Margaret Goddard
466 Foothill Blvd., #217
La Cañada Flintridge, CA 91011

(877) 790 0462

margaret@goddardparker.com

A seasoned Management Consultant with 15 years of leadership experience in technology-based change management projects. Solid reputation for bringing a senior management perspective to projects in terms of time and cost efficiencies and maintaining focus on business results. Highly skilled in communicating with and understanding all levels of an organization including perspectives from both business and technical disciplines.

Director, Timekeeper Team - Global Shared Services Group (1998-2001)

Directed the Timekeeper project, a successful $7.7 million initiative to automate time collection, attendance management, and pay calculation for all non-exempt employees of Universal Studios and Universal Music. Project required technical, behavioral and cultural change on a grand scale by the 10,000 employees (working under 60 different union and non-union employment agreements), supervisors, Payroll, Human Resources and IT staff involved. System put time collection into the hands of employees and re-focused valuable management time away from routine procedures by implementing automated exception-based solutions.

• Utilized leading-edge software packages (Peoplesoft HR and Payroll, Interpro SmartTime and SmartRules) in replacing Universal's payroll/time and attendance system, thus minimizing development costs and risk.
• Streamlined widely divergent time collection techniques and standardized departmental pay practices into a single, fully automated system ensuring consistent and comparable pay policies and limiting liability exposure. In addition, supported differing needs of business units by offering alternate standardized choices for time collection including IVR and bar code readers.
• Introduced technical innovation through the implementation of an interactive voice response system (hardware and software by Periphonics) and the first use of client-server technology for an enterprise-wide solution at Universal.
• Responsible for initial internal "selling" of and ultimate compliance with new timekeeping procedures. Educated and created "buy-in" among HR departments and executives within each business unit. Held seminars for managers and employees introducing and demonstrating new Timekeeper system.
• Worked with business units redesigning operational processes to ease transition to new system and ensure efficient use of system.
• Developed a comprehensive user training program including classroom training, one-on-one instruction, and a Web-based interactive training program designed as a cost-effective method of training new users over time.
• Assembled and shaped an integrated team of 10 payroll professionals and system administrators, hired to transition into new operating payroll department at project's end. Team established a new standard for payroll functions and customer service throughout Universal.

Marketing Finance Project Director, Universal Pictures (1996-1998)

Directed the implementation of the Marketing Commitment Tracking System, a custom-built system allowing creative executives to manage $300 million annually in expenditures for all feature film advertising and marketing activities. Worked directly with all marketing departments including television, newspaper advertising, printed materials, film trailers, promotion and publicity.

• Successfully translated the needs of creative executives into finance/IT realities.
• Utilized intensive individual coaching to educate creative executives in using financial management tools for the first time.
• Enabled creative executives to track and control film marketing costs as they were incurred during the development of a film marketing campaign.

Director of Projects and Policies, MCA Corporate Finance (1990-1996)

Served as Project Manager for all aspects of financial reporting and operational system development for user departments including television, filmed entertainment, music, video, and theme parks. Successfully bridged the gap between IT resources and business users in many different functional areas. Ensured project conclusions were cost-effective, timely, and delivered desired business results.

• Consistently identified cost-effective opportunities for business units and managed implementations, meeting a variety of business goals including cost reduction, revenue enhancement, and risk mitigation.
• Educated senior management for active participation in the IT strategic planning process, ensuring that IT decisions more directly supported business objectives.
• Trained IT and business users in system development methodologies and defining roles, responsibilities and expectations.
• Transferred project management expertise to each supported business group.
• Directed implementation and conversion of the first fully automated general ledger at Universal, re-deploying headcount in business units and in corporate staff.
• Designed and implemented a control process for inter-company file transfers necessary for automated financial systems.
• Established first use of automated wire transfer and cash management tools at MCA, Inc, re-deploying headcount in corporate staff.
• Facilitated the development of new corporate policies and assisted business groups and corporate departments in the interpretation of policies.

Manager (1988-1990)

Senior Consultant (1986-1988)

Supported senior executives in identifying sources of critical financial information and developing the necessary tools and infrastructure for effective decision-making. Solutions included technology-based, organizational design and process improvement methodologies. Supervised staff consultants, planned engagements, and conducted practice development activities.

Representative client engagements included:

• Implementing standardized system development methodologies.
• Developing financial systems including feasibility studies, planning and implementation of general ledger, receivables, financial reporting, budgeting and other financial systems.
• Conducting effectiveness reviews of information systems departments.
• Performing organizational design for financial functions.
• Improving financial controls utilizing both systemic and procedural solutions.
• Developing forecasting models utilizing regression analysis techniques.
• Performing financial modeling in support of expert witness testimony.

Managed a staff responsible for the financial accounting, management reporting, and regulatory disclosure of results for branches and subsidiaries worldwide.

The Tuck School at Dartmouth College - Hanover, NH

Pomona College - Claremont, CA

Project Management Institute - Newtown Square, PA