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- 1. Deanna Warnock 6338 Hard Bargain Circle, Indian Head, MD 20640 Phone: 703.635.6325 E-Mail: deanna.warnock@me.com Summary Versatile financial analyst who combines expertise on billing and accounting, interdepartmental communications, customer communications, and a penchant for organization to improve financial processes and customer service while delivering on tasks accurately and efficiently to internal and external clients. With demonstrated alacrity to take on new challenges, responsibilities evolved to include more analytical, budgetary, and complex support to internal and external customers. Adept at tailoring excel spreadsheets to compile and illustrate financial data to multilevel managers utilizing pivot tables, data validation, vlookup, logical, statistical and arithmetic formulas. Known as a proven problem solver, and skilled at working with a variety of people and a myriad of internal and external organizations. Leverages business acumen and project knowledge to resolve impromptu issues and provide exceptional customer service. Education Loyola University Maryland Baltimore, MD B.B.A. with a Concentration in Finance Actively pursuing Certified Government Financial Management Certification (CGFM) Governmental Accounting, Financial Reporting, and Budgeting PASSED EXAM Governmental Environment EXAM #1 scheduled for June 2015 Governmental Financial Management and Control EXAM #3 scheduled for July 2015 Acumen Strong Understanding of Cost Plus Fixed Fee (CPFF), Time & Materials (T&M) Firm Fixed Price (FFP), and Deliverable-based Contracts & Executing Proper Billing in Cost Accounting System MANAGED BILLING OF UP TO 50 ACTIVE T&M, FFP, and Cost Reimbursable CONTRACTS with multiple tasks averaging $3 Million to $4 Million per billing period. Invoiced over $300 Million during 6.5-year tenure. Representative billing clients include Federal Aviation Administration, Department of the Treasury, Department of Commerce, Department of Interior, Department of Energy, Department of Agriculture, Department of Defense, Defense Health Agency, Veterans Affairs, Office of Personnel Management, State and Local Agencies, International Agencies, and various Prime Contractors. PROVIDED CONTRACT FINANCIAL MANAGEMENT, ANALYSIS AND SUPPORT to program managers, senior management and corporate financial staff in support of Naval Sea Systems Command CIO Program and other GSA contracts, which accounted for 25% of Identix Public Sector Revenues. REVIEWED TERMS AND CONDITIONS OF CONTRACT AWARDS and MODIFICATIONS to ensure compliance with the contract type, deliverable due dates, GSA requirements when applicable, FAR, and JTR Regulations. IDENTIFIED POTENTIAL ISSUES WITH BILLING REQUIREMENTS and solution/resolution opportunities. ENSURED BILLING IS COMPLIANT WITH FEDERAL REGULATIONS and the terms of the contract and included proper documentation for audit purposes.
- 2. 2 Worked with Project Setup Coordinator to ARCHITECT A HIERARCHY OF PROJECT CODES that fit the requirements of reporting and invoicing for contracts. TROUBLESHOOTED issues with revenue calculations and worked with Project Setup Coordinators to update the project setups to ensure correct billing of the project. CREATED ACCURATE & TIMELY INVOICES for submission to client. I personally IMPROVED CUSTOMER SERVICE to external clients, enhancing both the quality and timeliness of invoices and resulting in faster invoice approval and payment. Federal Aviation Administration formally acknowledged the billing improvements on their programs, raising overall rating to A- from an unsatisfactory D rating when it was assigned to me. Created proper invoices and supporting documents for billing Defense Finance & Accounting Service (DFAS). Utilized government acquisition and payment portals such as: iRAPT (formerly WAWF, myInvoice), IPP Payment System, Tungsten Network (formerly OB10), iSupplier, DOE Vipers, GSA Vendor Pay, STARS Financial Analysis & Reconciliation PROVIDED CONTRACT FINANCIAL MANAGEMENT, ANALYSIS AND SUPPORT TO ENGAGEMENT MANAGERS, SENIOR LEADERSHIP AND CORPORATE FINANCIAL STAFF. ANALYZED DATA, CREATED AND INTERPRETED REPORTS TO ENGAGEMENT MANAGERS including revenue, time and expense, write-off, premium, discount, and accrual reports. ANALYZED AND RECONCILED engagement financial history and addressed any discrepancies with Engagement Manager. Identified likely causes and resolution options. TRACKED AND MAINTAINED FUNDING MODIFICATIONS AND EXPENDITURES for all assigned Contracts and Tasks. PREPARED MONTHLY REVENUE FORECASTS, BUDGET ESTIMATES, and provided ad-hoc analysis for program and corporate staff. Researched funding modifications and invoices issued to calculate burn rate for Senior Leadership meetings with clients. Cross referenced modifications received with clients purchase order system to ensure correct funding balances, and advised team on expected date funds will be expended. RECONCILED COSTS AND REVENUE AS PART OF MONTHLY ACCOUNTING CLOSE to ensure costs were applied to correct projects and that revenue was properly recognized. Submitted Accounts Payable correction forms to correct any project costs incorrectly coded by accounting department. RECONCILED EMPLOYEE EXPENSE REPORTS. Identified issues for correcting and ensured expenses were in compliance with GSA per diems and JTR Regulations. Coordinated with expense managers and employees to correct expense reports for proper billing. ANALYZED AGED A/R REPORTS and resolved A/R issues with client. RECONCILED UNAPPLIED CASH RECEIPTS and directed cash team on appropriate allocation of payment to open receivables. Reconciled company billing with Prime Contractor billing and identified discrepancies with Prime Billing to the Client. Advised Engagement Manager on how to address discrepancies with the Prime and how best to remedy billing with the Client. Accomplishments: SUCCESSFULLY REDUCED Days Sales Outstanding (DSO) by 31 days from 98 to 67. Coordinated with Compliance Team and Engagement Team on next steps of billing DCAA approved FY14 and FY15 Forward Pricing and Billing Rates for Cost Reimbursable Defense Health Agency Tasks. The modification to the BPA contract allowed for the indirect rate ceilings to be increased retroactively to the beginning of 2013. Created a Rate Variance Spreadsheet which calculated additional billing cost due to the change in indirect rates as well as a Rate Variance Spreadsheet for future pricing of Option Years to modify projected funding needed for these tasks. Ensured understanding by internal team and client.
- 3. 3 Validated cost reimbursable invoices generated by cost accounting system and ensured program charges were burdened correctly. INTERFACED WITH DFAS TO RECONCILE ACCOUNTING CLASSIFICATION REFERENCE NUMBERS (ACRNs) and ensure lines of accounting were being appropriately billed to, ensuring prompt invoice processing and timely payment. Provided a De-obligation Analysis to Contracts and Engagement Team during Contract Closeouts to ensure proper funding de-obligation balance was accurate. Utilized COGNOS Query Studio to build ad-hoc reports for analysis of contract financials. Ability to Liaise Amongst Contracts, Accounting & Project Management Team LED BILLING KICK-OFF MEETINGS between Contracts, Engagement Team, and Finance to address issues identified in the contract and review billing process for Engagement Managers. ACTED AS A FINANCIAL LIAISON WITH ACCOUNTING DEPARTMENT AND ENGAGEMENT MANAGERS to set up project codes and manage project costs using JAMIS and DELTEK COSTPOINT accounting systems. Compiled information and INTERFACED WITH PROCUREMENT to establish and/or modify purchase orders to subcontractors in support of evolving project requirements. Provided an analysis of subcontractors expenditure during base year, purchase order funding and remaining balance to Subcontracts Team to accurately de-obligate the remaining funds from the base year purchase order. Reviewed subcontractor invoices and employee expense reports to ensure costs are applied to the correct project codes. Coordinated with Accounts Payable Coordinator when costs are on incorrect codes to have costs moved to proper codes for billing. Provided 60% Notification Analysis to Engagement Managers and Contracts when billing was approaching or has reached 60% of expended funding so Contracts could coordinate with the client on burn rate analysis and add funding if needed. Provided additional status reports to Engagement Managers for client as needed. INSTRUCTED ENGAGEMENT MANAGERS on revenue recognition, impact of write-offs, & how premium, discount and accruals work in relation to the type of contract (FFP, T&M, and CPFF). COORDINATED WITH ENGAGEMENT MANAGERS AND FORECASTED future months revenue to anticipate upcoming funding expectations and requirements for billing. Forecasted hours and tracked spending trends against projections. Provided forecasted hours and dollars to Contracts Department to aid them in negotiating project modifications. MANAGED HOLDING ACCOUNT FOR AT-RISK ENGAGEMENTS. Followed up with Contracts Department and Engagement Managers to get contract awards and modifications fully executed; analyzed and reconciled time being transferred from the holding account to the proper engagement codes, avoiding unnecessary losses and write-offs. Improving Departmental Processes Created the Excel Invoice Template for manual billing and disseminated to billing team for use. Transferred all assigned manual invoices and supporting documentation from Word to Excel format. Researched and verified all cumulative amounts and funding data for accuracy before transferring data. This change to Excel allowed for formulas to be instituted in the document ensuring greater accuracy and reducing errors. WROTE THE BILLING PROCESS detailing the lifecycle of an invoice from a billers perspective. Coordinated with billing team on how each biller processes invoices, and identified methods to improve files that are submitted to the Engagement Manager for review and approval.
- 4. 4 CREATED AND AMENDED EXCEL TEMPLATES TO SUPPLEMENT, STREAMLINE AND PROVIDE UNIFORMITY IN THE DOCUMENTATION NEEDED TO SUPPORT THE BILLING PROCESS AND THE ENGAGEMENT MANAGERS UNDERSTANDING OF THE PROJECT FINANCIALS. Documents created include the following: 60% notification spreadsheet that tracks cumulative billing vs. funding and identifies threshold for alerting project team to notify client of approaching funding limit, Contract Closeout Form, New Contract Setup Checklist, Project Summary Form, GSA Rates Verification Form, Actual vs. Budget Tracking Spreadsheet, CPFF Cost Validation and Budget Estimate Spreadsheet, Loaded Rate Calculator for Prospective Employees, Rate Variance Spreadsheet which calculates additional billing cost due to modifications in DCAA approved indirect rates for CPFF contracts, Rate Variance Spreadsheet for future pricing of Option Years due to modifications in DCAA approved indirect rates for CPFF contracts, and various ad hoc reports for Engagement Managers as needed which has resulted in greater QUALITY CONTROL and COMPLIANCE ASSURANCE of billing files and submissions to client. Excel spreadsheets created utilize pivot tables, data validation, vlookup, logical, statistical and arithmetic formulas as needed. TRAINED NEW EMPLOYEES on billing process. LED BILLING TEAM MEETINGS in brainstorming ideas to improve department, educate peers on billing and contracts guidelines, and discuss lessons learned. Provided ideas on DEPARTMENTAL DEVELOPMENT & COMMUNICATIONS across departments. AMENDED BILLING PROCESSES AND STRUCTURES OF PROJECT CODES to coincide with the changing needs of the finance department as the new cost accounting system was tested and implemented. Provided backup support to peers and/or billing manager when needed. Identifying & Troubleshooting Issues in a Migrating Cost Accounting Environment IMPLEMENTATION OF COST ACCOUNTING SYSTEM Successfully TRANSITIONED current project billing from CMS accounting system to DELTEK COSTPOINT COST ACCOUNTING SYSTEM. Ensured correct and complete billing and contract information for testing phases during implementation. Manually entered BILLING HISTORY on transitioned projects to ensure starting cumulative amounts for Deltek matched what was final billed in CMS. Reviewed and entered FFP SCHEDULES in Deltek to verify billing cumulative amounts and accuracy of future FFP schedules. During transition, IDENTIFIED issues with Deltek invoices and worked with Project Setup Coordinator and Deltek Implementation Team to adjust setups and ensure proper calculation of the invoices. Identified and resolved unapplied cash receipt balances in the old accounting system. Verified A/R balances correctly migrated to the new accounting system and directed Accounting to apply cash receipts to the correct open invoices. Work Experience Grant Thornton, LLP (Global Public Sector), Alexandria, VA 2008 Present Team Lead / Senior Billing Specialist / Financial Analyst
- 5. 5 Alion Science & Technology, Washington, DC 2001 - 2005 Cost Analyst Professional Development Overview of Budgeting, 2013 Types of Budgets, 2013 Approaches to Budgeting, 2013 Budget Management, 2013 Budgetary Control, 2013 Sarbanes-Oxley Studies and Reports, 2013 Introduction to Accounting, 2013 The Accounting Process, 2013 Understanding the Income Statement, 2013 Understanding the Balance Sheet, 2013 Understanding the Cash Flow Statement, 2013 Goal Setting in the Workplace, 2013 Preparing for Organizational Change, 2011 Listening Essentials: The Basics of Listening, 2011 Avoiding Grammatical Errors in Business Writing, 2011 Critical Thinking Skills, 2010 Fast Tracks to Federal Contracts Payment, 2002 Honors & Awards Employee Recognition Award, Spring 2009 Skills Proficient in: Microsoft Office 2013, CMS BackOffice Accounting System, Deltek CostPoint 7, COGNOS Continuing Education of Computer Skills: Advanced Microsoft Excel 2011, Excel 2013 Essentials; Microsoft Project 2011