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THE VALUE OF DATA ANALYTICS


Agenda

• Introduction and overview

• Challenges

• What is data analytics

⁻ Corporate performance management CPM

⁻ Business intelligence, advanced analytics and data management

• How to get started


Today’s discussion leaders

Karen WiltgenPrincipalNational A&E Technology Leader; National leader for Digital [email protected]+1 414 852 4594

Abdul MohamedManagerData Analytics – CPM Practice

[email protected]+ 1 312 634 4877

Jim KubikDirector, ClevelandData Analytics – Presales

[email protected]+1 216 798 2236

mailto:[email protected]




Objectives

By the end of this presentation, you will be able to:

⁻ Understand the value of a digital strategy

⁻ Identify solutions for improving the productivity of your accounting and finance functions specifically related to reporting, scenario modeling and budgeting and forecasting.

⁻ Explain the benefits of moving to a modern data analytics platform

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DIGITAL STRATEGY: OVERVIEWSetting the stage for transformation


Prioritizing digital projects

“The advance of technology is based on making it fit in so that you don’t really even notice it, so it’s part of everyday life

-Bill Gates

• Customers

• Employees

• Operations

• Investors

• Brand

WHO + HOW=WHAT• Personalization •

• Engagement •

• Prediction

Agility

ConfidenceInnovation • People

• Process

• Technology


How we view digital transformation

Secure and Stable

TECHNOLOGY

CUSTOMER Engagement

PEOPLE Enablement

Business OPERATIONS

Customer Engagement

Business Operations

People Enablement

Data & Integration Secure and Stable Technology

How you leverage technology to engage your customers and external stakeholders.

Using the right technologies and systems to transform how you operate, creating higher levels of efficiency and accuracy in day-to-day activities.

Giving your teams the digital tools, capabilities and culture to be more effective and increase value contribution on a regular basis.

Capturing and using data to create better insights, deliver more personalized experiences and improve decision making.

All of the people, processes and systems necessary to maintain the systems, infrastructure and security.

Digital is not just about technology – its about how an organization can use technology to enable and reach their goals.


LEVEL 1:NON-EXISTENT• Little-to-no use of

technology to facilitate daily operations.

LEVEL 2:BASIC• Limited use of digital

solutions to perform specific tasks – and typically accompanied by additional manual efforts.

LEVEL 3:MARKET CONTENDER• Most day-to-day tasks

are facilitated through technology and managed through current systems

LEVEL 4:INDUSTRY LEADER• Competitors and similar

organizations view your organization as the benchmark for digital maturity and transformation

LEVEL 5:TRUE INNOVATOR• Your organization is on the

cutting-edge of technology, and recognized as a digital pioneer by peers and competitors alike

Digital as a Strategic AdvantageDigitizing for Process EfficiencyTechnology as Operating Cost

The digital journey - Where are you and where do you need to be?

A key output of the Digital Strategy Roadmap is determining the target level of maturity for each domain that is needed to support your business strategy

© 2020 RSM US LLP. All Rights Reserved. Page 10© 2020 RSM US LLP. All Rights Reserved.

Report samples

Digital Strategy Digital RoadmapCurrent State Digital Maturity Assessment

A full-review and evaluation of how your organization leverages technology – and identification of the risks, challenges and opportunities.

Your custom-developed Digital Strategy that can help align teams to a common vision and goals for moving forward.

The play-by-play set of steps that articulates the efforts, costs and resources necessary to reach your goals.

Strategic Themes Prioritized Projects


Practice Question #1

Select the option below which covers three (3) of the 5 dimensions

addressed in a digital strategy:

a. Data and integration, risk management, people enablement

b. Data and integration, customer experience, people enablement

c. Risk management, customer experience, security and privacy

d. Customer experience, business operations, security and privacy


Practice Question #1 (Answer key)

Select the option below which covers three (3) of the 5 dimensions addressed in a digital strategy:

a. Data and integration, risk management, people enablement – incorrect, answer is data and integration, customer experience, people enablement

b. Data and integration, customer experience, people enablement - CORRECT

c. Risk management, customer experience, security and privacy – incorrect, answer is data and integration, customer experience, people enablement

d. Customer experience, business operations, security and privacy – incorrect, answer is data and integration, customer experience, people enablement


DATA ANALYTICSBetter insights through technology


Data analytics and unplanned crisis


Nothing new

• Throughout our careers we’ve always seen an “uptick” in Data Analytics spending during

times of unplanned crisis

⁻ 1998 .COM bubble

⁻ 9/11

⁻ 2008 Recession

• Excel just can’t move fast enough or give immediate real time feedback quick enough to

adjust to the needs of the company and market

• Data Analytics is used to help guide your company thru the crisis and prepare for the future


Current challenges

• Questions like: ⁻ Analyze customer mix (e.g. industry) for sales, AR, etc. ⁻ How long can our current cash reserves last before we run out at current run rate ?⁻ What if we furlough vs. lay off ?⁻ Will there be a second wave or more shutdowns ?⁻ How will the election affect our markets ?⁻ What kind of assistance can we get and how much ?⁻ Can we change products to accommodate current needs ?⁻ How profitable are you and how can you improve and or maintain it ?⁻ What are our top 20 and bottom 20 customers or products ?⁻ What costs can we cut immediately ?

• Companies need to determine how to best manage Cash Flow, Workforce, Supply Chain, Inventory, etc…

• Need to create Forecast & Scenario models to determine the best approach for Today but also prepare them for Tomorrow

• How do you decide upon a Strategy to meet these challenges ?• What do you need to have in place or put into place to execute and monitor this strategy ?


Many companies still rely on Excel

• Good tool, terrible database• 100’s or 1000’s• Time• Accuracy • Maintenance• Not Scalable• ROI/COST• Spreadsheet Chaos

ANALYZE PERFORMANCE

GOAL SETTING

SCORECARDS FINANCIAL REPORTING

VARIANCE ANALYSIS

ROLLING FORECAST

OPERATIONAL PLANNING

MONITOR RESULTS

$€£ ¥


Data analytics empowers innovation and impact

Business users demand for data, operational reporting, analytics, and visualization can drive Finance employees into data loops where more energy is expended getting to answers than using them!

A careful combination of a business data/reporting strategy, ongoing clarity of financial priorities and requirements, and collaboration with technology services can apply proven architectures and services to deliver insightful information to empower business impact.

Sustainer

Innovator

By moving to a Data Analytics Platform you can begin to deliver insightful information to empower business impact and drive profitability.



Is Excel widely considered a good platform for an innovator?

a. True

b. False



Is Excel widely considered a good platform for an innovator?

a. True – incorrect, answer is data and integration, customer experience,

people enablement

b. False - CORRECT


WHAT IS DATA ANALYTICS?


Data and analytics high level architecture

Below is an example of how we see data analytics across the Enterprise and what a mature platform could look like.

Governed Data Environment

Information Delivery

Dashboards

Operational Reporting

Source (Systems of

Record)

Line of Business Sources

Other

ERP/CRM/HCM

Reporting & Analytics Authorities

Data Warehouse

Operational Data Store*

Data Integration

Analysis Services

Enterprise Analytics

Advanced Analytics

Transform

Data Factory

Corporate Performance Management

Operational Data Store*

Budget Forecast & Planning

Close & Consolidation

Big data

Financial Reporting

Management Reporting

Profitability & Costing

Other Analysis outside of

finance

Analytic Data Lake

Marts

Marts


Data analytics solutions

• ERP & System Migration• Data Quality• Systems Integration• Extract Transform Load

(ETL)• Analytics Process

Automation• Alteryx Enablement

DIMS

• Account reconciliations• Period-end checklists• Variance analysis• Journal entries• Intercompany eliminations

• Budget/Forecast Modeling• Scenario Planning• Financial Statements• Management Reporting• Dashboards (basic)• Financial Consolidation

• Data Warehousing• Master Data Management• Dashboards (advanced)• Data Governance• Big Data / IoT

Data Analytics

Data Integration & Migration Corporate Performance Management Business Intelligence

Financial Close CPM BI

• Predictive Analytics• Prescriptive Analytics• R & Python Scripting• Machine Learning• Artificial Intelligence

Advanced Analytics

https://www.solverglobal.com/

https://brand.planful.com/d/3ruUyFP22HuQ


Data analytics: What our clients are doing

Sales Sales Force Effectiveness Pipeline Analysis Flash Sales

Customer Customer Segmentation Customer / Project Profitability

Promotion & Campaign Effectiveness

Human Resources Compensation Analysis Time & Labor Analysis Benefits Offering Analysis

Finance Budgeting / Planning Cost Analysis Cash Flow Analysis

Operations Productivity / Project Analysis Quality Analysis Labor and Cost Analysis


Case study – Cash flow modeling

• This client needed a rolling 13-week cash flow

report due to COVID

• Ability to build models based on multiple scenarios

• Models helped determine which measures made

the biggest impact to Cash Flow

• Then expanded into a full CPM platform

⁻ Workforce planning

⁻ Financial Planning and Forecasting

⁻ Management Reporting



Which is not a typical data analytics use case?

a. Sales Force Effectiveness

b. Customer & Product Profitability

c. Cash Flow Analysis

d. Time Tracking / Entry



Which is not a typical data analytics use case?a. Sales Force Effectiveness – incorrect, answer is data and integration,

customer experience, people enablement

b. Customer & Product Profitability – incorrect, answer is data and integration, customer experience, people enablement

c. Cash Flow Analysis – incorrect, answer is data and integration, customer experience, people enablement

d. Time Tracking / Entry - CORRECT


CORPORATE PERFORMANCE MANAGEMENT


Corporate performance management

BUDGETING & FORECASTING‒ Revenue planning‒ Personnel planning‒ Operating expense planning‒ Capex planning‒ Balance sheet & cash flow planning‒ Workflow and collaboration

FINANCIAL CONSOLIDATION‒ Intercompany eliminations,

reclassifications, and allocations based on built-in rule intelligence

‒ Currency conversion and cumulative translation adjustment for multi-currency financial consolidations

REPORTING‒ Fully customizable reporting capabilities

Financial statements Profitability modeling and optimization Management and statutory reporting

‒ Dashboards, scorecards, and KPIs‒ MS Office add-ins: Word, Excel, and PPT

DATA AGGREGATION‒ Direct and/or manual system integration‒ ETL of disparate data sources, including

ERP/GL, HRIS, CRM, BI, and other sources of information necessary to drive better planning, reporting, and decision-making

SCENARIO PLANNING‒ Annual and multi-year planning, as

well as periodic forecasting, controllable by version

‒ Dynamic what-if scenario analyses based on financial and non-financial drivers & assumptions

CA

PAB

ILIT

IES

ENA

BLE

MEN

T

PROFITABILITY & COSTING‒ Analyze and report profitability ‒ Deploy any costing methodology for any

industry ‒ Dive into the indirect costs to determine true

profitability‒ Determine Top and Bottom products and

customers


Value of CPM

Source: Oracle Customer Value Index

38% less time in planning process Dynamic, real-time budgets

Results Impact

32% less time creating mgmt. reports Shift to value-add analysis

Greater insights for better decisions12% increase in forecasting accuracy

‒ SaaS solution accessible anywhere with an internet connection

‒ Does not require IT support – owned and operated by Finance

‒ Improved data security and reliability

‒ Effectively aligns corporate strategy with execution of operations

‒ Relieves challenges commonly associated with spreadsheet based budgeting and reporting (e.g. version control, broken links, inaccurate formulas, static structure, etc.)

‒ Creates consistency and visibility into the process (e.g. common templates, workflow approvals, global assumptions)

Other Benefits


Case ExampleConsolidation Project

As a rapidly growing company, the majority of the clients’ issues were due to the multiple mergers and acquisitions with various source systems and manually maintained spreadsheets. As a result, the Finance & Accounting department was incapable of appropriately scaling with timely financial consolidations, reporting, and decision making.

In order to address these challenges RSM worked side by side with the client and performed the following:

• Conducted interviews with client’s Finance & Accounting executives to gain understanding of current systems, processes, and workflows as well as desired future objectives

• Implemented and configured a centralized tool to streamline consolidations and financial reporting for the company’s current business requirements and imminent expansion needs

Industry: Business ServicesProject Type: Reporting & Consolidation Implementation

Challenge

Approach

RSM team provided the client with proper tools and roadmap to enable and achieve the following:

• Increased transparency and automation of reporting and consolidation processes by eliminating countless unsystematic and tedious Excel spreadsheets

• Provided visibility for all respective entity managers to increase efficiency and accountability• Reduced duplicated efforts, shortened month-end process, and improved productivity for Finance & Accounting executives in order to focus on

key business initiatives• Provided P/E board members with better and timely business intelligence to support strategic decision making • Leveraged CPM functionality with scalability to uphold seamless future growth

Outcomes


BUSINESS INTELLIGENCE & ADVANCED ANALYTICS


Strategic Partners:

Business intelligence

Business intelligence can be boiled down to three main concepts – integrating data into an usable format, the ability to consume the data easily and managing the data as an enterprise asset

The Data Foundation

Big Data & Internet of Things

Data Architecture Data Strategy Data Governance

Retrospective Reporting &

Analysis

Exploratory Analytics

Near Real-Time Analytics/Alerting Predictive Analytics

Data Quality Data Foundation Analytics

DATA MANAGED

DATA OUT

DATA IN

BI Portals

BENEFITS OF BI• Improves efficiency• Saves headcount• Mobile BI and enhanced information

access• Previously unattainable insights• Enterprise view of the organization• Actionable intelligence• Empowers end users through self

service BI• Faster reporting, analysis, and planning• Accurate data from a single source of

truth• Secure data


Data quality and enrichment servicesWhat DEQS delivers can be categorized into three bins: Data Quality, Data Enrichment, and Analytics. Each offering brings a different type of value to the client.

Data Quality Data Enrichment

Reporting & Enhanced Insights

• Identification of duplicate data (customers, contacts, vendors, products, users, etc.)

• Postal Address Validation• Email Address Validation• Phone Number Validation• Data Sparsity Score• Orphaned Records (Accounts without contacts,

opportunities without accounts)• Personal Emails Detection• Anomaly Detection• Data Archiving

• Golden Record Creation• Assignment of Standard Industry

Code (SIC)• DUNS (Data Universal Numbering

System)• Correct Postal Addresses

• Head Count• Year Started• Top Contact• Benchmark Metrics (how is your

business doing compared to your peers in the same sector)

• Identify “at-risk” industries and customers (in relation to COVID-19)

• Analyze sales, etc. by customer industry to target, for example, slow growth areas

• Advanced Analytics for predicting customer attrition, etc.


Advance analytics

Data Science Machine Learning Artificial Intelligence

Produce Insights Produce Predictions Produce Actions• Data Visualization• Experiment Design• Domain Knowledge• Statistical Inference• Descriptive Analytics

• Understand relationships in data and how they impact business performance

• Use models/data we already have, to generate "data" we don't

• Autonomous execution• Recommend Action• Optimization• Game playing algorithms

Benefits Use data as an asset

Gain a competitive advantage

Efficiency and accuracy

improvements

Better aids in decision making

Identify patterns that

humans cannot


Case StudyBusiness Services Company

ChallengeOur client, a $450M HVAC and electrical contractor for commercial and residential projects. RSM workedcollaboratively with the client to alleviate current state challenges across Payroll and Accounting & Finance work streams to develop a digital strategy for the growing business, while simultaneously acquiring business requirementsto enhance an accelerator for financial and management reporting, dashboards and KPIs.

In order to address these challenges RSM worked side by side with the client and performed the following:

• Established baseline metrics for finance/ accounting, business operations and payroll• Performed current system architecture assessment• Optimized data sourcing and storage capabilities• Improved visibility into project operations and margins providing margin, expense and profitability reporting in near-real

time

Approach

RSM team provided the client with proper tools and roadmap to enable the following:

• Implemented Power BI Accelerator• Integrated payroll, ERP, and time entry systems• Designed future state processes which addressed pain pointsand challenges• Standardized and centralizedprocesses• Increased organizational visibility for enhanced strategicdecision making• Eliminated exceedinglymanual processes through automation

Outcomes

Industry: HVAC and Electrical Contractor Project Type: Payroll and Accounting & Finance

Impact~3

Day Reduction DuringFinancial Close

~20%Day Reduction During

Financial Close

25%Faster Reporting &

Analytic Turnaround



Which is not a typical function of CPM?

a. Planning / Forecasting

b. Data Discovery

c. Scenario Modeling

d. Close and consolidation



Which is not a typical function of CPM?a. Planning / Forecasting – incorrect, answer is data and integration, customer

experience, people enablement

b. Data Discovery - CORRECT

c. Scenario Modeling – incorrect, answer is data and integration, customer experience, people enablement

d. Close and consolidation – incorrect, answer is data and integration, customer experience, people enablement


HOW TO GET STARTED


Our recommended approach on how to become an innovator

Innovator


Review – Key indicators that drive data analytics needs

Do you : Struggle with monthly reporting, aggregating data in spreadsheets,

or needs additional insights to your data Have an interest in technologies such as:

o Self-service analyticso Corporate Performance Managemento Power BI, Tableau, Qliko Accessing external or third-party data sources for analytics

Have a primary means of reporting or analytics that relies on Excel or Access databases

An interest to further understand your business through the use of operational or financials metrics and KPIs (Key Performance Indicators)

Expresses concerns regarding the quality of cleanliness of your data Need for historical data analysis or conversion

Key indicators that drive Data Analytics Needs:

Financial Forecast/FP&A Delivery

Cash-Flow Analysis

What-If Analysis & Scenario Modeling

Data-Driven Strategy

KPI Analysis

Enterprise Data Governance

Advanced Analytics

Predictive Analytics

Disparate Data Sources

Dashboards and Reporting

Data-Driven Strategy


Review – Example data analytics capability maturity model

Level 1 Level 2 Level 3 Level 4

Information and Analytics

Governance

Standards and Processes

Application Architecture

Requirements are driven from a limited Executive group

KPIs and Analytics are identified, but not well used

KPIs and Analytics are identified and effectively used

KPIs and Analytics are used to manage the full Value Chain

• Not standardized or linked to business needs• Few Operational reports with little business benefit• Historical reporting. Information reliant on lagging

indicators• No Value KPIs

• Weak to moderate business ownership of requirements

• Multiple sets of KPIs and information requirements often conflict

• Generic KPIs are not business optimized• Value measurement is coincidental

• Strong business ownership of requirements• Common set of rationalized KPIs and information

requirements• Business relevance of every metric validated• Value is tracked and reported• Ad-hoc report development in place

• Strong business ownership of requirements• Increased use leading indicators for KPIs and analytics• Collaborative development of requirements across the

value chain • Robust ad-hoc analytics and information availability

(structured and unstructured)

IT Driven BI Governance Business Driven BI Governance Evolving

Business Governance with Competency Center Developing

Enterprise-wide BI Governance with Business Leadership

• Technology-centric organization and implementations

• No/little business participation in projects• Weak end-user skills. No employee or manager self

service• No BI competency center• Data access limited to few key individuals

• Low to moderate participation of Business in BI governance

• Considering a competency center• Weak to moderate end-user skills. Some core

group of super-users• Employee Self Service (ESS) partially used• Manager Self Service (MSS) not in place• Proliferation of data access through Excel

• High Business Ownership to all BI Activities• All BI activities guided by business goals• Business case and ROI for BI projects• Moderate end-user skills with “pockets” of strong

users. No lack of super-users• ESS fully adopted; MSS partly adopted• BI competency center is new or developing• Security and Authorizations becoming uniform

• Enterprise participation on all developments• Governance includes feedback mechanisms from the full

value chain• ESS and MSS fully adopted • BI competency center is mature• Standard support across the enterprise• High security and authorization

Do not exist or are not uniform• BI Processes and standards may be documented• Verbal SLA's in place; no formal and regular

update/negotiation process• Little to moderate reuse of information• Initial efforts to standardize master data• Occasional executive interest in data when

considering major initiatives

Exist and are not uniform Uniform, followed and audited• No service level agreements (SLA’s)• Design, development and management processes

are informal • High use of generic BI objects or heavily customized

development• No reuse of data or information• Non-standardized master data• Data ownership is undefined or conflicting

Evolving effort to formalize• BI process and standards are documented but not

always followed• Informal governance group which is mainly

responsible for issue resolution• Written SLA's in place, but no formal and regular

update process• Moderate to heavy reuse of information.• Master data standardized to large extent• Each major data area has a senior champion who

drives data standardization and quality

• BI Process and standards are documented, consistently followed and audited

• Formal governance board in place for strategy and direction• Written SLA's in place with formal and regular

update/negotiation process• Heavy reuse of information • Master data is fully standardized• Ownership and responsibility is established for all data

elements used by the business

BI “Silos” for each Business Some Shared BI Applications Consolidating and Upgrading Robust and flexible BI architecture• Initial attempts at implementing a Global Enterprise

Data Warehouse (either logical or physical)• Spreadsheets are used selectively• Central tech support• Patches up-to-date• System consolidation planned and / or

implemented

• Global Enterprise Data Warehouse implemented• BI platform viewed as a strategic enabler for Business• Ability for high-speed analytics• Robust and user-friendly presentation layer• High reliability of delivery to local, regional and global

business needs

• Significant variances between BU’s• Limited access to information• Users get what IT gives• Ad-hoc patches & Upgrades• No enterprise standardization• Minimal documentation

• Variances between BU’s with multiple BI systems• Heavy reliance on spreadsheets and data

manipulation• Planned migration to better landscapes• Documented plans for patches and upgrades• Shared documentation


Decide upon a common platform / tools

− Vendor:• Is considered a leader in their space based

on Gartner, Forester Wave, etc…• Is a market share leader• Has a publically announced roadmap and

direction• Has a large customer base that encourages

customer collaboration and numerous options for training and services

− Industry• Considered a leader in the Industry• Widely used within the industry• Meets industry standards and

certifications• Matches industry’s current and future

direction

− Partner Viewpoint:• Has experience implementing and

maintaining the tool• Used widely within our client base• Understands how it integrates with our

practice offerings (ERP, CPM, BI) as well as others outside of our practices

− Ensure the tool meets our clients:• Size • Industry• Budgetary needs • Pricing• Short and Long term, Strategic and

Technical requirements

TOOL SELECTION

• Proven low Total Cost of Ownership• Easy user adaption and administration• Ability to deliver consistent on time on

budget successful engages

In many areas, functionality is highly comparable across Corporate Performance Management and Business Intelligence solutions. You may want to use a partner that understands specific advantages among common systems in this market, and offers consultation for assessment and selection process in order to maximize value and effectiveness for your specific needs and maturity level.


Is it Revolutionary ?

Does it keep the lights on ?

Does it Make Money / Reduce Cost

Identify and prioritize

© 2020 RSM US LLP. All Rights Reserved.

The situation is about supporting or improving essential, non-differentiated business functions that do not directly produce revenue.Ex: Improved Financial Close, Planning and Reporting

The situation is about enhancing, extending, or differentiating existing business capabilities related to products, customer, services or markets.EX: Advanced Profitability and Cost Analysis

Source: Gartner (Dec 2018)

Transform

Run

Grow

The situation is about moving to a platform that will give you the potential for new markets/industries along with the displacement / elimination of existing industries.Ex: Full Data Analytics / Digital Transformation



Which is not a recommended way to prioritize and identify quick wins?

a. Transform

b. Run

c. Grow

d. Whatever the CEO wants



Which is not a typical way to prioritize and identify quick wins?a. Transform – incorrect, answer is data and integration, customer experience,

people enablement

b. Run – incorrect, answer is data and integration, customer experience, people enablement

c. Grow – incorrect, answer is data and integration, customer experience, people enablement

d. Whatever the CEO wants - CORRECT


Data analytics example - profitability

• Do you know who your most profitable customers are?

• What are your top and bottom 20?

• Are you calculating profit correctly?

• Many Costs are not usually taken into consideration:⁻ Workforce Optimization ⁻ Indirect Costs

⁻ Various allocations

• Can you identify which customers can be grown to obtain unrealized profit?

• Can you identify which industries can be expanded into?


EXAM QUESTIONS


Question #1

Select three (3) of the dimensions which are addressed during a digital

strategy?

a. Business operations

b. Risk

c. Customer experience

d. Controls

e. Data and integration


Question #1 Answer

Select three (3) of the dimensions which are addressed during a digital

strategy?

a. Business operations

b. Risk management

c. Customer experience

d. Data and integration

e. Controls


Question #2

What does CPM stand for?

a. Customer performance management

b. Corporate performance management

c. Corporate profit monitoring

d. None of the above


Question #2 ANSWER

What does CPM stand for?

a. Customer performance management

b. Corporate performance management

c. Corporate profit monitoring



Question #3

Which of these of these tools is mostly used by a sustainer?

a. Corporate Performance Management

b. Business Intelligence

c. Excel



Question #3 ANSWER

Which of these of these tools is mostly used by a sustainer?

a. Corporate Performance Management

b. Business Intelligence

c. Excel



Question #4

Which one of the below is NOT a feature of data analytics?

a. Budgeting / forecasting

b. Reporting

c. Advanced analytics

d. ERP


Question #4 ANSWER

Which one of the below is NOT a feature of data analytics?

a. Budgeting / forecasting

b. Reporting


d. ERP


Question #5

Which of one of these not a feature of business intelligence?

a. Dashboards

b. Machine learning


d. Green bar paper


Question #5 ANSWER

Which of one of these not a feature of business intelligence?

a. Dashboards

b. Machine learning


d. Green bar paper


Question #6

What NOT to look for when choosing a common platform?

a. Leader in the space

b. Low cost of total ownership

c. Cool marketing logo

d. Widely used within your industry


Question #6 ANSWER

What NOT to look for when choosing a common platform?

a. Leader in the space

b. Low cost of total ownership

c. Cool marketing logo

d. Widely used within your industry

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61


This document contains general information, may be based on authorities that are subject to change, and is not a substitute for professional advice or services. This document does not constitute audit, tax, consulting, business, financial, investment, legal or other professional advice, and you should consult a qualified professional advisor before taking any action based on the information herein. RSM US LLP, its affiliates and related entities are not responsible for any loss resulting from or relating to reliance on this document by any person. Internal Revenue Service rules require us to inform you that this communication may be deemed a solicitation to provide tax services. This communication is being sent to individuals who have subscribed to receive it or who we believe would have an interest in the topics discussed.

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RSM, the RSM logo and the power of being understood are registered trademarks of RSM International Association.




Karen WiltgenKaren WiltgenPrincipalStrategy & Management Consulting National A&E Technology [email protected]

Karen is a principal at RSM US LLP in the Strategy and Management Consulting practice. She is the national leader for Digital Strategy & Transformation service and serves as the Technology and Management Consulting (TMC) practice leader in Wisconsin. She is the national Technology & Management Consulting practice leader for the Business & Professional Services. Karen has more than 25 years of experience with highly automated systems that require deep understanding of critical business drivers in multiple markets and industries. She is highly successful in building relationships with upper-level decision makers, providing leadership in critical problem areas and delivering on commitments. With a strong in-depth knowledge in business transformation.

Karen has been providing program/project management for large project deployments across not-for-profit, manufacturing, and professional services. She has facilitated client efforts around process improvement and optimization, portfolio management, compliance, data privacy, PMO design and optimization, software selection, configuration and implementation within rapidly-changing environments leading to improved business functions, employee satisfaction, system efficiencies and successful business transformation initiatives.

Karen’s service focus includes digital strategy and transformation, business process improvement, software selection and optimization, IT strategy (rapid assessment), portfolio management, project/program management, organizational change management, project management office (PMO) optimization, software design and implementation, IT governance and IT quality assurance.

At RSM, she has delivered successful consulting services in not-for-profit organizations such as:• Performed quality assurance for ERP implementation at Cuyahoga County reporting to the CTO and providing assessment findings to the project steering committee• Led an IT organizational assessment for a multi-location law firm• Conducted an IT, operational and 3rd party vendor assessment for a healthcare association.• Provided client service quality and delivery services for an IT and operational assessment for a not-for-profit organization in Ohio

Relevant Experience & Credentials• Six Sigma Green Belt• Marquette University, guest instructor, information management

Education• Strategic Leadership Series, University of Wisconsin • Bachelor of Science, mathematics and computer science, St. Norbert College



Shawn Gilronan

Shawn GilronanPrincipal (effective Jan 1, 2021) Technology Consulting RSM US LLPCleveland, Ohio [email protected] 216 622 1108

Summary of experienceShawn provides IT strategy, management consulting and business intelligence leadership to a variety of enterprise entities. He primarily focuses on the consumer package goods and industrial products sectors, delivering business intelligence, analytic and data-driven solutions, coupled with leading enterprise applications. With over 15 years of both consulting and industry experience, Shawn is a proven leader in a diverse set of business environments, focusing on data-driven finance and technology transformation, large-scale implementations and back office automation and process optimization.In his current role, Shawn delivers strategy, advice and consultation regarding business intelligence and enterprise data strategies, assists and oversees engagement teams, and is responsible for ensuring outcomes delivered by the firm adhere to client expectations.

Prior to joining RSM, Shawn was a partner with a national Oracle platinum partner, where he managed the management consulting and analytics practices, with a focus on IT strategy, system selection and system integration. Shawn also spent time as the chief information officer of a $200 million Ohio-based sporting goods retailer, where he guided the company through a complete digital transformation, including the selection and implementation of an enterprise resource planning (ERP) system, warehouse management system (WMS), e-commerce and retail point of sale (POS) system.Shawn has over 10 years of ERP experience, with functional and strategy roles covering both the selection and delivery functions. He focuses on Oracle and Microsoft ERP products, with an emphasis on JD Edwards, Microsoft Dynamics AX (D365) and Oracle Fusion Cloud.

Professional affiliations and credentials• Project management professional• Program management professional• Transforming Data with Intelligence

Education• Master of Business Administration, strategy, summa cum laude, Baldwin-Wallace University• Bachelor of Science, accounting, finance, management information systems, cum laude, Miami University



Jim Kubik – Presales Director

Jim KubikDirector, Data AnalyticsPresalesCleveland, [email protected]

Jim is a recognized Data Analytics and Sales leader that brings over 29 years of experience in CPM and Business Intelligence solutions within mid-market, Enterprise and Fortune 500 / Global 100 organizations space. Nineteen of those years were spent consulting as an Oracle Partner, 12 of which was running his own company and almost 10 years at Oracle as a Principal Sales Consultant on both the EPM and Analytics teams. For the last six plus years, he have also specialized in cloud architecture and have been very successful in moving clients to the cloud.

As a member of RSM’s Data Analytics practice Jim leverages a deep understanding of technology and related modeling techniques, augmented by experience in process improvement to achieve positive return on investment for his clients. He primarily works with finance, sales, and operations teams, partnering with key personnel to identify, articulate, and develop solutions that adhere to industry-leading practices and increase efficiency and effectiveness in the planning/forecasting & analytics spaces.

Relevant Experience & Credentials• National Presales Director for Data Analytics• Over 29 years in the Data Analytics Space (CPM & BI)

Education• Bachelor of Science, Computer Information Systems• Devry Institute of Technology, Columbus Ohio



Abdul MohamedAbdul MohamedManager, Technology ConsultingRSM US LLPChicago, [email protected]+1 312 634 4877

Summary of experience

Abdul’s primary focus is with the implementation of corporate performance management (CPM) systems. He is responsible for the financial process analysis, system design, implementation and training of CPM systems for a variety of industries. In addition, he is responsible for practice growth where he manages sales cycle including sales analysis and demo presentations.

Abdul’s industry focus includes budgeting/forecasting process improvement, consolidation process improvement, system design, sales demonstrations, system implementation and integration and end-user training and support. His primary focus has been financial transformation and implementation of financial systems including Prophix Software, Adaptive Insights, Planful.

Professional affiliations and credentials

• Certified Public Accountant (CPA)• Certified Adaptive Insights (CPM)• Certified Prophix Software (CPM)• Certified Planful (CPM)

Education

• Bachelor of Science, accounting and finance, Northeastern Illinois University


Date post:	17-Oct-2021
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