Michael DeMello

• Strategic partner to business units, providing financial insights and guidance to support decision-making.
• Foster strong relationships with key stakeholders, ensuring alignment and effective communication of financial strategies.
• Manage the Technology Services and Project Management Office’s budget ($10M - $15M+ annually) collaborating closely senior leadership including the Senior Managing Director of Business and Technology Solutions.
• Support the delivery of the annual budget, reporting packages, and budgeting analysis collaborating with Financial Reporting team and all business units across the organization. Key point person in implementing the zero-based budgeting process, templates, and presentation materials providing the senior leadership team and all business units with training ensuring alignment with strategic objectives, and prioritization and justification of revenues and expenses across the organization.
• Financial lead in implementing and managing the end-to-end annual enterprise capital budgeting and forecasting process. Monthly and quarterly reporting and analysis provided to Executive and Senior Leadership in order to drive further visibility and improve accuracy of forecasting and budgeting within business units.
• Preparation of monthly, quarterly, and annual Management Reporting, Key Performance Indicator Reporting packages, Board of Governance Financial Updates including financial results versus budget, forecast, prior years, capital results, global revenue and membership reporting, cash flow, contingency reserve, historical trends, enterprise program and project reporting, etc. provided to Executive leadership, Board of Governors, volunteers, and senior leadership across the organization.
• Preparation of monthly rolling forecasts for supported business units developing financial templates for specific financial processes providing analysis of financial data trends delivering insights and recommendation to senior leadership. Prepare monthly detailed variance analysis reports comparing actuals results versus forecasts, budgets, and prior years.
• Financial lead in preparing the annual fixed assets impairment exercise and analysis.
• Development and monitoring of complex financial models to support business unit planning, budgeting, and forecasting processes highlighting strategic insights to mitigate risks and capitalize on opportunities.
• Conduct in-depth ad-hoc financial analysis including profitability analysis, cost-benefit analysis, and scenario planning at the enterprise level, business unit level, and project level.
• Lead support role in reviewing and reconciling monthly, quarterly, and annual consolidated financial statements including Statement of Activities, Statement of Financial Position, Cash Flow Statement, for-profit entity financials, and footnote disclosures during the annual financial audit process collaborating with the Director of Financial Reporting. Monthly review and reconciliation of trial balances and roll-forward Accounting schedules in line with the consolidated financials.

Workforce Transformation – Centers of Excellence Project Project Manager; Financial Lead

• Successful delivery of the Centers of Excellence framework and methodology driving long-term efficiencies across the organization.
• Collaborated closely with the Senior Managing Director of Business and Technology Solutions and a senior level cross-functional core team to deliver well above the annual goal of at least 1-2 shared services by year-end.
• Developed and refined project strategies and materials, fostering productive cross-functional relationships and achieving all related quarterly goals.
• Received an individual special recognition award from the Executive Team for significant contributions to FY23 Enterprise Goals.

Digital Transformation – Systems Rationalization Project Project Manager; Financial Lead

• Successful delivery of reducing enterprise systems and related costs. Net reduction of approximately 30 applications, exceeding the goal of at least 14.
• Managed and built various application inventory processes and consolidated reporting and financial analysis, presented to leadership on a monthly basis.
• Selected and supported the implementation of LeanIX as the enterprise architecture solution for application portfolio. Serving as a subject matter expert for the project implementation support and the financial lead collaborating directly with the the Chief Enterprise Architect and Director of Enterprise Architecture presenting progressions to the Executive Team and Senior Leadership Team on a quarterly basis.

Digital Transformation – Cloud Migration to Microsoft Azure: Project Coordinator; Financial Lead

• Project Management support and financial lead collaborating closely with the Project Manager in preparing project materials, financial analysis, financial modeling and support, and participating in weekly project team meetings.

• Conducted detailed financial analysis to identify and evaluate changes in operations, trends and potential areas of improvement.
• Key player in managing all end-to-end Technology Services and PMO financial processes driving financial discipline to the respective teams implementing critical new processes and advancing these processes to other business areas to support the enterprise level operating goal of financial sustainability.
• Financial liaison support and analysis lead for 10+ business units (both operational and revenue generating business units) across the organization.
• Financial Reporting Jedox lead support (enterprise financial system) housing all financial reports including P&Ls, budget and forecast reporting, budget seasonalization, business unit specific ad-hoc reporting, etc. Trained in building reporting and views in the system using complex PALO and combo box formulas for various scenarios.
• Collaborated closely with the Jedox financial system lead to build out and reconcile the consolidated Statement of Financial Position and Statement of Activities for ASME and for-profit entities.

• Support in implementing end to end project life cycle policies and procedures collaborating with executive management, department heads, and project managers across the organization to prioritize and execute an enterprise project and program roadmap, overseeing 40+ simultaneous projects and each project’s respective budget ($25M+ annually).
• Successful delivery in implementing and managing the end-to-end capital labor and project time tracking processes preparing monthly capital labor entries for several departments tracking internal project and non-project labor on a monthly basis
• Lead administrator for project management and program portfolio tools utilized across the organization training over 200+ employees.