Marriott International
Marriott is known as the 3rd largest hotel chain and is expanding globally on an exponentially. Marriott Business Services is a low cost shared financial service center for Marriott that houses over 600 assoicates at this location performing above property and property accounting functions such as accounts payable, accounts recievable, tax, general accounting, customer serivce, and payroll.
Employment begain with Marriot at the Louisville, Tennessee location rather known as Marriott Business Services in August 2007 as Manager, Project Costing and Accounting Systems. This role manages the project time keeping, expesnse tracking, and business intelligence reporting system for the Information Resources division. The first phase of employment involved re-organizing the work to be distributed at the new shared servcie center site and to re-established cross functional teams. This involved learing PeopleSoft and Cognos applications and then training the finance and accounting teams on the technical knowledge of the applications as well as the accounting practicies of the division.
Upon completing the transistion project, other duties have been to provide in staff development to increase technical and soft skills and to coordinate the Intership Program. (Click here for Appendix 14: Synopsis of Training Classes Taught). The list below outines all noteworthy accomplishments during this time:
- Implemented Key Performance Indicators and Scorecard tracking to trend work load requirements for staffing needs as a means support current business application management matrix that govern our systems policies and procedures.
- Managed re-implementation of division wide forecast model to include Excel template restructuring within corporate finance deadline of 60 days and provided Tier 3 level of support for the business process utilizing tracking services in TeamShare. Received1st and 2nd Quarter 2009 Customer Care Awards for services performed in redesigning forecast procedures.
- Facilitated leadership elective classes such as Hans Finzel's Change Is Like A Slinky and Larry Koeing's Getting Things Done Now where 80% of those attended strongly agreed/agreed that new knowledge and skills in managing the individual's work environment was gained. Comments from participants in reference of what was most useful included "Very supportive material..."; "I enjoyed the energy from the instructor..."; "Group discussions of real examples...".
- Updated Conflict Management class instructional format to increase student interaction and learning retention by 35%. Comments from participants in reference of what was most useful included "...[instructor] had a lot of knowledge on the subject and had a lot of good examples..."; "The idea that all conflict is not bad..."; "Managing to my strengths and weaknesses".
- Conducted team building exercise sessions for personal and professional growth and development utilizing Tom Rath's StrengthsFinder 2.0 and John C. Maxwell's The 21 Indispensible Qualities of a Leader.
- Successfully administered 2008 and 2009 Internship Program of up to 11 students for the Marriott Business Services location to move from 30% to 80% retention rate since the program launch date in 2006 utilizing Key Performance Indicators and Pulse Surveys to measure the learning experience of the program. Program activities included but not limited to events such as property site visits, speakers, feedback sessions, socials, and job shadowing opportunities.
- Developed PeopleSoft Projects v8.4 and Cognos v8 application maintenance team and created class room instructional material for the transition of duties to a shared service center within budget and performance guidelines. 90% of those attended the class room instruction strongly agreed/agreed that training was a worthwhile investment. Comments from participants in reference of what was most useful included "Reinforced my knowledge..."; "Discussions of real experiences..."; "Explanations of who and how Mosaic is used...".
Conducted team building exercise sessions for personal and professional growth and development utilizing Tom Rath�s StrengthsFinder 2.0 and John C. Maxwell�s The 21 Indispensible Qualities of a Leader.
Designed a pilot mentor/prot� employee development program and identified solutions for missing soft skills gap as identified by executive management for shared service center expansion as a member of the Talent Management Team.
Successfully administered 2008 and 2009 Internship Program of up to 11 students for the Marriott Business Services location to move from 30% to 80% retention rate since the program launch date in 2006 utilizing Key Performance Indicators and Pulse Surveys to measure the learning experience of the program.
Developed PeopleSoft Projects v8.4 and Cognos v8 application maintenance team and created class room instructional material for the transition of duties to a shared service center within budget and performance guidelines. 90% of those attended the class room instruction strongly agreed/agreed that training was a worthwhile investment. Comments from participants in reference of what was most useful included �Reinforced my knowledge��; �Discussions of real experiences��; �Explanations of who and how Mosaic is used��.
- Member of Talent Optimization Team as core responsibility was to provide a solution to the present training gap that had been created with the recent expansion of 200 new roles with managers not adequately trained to manage teams. The task force designed mentor/protege employee development program to fill in missing soft skills gap as identified by executive management at the shared service location
-
Oversee the transition of project costing software management functions to a shared service center that consolidated different roles into various present functions at shared service center location. This also provided an opportunity to become the coordinator of year-end close checklists for system procedures, software maintenance, and accounting processes that expand across multiple corporate divisions created by the present restructuring policy. A developed time study analysis was performed of job task functions to schedule appropriate labor hours and support personnel that included Job Aid revisions and Audit Narrative updates.
-
Oversee User Acceptance Testing (UAT) process conversion of Actuate to Cognos reports for internal management reporting. Additional responsibilities were granted to participate in Tier 1 and 2 support levels for break/fixes and other enhancements to the software after implementation
Return to Portfolio Page