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Curriculum Vitae: Martyn Williams

Tel. Nos. - Mob: +44 7967 309179, Land: +44 1768 371512Mail Address: [email protected]

ProfileI am a fully qualified Chartered Accountant with over 17 years of experience working with SAP.

I would summarise myself at work as an enthusiastic, motivated and determined individual with a very positive attitude and a reputation as a key team player who is keen to take responsibility and who delivers results of the highest standard.

In total I have participated in 22 projects, including 9 global roll outs of which 3 were end to end and 1 a Blueprint.

At the request of a client I also project managed the EMEA roll out of an enhanced global PS solution and, separately, the roll back of this solution into the Americas region.

My roles have been varied and include Project Manager (2), Deputy Project Manager (1), Integration Consultant (3), Order to Cash Lead (1), Lead Technical Consultant CO (10), FI (5), COPA (6) and Application Consultant (4), sometimes filling multiple roles on the same project. Over the course of the FICO and Support Projects I have worked on and been responsible for all the core areas of FI, i.e. GL (old and new), AP, AR, AA and Banking. Over the second half of my career I have chosen to focus mainly on projects with a high proportion of CO, in particular those incorporating my specialist and favourite areas of functionality, i.e. Product Costing, Profitability Analysis, Group Valuation, Material Ledger and Actual Costing, whilst still involving myself with the range of FI functionality, old GL, AP, AR and new i.e. parallel ledgers and parallel valuation (GL 6.0).

In addition to FI and CO I have gained over 7 years configuration and implementation experience of Project Systems as well as good process, functional and configuration knowledge in the SD, MM and PP modules, something I consider a necessity for all good CO Consultants.



Key Skills & Competencies

Controlling – all areas of functionality, except ABC, includingo Product Costing

MTS MTO ETO

o Profitability Analysis - all aspectso Results Analysis (various Valuation Methods)o Group Valuationo Material Ledger & Actual Costingo Overhead Cost Controlling (Cost Centres and Internal Orders)

Finance – Most areas of functionalityo New GLo General Ledgero Parallel Ledgerso Parallel Valuationo Split Valuationo Sub-Ledgers: Accounts Receivable, Account Payable, Accounts

Receivable, Bank Accounting, Asset Accounting, Funds Management

Project Management Configuration level knowledge of MM, SD and PS ABAP Debugging knowledge Data Migration Functional and Technical Specifications Report Writing Authorisations



Summary of Experience (Experience Grid included as Appendix)

Chartered Accountant/Financial/Management Accountant – 12 Years Project Management – 3 Years Finance – 13 Years Controlling – 14 Years

o Product Costing – 11 Yearso Profitability Analysis – 9 Years

Project Systems – 7 Years Material Ledger – Design, Build & Integration experience over 2

projects Good configuration level knowledge of

o PPo MM o SD

Multiple Projects o Integration Consultant o Data Migration o Authorisationso Trainingo Support

Sectors & Industries

Automotive Oil - Downstream and Retail Manufacturing – Repetitive, Discrete and Process Manufacturing (Electrical Transmission & Distribution, Industrial and

Life Science Filtration Systems, Glass, Automotive, Construction Equipment, Printed Circuit Boards, Industrial Pumps)

Financial Services Service Industry Logistics Publishing Utilities Systems Implementation Brewing Utilities Security Systems Retail



SAP Roles Project Manager Integration Consultant Team Leader (FI, CO, PS and Order to Cash) Functional Consultant Test Co-ordinator Data Migration

Languages

Language Level

French Intermediate

Italian Intermediate

Russian Basic

German Basic



Career History – Detail August 1998 to date

Pall Corporation (December 2014 to date)

My third contract with Pall Corporation involves a dual role: Project Manager for the Enhancement of the Global PS template

solution and it’s roll out to the EMEA and Americas regions in July 2015 and

Technical Lead for the design of a solution to address gaps in existing global Backlog and Group Margin reports. This involves parallel valuation and Group costing functionality and is being implemented in September 2015

Bentley (December 2014 to July 2015)

Responsible for:

Presenting to the business the “possible” and SAP Best Practice in FI and CO

Workshops to identify existing issues, weaknesses and pain points Report proposing solutions to existing issues and providing a 3 to 5

year roadmap of recommended initiatives with the objective of helping Bentley to attain their objective of a “best in class” Finance system

Slovnaft a.s. (April 2014 to September 2014)

Slovnaft is an Oil refining company in Slovakia with areas of operation including:

Refining Petrochemicals Fuel Retail Power Generation

It is a subsidiary of MOL Group, the Hungarian Oil and Gas plc.

My role was as IBM COPA Lead on the MOL/Slovnaft implementation of the SAP IS-Oil Global Template.



Responsibility for:

resolution of Design Issues review of all areas of Integration, in particular with the Service Station

Retailing and Transport & Distribution components of the IS-Oil module, as well as with the more standard areas of integration, i.e. SD, GL and MM

PA Margin Reports and the provision of data for BI Reports All PA functional areas including Master Data, Actual Data flows,

Valuation, Assessments and Top Down Distributions Functional Lead for COPA Team of 6 comprising MOL and Slovnaft

Team members

Role involved working on integration configuration and functionality in the following areas that integrate closely with PA

SD – Pricing Material Ledger Valuation and Actual Costing Logistics – Internal and External Shipment managed within the IS-Oil

TD sub-module Retail Sales – Managed through the IS-Oil SSR sub-module

Xchanging Ltd (December 2013 to March 2014)

I was responsible for the Order to Cash Blueprint for a global template, to be initially rolled out in the UK and India, for this Financial Services Company based in London.

The Blueprint is based on SAP Best Practice for the Service Industry and from a functional perspective my responsibilities included SD, PS and CO, including CO-PA.

The design had to accommodate the management of certain divisions within the organisation from an offshore base. Purefishing Corp. (October 2013 to December 2013)


Tel. Nos. - Mob: +44 7967 309179, Land: +44 1768 371512Mail Address: [email protected] was a short term contract in which I was responsible for configuring the CO module, with special focus on the Product Costing functionality, in a newly acquired Company prior to a 1st January Go Live.

I was also responsible for training the Controller enabling him to carry out the Go Live Costing Runs.

Pall Corporation (January 2013 to July 2013)

In my second assignment with Pall Corporation, I was Project Manager for the roll out of the localised version of a global Project Systems template across the EMEA Division of the PASS Systems business, which specialises in large multi-million dollar, engineer to order, filtration systems. The project went Live to schedule on the 3rd June, and I left following a successful first Month-End.

The roll out has been to a User base of around 250 people and has involved managing a global Project Team with members based in the US, India, Germany, Switzerland, Singapore and the UK.

The project was based between Portsmouth and Bad Kreuznach, Germany.

SPX/Clyde Union Pumps (July 2012 to December 2012)

I provided support for the US and UK organisations. The UK had been Live for about two years and the US for two months. The work was split into three main focus areas:

Resolving significant Design Issues associated with the Results Analysis Valuation methods employed

Assisting the US Organisation with a number of CO/PS issues carried over from the implementation

Supporting the UK Organisation with various FI Issues

Significant areas of functionality that the scope of the work encompassed included:

Use of WBS BOMs Project Planning POC and Earned Value based Results Analysis Valuation methods PA



Formulate/Harchette (June 2012)

The client was Live and having problems reconciling GL and PA.

My role was to:

assist with the outstanding reconciliation assess the need for additional configuration to facilitate the

reconciliation process Implement and test additional configuration provide knowledge transfer create documentation enabling the Business to carry out periodic

reconciliations

Formulate/Optek Technology (May 2012)

The client had been Live for 12 months and was experiencing problems with theirCO-PC/CO-PA solution that had prevented a CO Month-End close being carried out for 4 months.

My role was to:

Identify and resolve the issues Enable the cumulative correction of transactional data Provide additional User Training as required Provide the client with related documentation

January 2010 to April 2012Pall Corporation/IBM


Tel. Nos. - Mob: +44 7967 309179, Land: +44 1768 371512Mail Address: [email protected] joined in Phase 3 of the roll out of a global template and was initially responsible for the implementation of and enhancements to, the Global Product Costing Template in seven Plants in the UK, Eire and Switzerland.

The template was designed around a Tolling Plant business model and had to integrate with new GL. The detailed scope of my role included:

Implementation of a CO-PC Template including Product Cost Planning and Product Costing in MTS, MTO and ETO environments, using Production Orders and Sales Orders as cost objects.

Modifications to Template to enhance CO-PA and BI reporting Design of solution to address a specific issue regarding material

overhead recovery which involved the specification and testing of an ABAP development

Responsibility for Master Data migration (materials, BOMs, Routings, Work Centres etc.)

Responsibility for Integration Testing Provided support to Business Users during UAT Prepared Training documentation and delivered Training Provided Go Live support and Post Go Live Support for 2 months

After the Go Live on 1st June 2010 I had the following responsibilities:

Technical Project Lead in designing and building a Material Ledger/Actual Costing prototype. This was used for Unit Testing and Integration Testing. The project has formed the basis of a strategy for the proposed implementation of an Actual Costing/Unwound Margin solution to facilitate Group Reporting.

Supporting the Western Hemisphere implementation, i.e. USA and Canada, encompassing 12 Plants.

Cut-Over support in Beijing for the Chinese implementation. The building, Unit Testing and Integration Testing of the Project

Systems solution which had been previously rolled out in Asia.

October 2008 to December 2009Northgate Arinso

I was a member of the Roll Out Team with responsibility for the implementation of the Northgate global template in Belgium, Italy and the Netherlands.



I was personally responsible for the successful implementation of Project Systems, Controlling and Profit Centre Accounting in Belgium and Italy and for the same modules + FI in the Netherlands. More specifically:

Working with the local Finance Teams to resolve Gaps between the template and local business/accounting requirements

Involved in ensuring the organisational and master data structures were consistent with the requirements for Group Reporting.

Validation and loading of all PS and CO Master Data structures Responsibility for Unit Testing, User Acceptance Testing and

Integration Testing Testing of various interface programmes between the Time

Management system and SAP

Responsibility for, and the provision of, Procedure documents, Training and the materials and data used in the training as well as Post Go-Live support for 2 months.

July 2007 to October 2008Inbev

I was a member of the Finance Local Deployment Team responsible for the roll out of the Inbev global template in Belgium.

I was personally responsible for the successful implementation of Product Costing solution across the 4 Production Plants. More specifically:

Working with representatives of the 4 Plants, and with Project Management, to resolve any Gaps (Finance and Costing) between the template and local business/accounting requirements

Re-design of the Costing template and the production of related documentation

Validation of all Costing related master-data (BOMs, Recipes, Production Versions, Materials etc.) and responsibility for Budgeting and Costing Runs

Preparation of Training materials and provision of Training to the Plant Controllers, the Finance Team and the Business Support Team in Budapest

Provision of Plans for incorporation on the overall Local Deployment Team


Tel. Nos. - Mob: +44 7967 309179, Land: +44 1768 371512Mail Address: [email protected] 2007 to May 2007 - FI Functional ConsultantRank Xerox

I was involved in the Release 2 Localisation Phase of a global SAP template.

My objective was to help develop a PC based tool from the SAP Globalisation Database. For each of the countries in Release 2 (12) this provided details of those areas in FI where local accounting, or legal, requirements were at odds, or in direct conflict, with the template.

These areas of functionality were to form the basis of workshops with each of the countries to find solutions to these ‘gaps’.

The end result being Change Requests wherever changes, or modifications, to the template were required.I also spent some time writing functional specifications for BW reports which were to form part of the monthly corporate reporting pack, and for BW reports which were to form part of the annual Tax pack.

April 2006 to Dec 2006 - CO Lead ConsultantPilkington Group Limited

I had responsibility for the CO module within the German roll out of the Pilkington SABRE global SAP solution. The roll-out was based in Witten and encompassed 9 Plants.

Key areas of focus included:

Product Cost Collectors Cost Object Hierarchies Product Cost by Period Product Cost by Order Product Cost Planning Design of German CO organisational structure Post Go Live support


Tel. Nos. - Mob: +44 7967 309179, Land: +44 1768 371512Mail Address: [email protected] 2005 to March 2006 - Senior Consultant (Order To Cash Team)TNT Express Ltd.

I was a Member of the OTC Team, which had responsibility for the roll out of the TNT Global Template to 30 countries.

I was directly responsible for country testing in Istanbul with key users from 5 countries and for the Roll Out and post Go-Live support of SAP for TNT (Russia) based in Moscow.

Specific areas of focus include: Writing and testing Functional Specifications for general developments

as well as some of those required for specific countries Customer correspondence in multiple languages Data Migration (Master Data and Open Items) Revenue Interfaces with local systems Working closely with users on country specific issues

LogicaCMGJan 2004 to Feb 2005 - Lead Application Consultant (Finance Team)

JCB UK Components Divisions Roll Out of 4.7 (Manufacturing)

I was responsible for mapping and enhancing the Global FICO template designed on the previous US roll out to 4 UK companies. The CO aspect was inclusive of Cost Centre Accounting, Profit Centre Accounting, Product Costing and Profitability Analysis.

This involved: Running the Finance Design workshops with the key users from the 4

companies. Ensuring all organisational and master data and configuration complies

with the Global template Knowledge transfer to the 3 JCB Applications members of the Finance

Team Responsibility for satisfying Group and local requirements for all regular

reporting through the use of standard reports, PA and Report Painter reports

Post Go-Live Support for 1 month-end and year-end



June 2003 to Dec 2003 - FICO ConsultantEDF Energy

I was part of EDF team involved in the roll out and enhancement of a previously implemented SAP 4.6C system across new divisions.

My main areas of responsibility were the specification, testing and implementation of interfaces to key non-SAP systems. These included a Half Hourly Billing system and a Wayleaves Payment system. In addition Asset Accounting was implemented.

Dec 2002 to June 2003 - CO ConsultantKPMG (Dublin)

I was responsible for the realisation of the CO Blueprint and in particular those areas of the design outside the original blueprint scope, i.e. Results Analysis and WIP. It was the need for someone with experience of these specific areas that led to me being assigned to the project.

I designed and configured PS-CO to satisfy very specific client’s requirements in the areas of WIP calculation and accounting and helped to integrate this into the overall, heavily customised, Resource Related Billing solution.

My work led to closure of significant project issues and gaps and I was able to gain useful knowledge in the area of Resource Related Billing.

June 2001 to October 2002 - FICO Lead ConsultantJCB – North American Roll-Out of R/3 4.6C


Tel. Nos. - Mob: +44 7967 309179, Land: +44 1768 371512Mail Address: [email protected] was Lead FICO consultant on the project with responsibility for the design of a solution which could be rolled out globally with minimum additional effort, in particular with respect to the global organisational blueprint. The implementation itself was across 3 companies, 2 US and 1 Canadian. I also managed a junior FI consultant for the duration of realisation.

During realisation I played a key role in the integration of the overall solution, particularly in ensuring the seamless interaction of PP, CO, SD and the significant developments associated with the sales process.

The key SAP areas of focus were Product Cost Planning, Product Costing by Sales Order, Product Costing by Order, Profitability Analysis, Overhead Cost Controlling, Profit Centre Accounting and Financial Accounting.

I took responsibility in the US for testing of the integrated solution and associated developments and gained useful knowledge of the PP module and associated processes.

March 2000 to June 2001 - FICO & Integration ConsultantAlstom Power & Control R/3 4.6C

From realisation I fulfilled the role of Integration Consultant as well as having responsibility for the overall FICO solution throughout the life cycle of the project.

The key areas of focus from a SAP perspective included Product Cost Planning, Product Costing, Profit Centre Accounting, and Financial Accounting. I also had responsibility for overseeing work on a possible Profitability Analysis implementation.

My presence on the project was directly as a result of a client request based on previous work done with Alstom.

I took on much of the Project Managers responsibility at Project Issue and Go-Live strategy meetings towards the end of realisation following the departure of the Project Manager.


Tel. Nos. - Mob: +44 7967 309179, Land: +44 1768 371512Mail Address: [email protected] 2000 to March 2000 - FICO ConsultantYorkshire Water

I replaced a departing consultant for the end of realisation and Go-Live and became heavily involved in data migration as well as Go Live issues in the area of Enterprise Controlling.April 1999 to December 1999 - CO ConsultantAlstom Transmission & DistributionFICO Consultant

August 1998 to April 1999 - FICO ConsultantChubbFICO Consultant

Business Skills

Skill Experience

Systems Design & Development

16+ years

Project Planning 9 years

Team Leading 7 years

Accounting 23 years


Tel. Nos. - Mob: +44 7967 309179, Land: +44 1768 371512Mail Address: [email protected] Skills

Skill Experience

SAP R/3 15 years

Lawson Financials 1 year

ASAP 5 years

Microsoft Tools 18 years

Qualifications / Affiliations

BSc in Environmental Biology, Swansea University 1984 Qualified Chartered Account (ACA) 1988 Certified FI consultant Certified CO consultant



Appendix – Experience Grid



Appendix – Experience Grid (cont.)

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