed all facets of his organization in partnership with the DAZ consulting team to successfully transform and modernize its entire business with Oracle Cloud. Crowley worked with the CHRO on the overarching organizational change management and adoption plan for the Oracle Cloud solution. Crowley stands apart with this nomination, as a top-level executive who has a holistic appreciation for both the finance and HR functions at a multibillion dollar organization, who drove this program to achieve the synergistic benefits of the combined solution.
Bluebird—John Robbins, Senior Director, Business Systems
Bluebird Bio is a leading prerevenue biotech company based in Cambridge, Massachusetts, was looking to implement a scalable platform that would sustain its growth across a variety of factors such as geography, revenue, employees, and products. As a prerevenue company whose employee base was growing from 100 to greater than 600 in a couple of years, having an HCM platform that would properly track, retain, and compensate employees in an effective way was critical. Additionally, as Bluebird is a publicly traded organization that works in more than seven countries, having a strong finance organization was equally as important.
Bluebird’s main business is the development of new biotech products. Finance has been a critical area to build Bluebird into an international player in the biotech space. Bluebird has been continually hiring into the finance organization to properly analyze project costs, project future revenue and expenses, and report financial health to shareholders. To meet their end-to-end business needs, Bluebird deployed Oracle Cloud Financials including projects and procurement, Oracle HCM Cloud covering performance and workforce compensation, and Oracle EPM Cloud for planning and analysis. This costing accounts for a variety of things including labor. As scientists book their time/cost to projects, HCM and finance work in tandem to properly capture employee costs (salary, benefits, hourly cost, department, etc.) that are held in the HCM suite, and allocate those costs to the projects and financials suite to have a true measure of the labor costs of development projects. Oracle Transactional Business Intelligence (OTBI) analytics across both HCM and finance help drive insight to optimize project spend and predict project variances, allowing finance and operations to keep projects on time and on budget.
John Robbins, senior business systems analyst, has been pivotal to Bluebird’s success as he plays a dual role of both working in the day-to-day meetings around requirements, as well as leading the overall strategy with Oracle. Robbins delivered the Oracle solution in a constantly changing environment with the culture of a startup, but with the complex requirements of a global publicly traded enterprise. Robbins was the central figure who managed both the internal change management and organizational issues to bring the Bluebird team together. Robbins’ ability to manage the Bluebird personnel and the implementation partner DAZ Systems, at the same time helping design the solution and bring everything together, was the linchpin for project success. Robbins’ main skills that drove project success was combining his broad product knowledge across Oracle HCM Cloud and Oracle Financials Cloud combined with his steadying influence in tough times. His ability to manage the Bluebird team and lead them toward success was critical.