SAMIR HANNA

Senior Consultant with more than 30 years of progressive accounting experience in the manufacturing sector and over 20 years of SAP consulting expertise. A CPA with an MBA in Finance combining deep financial knowledge with advanced SAP FICO configuration skills to deliver impactful, enterprise-level financial solutions.

With a strong accounting foundation that enables process design, system configuration, and testing with a business-first approach, ensuring clients receive scalable, practical solutions that meet complex financial processing and reporting requirements. A proven problem-solver who has served as Lead FICO Consultant and Project Manager on numerous successful SAP implementations.

Bringing extensive expertise across SAP platforms including S/4HANA, S/4HANA Cloud, and R/3, complemented by hands-on experience with Business Warehouse and SEM. This breadth of knowledge positions him as an effective Solution Architect, FICO Lead, Project Manager, or senior functional advisor.

A results-driven leader, with a strong track record of coordinating teams, managing complex projects, and executing strategic initiatives. Recognized for clear communication, collaborative leadership, and an ability to translate business needs into technical solutions. Consistently improving operational efficiency, enhancing team productivity, and fostering positive, high-performing work environments.

• FICO & Business Warehouse Certified
• CPA
• MBA
• ASAP Certified
• SAP FI/CO Partner Academy Certified
• BW Certified
• SEM Partner Academy trained/Certified

• Over 20 years of overall SAP experience.
• Finance and Controlling Process Optimization.
• SAP R/3 releases 3.0C to S4/HANA 2302.
• GL migration experience (2).
• Material Ledger and Transfer Pricing.
• Several– SAP R/3 implementations (full-lifecycle).
• Three – BW implementations versions 3.0 and 3.5 (full-lifecycle).
• One – SEM v 3.5 implementation (BCS and CPM).
• Two SEM-BPS v 4.0 implementation (full-lifecycle).
• Managed the global deployment of SAP R/3, Finance and Controlling, Profitability Analysis and Business Warehouse (BW).
• Guest speaker at several ASUG and Supply Chain conferences on Process Reengineering using BW and or SEM with COPA to deliver value.
• Project management responsibilities included executive and technical education, strategy development, project planning and preparation, technology selection, and implementation.
• BW implementation responsibilities included requirements definition, data model analysis and design, data acquisition design and development, data access design and development, technical landscape design, and training/change management.
• SEM implementation responsibilities included design and development of the Balanced Scorecard, Business Consolidation, and the Management Cockpit (BPS and CPM).

• AM General, 02/2006, 11/2006, Solution Architect for a fully integrated Financial Planning Model using SEM –BPS (Strategic Enterprise Management, Business Planning and Simulation). Designed BW cubes and Objects to support a Sales plan, Production Plan, Cost Center Plan, and General Ledger Plan that read Master Data and other R/3 elements to eliminate redundancies. Participated in the technical configuration of BPS layouts and FOX formulas to execute highly complex calculations. Configured Basic and Multi-planning Areas, Characteristic derivations and complex user exits. Instrumental in identifying redundant processes and suggesting improvements. The final product produced fully integrated Financial Statements for a three-year planning cycle. This project is the first fully integrated planning system using BPS and BW. Project manager for the project which included coordinating and reviewing the configuration and Documentation of 4 consultants working closely with the client to manage budgets, communicate status and manage scope. Presented monthly status reports to the Executive Steering Committee and participated in establishing metrics for measuring success (key success factors).
• BWX Technologies, 12/2005, 01/2006, BW architect and developer for a BW reporting project. Developed a data model to report confirmation data from Project Systems, Production Orders and Plant Maintenance Orders on a weekly and cumulative basis. Configured and lead the activities of 2 BW consultants to configure several ODS’s, 3 Cubes and a custom table. Enhanced several extractors to provide customized key figures and characteristics. This was short term project with a very limited scope on 1 report with many different views.
• Endicott Interconnect Technology, 11/2005, 12/2005, FICO consultant Lead in a financial reporting optimization project. As a part of the assessment reviewed all FICO configuration and process, identified deficiencies in process and configuration and recommended a solution to optimize financial reporting. Recommended alternatives and was engaged to lead configuration and manage the project. Configuration activities included, PCA and CCA redesign and reporting, Cost of Sales Accounting and reporting and Functional Area reporting. Managed the data archival resources and lead the effort in developing a process from a functional perspective. This was a short-term project that was terminated due to a restructuring.
• Brown-Forman Corporation, 06/2005, 11/2005, Consultant and primary developer for Brown-Foreman’s SEM-BPS implementation. Designed and Configured the integrated solution including data modeling, InfoCubes and ODS configuration, planning templates & planning functions, Fox formulas, data loads, security, and production procedures. The BPS solution included the several planning areas and Multi-planning areas that were delivered using the WEB Interface Builder. Solutioned custom exits for characteristic derivations and user exits. Collaborated in designing forecasting reports through the WEB.
• Abbott Laboratories – SDI, 03/2005, 06/2005, BW and BW/SEM Architect optimized the reporting process for BPS and BW, post implementation. This included creating/modifying data-sources between BW and BPS. Assisted in identifying and resolving inconsistencies in configuration between clients. Aligned Info Objects to create a consistent Data-Model for centralized reporting between 16 Info Providers on 2 separate machines. Developed several custom processes for updating custom Master Data through flat files. Trained users to develop and enhance BEX reports. Created custom variables and created Work books, Queries through both BEX and the Browser.
• Church and Dwight Incorporated, 06/2004, 03/2005, Project Manager for a BW based SEM Business Consolidations (BCS) and Corporate Performance Monitor (CPM) implementation. Supervised and Coordinated all activities of 5 consultants and guided a project team of 15. Effectively managed the project through series of consultants while delivering the project effectively on time and in budget. His leadership was instrumental in developing and configuring BCS process for consolidations tasks including “Flexible Upload” “Currency Translations”, “Reclassification”, “Manual and Automatic Eliminations”. Designed a solution based on 5 InfoProvidors, 3 Operational Data Stores and Custom user exits for Variables and calculations. Architected and Configured an unusually complicated currency exchange reporting process through BCS using a combination of data providers while insuring all compliance with Sarbanes-Oxley. Developed & configured extensive security profiles to insure highly customized separation of duties for both BCS and BW.
• SKYY Spirits LLC, 10/2003, 06/2004, Serving as the BW Lead at SKYY Spirits LLC, performed as the Architect and Developer for a solution that automated Financial and Business Reporting using a wide variety of data sources, both R/3 and non-R/3. Managed, coordinated and monitored the activities of 2 BW developers, 1 ABAPer and 1 external contract Basis consultant. As the architect, Samir designed custom ABAP routines and custom tables in R/3 to enhance standard R/3 Business Content to facilitate an efficient solution us BW. Mentored the team through the creation of custom extractors, data load process and business processes. As the BW developer, configured 8 InfoCubes, wrote front-end reports to fulfill all Financial Reporting requirements. In addition, implemented the Sales Overview and MM overview cubes to merge with FI cubes to provide additional reporting opportunities. Developed process chains for master and transactional (full and delta) loads into ODS’s and InfoCubes. Finally, Samir provided training for SKYY’s power users and configurators.
• Robert Bosch Tool Corporation, 07/2003, 10/2003, Serving as the Engagement Manager/Project Manager on a global implementation of financial reporting through BW 3.1c for the Robert Bosch Tool Corporation, reengineered COPA process to optimize BW implementation and developed an implementation strategy map for BW Financial reporting. Managed all phases of the project and worked closely with the Client’s Steering committee to control all project plans and coordination of other SAP activities. Selected team members and insured project delivery compliance. Directed and coordinated training activities for super and casual users.
• Akzo Nobel Corporation, 09/2002, 07/2003, As Project Manager of a BW 3.0B Financial Reporting project for Akzo Nobel, developed a global implementation strategy map for BW. Coordinated and monitored all activities for a project team of five consultants and three client users. Trained super users in both Europe and the US, including gathering training requirements, developing training curriculum and delivering the class. Worked closely with an external service provider for BW Basis support.
• Linde Lift Truck, 05/2002, 08/2002, Lead consultant on site to implement the Controlling Profitability Analysis Module in an existing R/3 environment. He managed all aspects of the implementation, from project management to application design, configuration and training. Developed user exits to capture their unique pricing conditions and inventory valuations. With limited client resources and support, the ASAP phases were completed to the client’s satisfaction and the system met and, in many cases, exceeded the client’s expectations and business requirements.
• Divine Consulting, 11/2001, 04/2002, FICO Team Lead on a six-month implementation for a large consulting business. Responsible for all aspects of the functional team management, as well as for guiding the strategic functional design. He also had hands-on configuration responsibilities for PA and Project Systems. Implemented Strategic Enterprise Management (SEM) for this client. Developed a methodology and established metrics for the Balanced Scorecard. Using one portion of the business as a pilot site, implemented the Scorecard and the Business Cockpit of SEM for this client. Also developed and implemented Business Planning and Simulation for this segment of the business as well. Due to a successful pilot, a full roll out was scheduled for several more business units. This assignment once again proved ability to rapidly integrate into a team environment, determine the key business requirements and challenges, and to respond directly with appropriate courses of action.
• Linde Lift Truck, 04/2001, 10/2001, Lead FI/CO consultant in manufacturing organization that specialized in Make-to-Order and Make-to-Stock production and supported its’ operation through service parts and warranty processing. configured the financial processes in Accounts Receivable, Accounts Payable and General Ledger. In addition, he configured manual (internal) SAP processing for external and internal taxes rates and jurisdictions. The controlling processes configured were Product Costing, Cost and Profit Center Accounting with detailed analysis of overhead through specific activity types. Using the ASAP methodology, was responsible for this highly successful implementation of SAP for the entire life of the project.
• Griffin Incorporated, 01/2001, 04/2001, Completed a six-month engagement for a chemical manufacturer with operation in Brazil, Columbia and the US. Supported all the requirements for Nota-fiscal, tax and inflation accounting configuration. Trained users in Product Costing and manufacturing Variance analysis. Leveraged experience to develop a month-end close process based on best practice. Worked closely with the client to develop a month-end process for reconciling COPA reporting to financial reporting. This process included overhead reconciliation and profit center reporting.
• William Reed Fashion Design, 03/2000, 12/2000, Designed and implemented the Internal and External SAP Accounting system for a high-end Fashion designing business. Implemented Overhead Accounting and Internal Order processing to properly account for their production process. Using Cost Center Accounting, he established a new business process to plan, monitor and report departmental expenses in a timely manner. Configured the Accounts Receivable and Credit Management modules of SAP/R3, including formal customer notification (dunning) procedures. Configured the General Ledger Accounting and the Cash Disbursement modules for purchased goods and services.
• Tuthill Corporation, 10/1997, 03/2000, FICO Consultant – COPA, Product Costing, PCA, CCA and General Accounting.
• Hewlett-Packard, 01/1984, 10/1997, Cost Accountant, Accounting Manager, and Financial Analyst.