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先请参见我们客户经理的工作简历如下:
Henry
Hu's Resume - Why do budget
Objective
Position as Project Controller (a specialist of budget and cost control for
large construction projects).
My Story: Why do budget?
This is a very basic
question, but lots of businesses do not have a smart answer. Here is my summary
below for "smart budget":
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Level 1: Cash
budget (help to "know where I
am.") or expenses budget. It is used to pay bills for keeping business going.
This is everybody (individual, family, company, etc.) must to do in somehow. In
fact, for 40% business companies, this is only type of budget they have.
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Level 2: Cost
budget (help to "forecast how
much and when"). It is to limit maximum costs that install controls to monitor
and reduce expenses. There are 60% companies doing this type of budget. I
learned cost control budget in Intel D1E and DIB projects.
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Level 3:
Financial budget (help to "get
better deals"). It is revenue plus cost budget, by combining cost budget and
business plans, to enable managers to make cost and financial forecast, so that
the budget become a useful tool to assist a business get better deals while
dealing with more and more risks. I participated financial budget in Komatsu
Silicon project.
-
Level 4: Smart
budget (help to "stand on the top").
This is an expert system, that provides two basic functions: 1.) Smart Financing: research
proposals for controller to find solutions for new jobs from CEO or project owners; 2.) Easy Accounting: assist
controller stand on the top to monitor all risks, so that financially no
more surprise. A smart budget system will ensure business in finance
success. I designed programs and templates for the smart budget in FC Bank.
My story for budget: I started budget job in 1994 when I worked as a controller assistant at
Intel DIE project. The most valuable training in the project was how to do
budget, that I learned from the project director, Larry H., who was a board
member of Intel and came to DIE project with a mission to find a cost control
model for Intel $25 billion expansions worldwide. Under his direction, Intel
developed a control system called Redbook, that showed me creative ideas about
smart budget. Later, I met lots of project managers who were doing budget, however,
almost everybody only did in level 1 or level 2.
More for Intel Redbook: Note, the Redbook was NOT ONLY a computer program. It was mainly a set
of guidelines, controls, and procedures that developed by both Intel and TDC
project teams. Its key ideas were created by Larry H. and its main functions
were to control costs and improve management. After D1B project, It became a
mandatory process used for all Intel expansion projects. It may be changed its name
later in different projects (e.g. "cost projection", "project scheduled
value", etc.), however, their key ideas and processes were the same. In fact,
after Intel D1B project finished, my boss, the project controller hired by Intel as an instructor traveled
worldwide to install Redbook controls for all Intel projects. I would have been
doing the same job if I had not left.
Limitations of level 2 budget:
Without advanced ideas, cost budget would NOT help managers for cost control.
Here is why: these managers normally worked in a model as "911-firefighter":
when a problem came out (911 called) during business operations, the manager must find a
solution within limited time (just like a firefighter), so that the operation manager most
likely would take a solution immediately, with or without budget, to keep his
business going. For most business managers: Budget? Who cares! (Being careful,
this is a black hole that screws out controls for most business budgets. I do
not blame these managers since this is not their problem. This is a main problem
of the system.)
Benefits of smart budget:
With this budget system, an analyst or accountant will coordinate budget
development for all cost issues, including scheduled or not scheduled,
especially for costs of those "urgent solutions". By using the programs, the
analyst can assist
managers to find better solutions during urgent budget request. Also, for
manpower savings, an analyst may still performance basic accounting duties while
doing the budget.
How I did smart budget: Please see my resume, especially for what I did in FC Bank. After
installed a new budget system with the same management team, the bank controller
said: "Now, costs are controlled. Things (his jobs) become better."
Points and
Hits
How to
start budgeting: cost center,
model, template;
How to
install new budget:
implementation, open, fairness;
How to
monitor budget: procedures,
variance, reporting;
How to
execute budget: plans, project,
updated forecast;
How to
change budget: actual needs,
optimization;
How to
create solutions: encourage,
benefit, excitation;
How to
encourage: “Do you have a
dream?”, “Looks good”;
How to
integrate budget: contingency,
funds, programs;
Budget issues, time frame, databases, coding of accounting entries, report automation, training, etc.
My Work Experience
Henry
Agency Inc. 这是一个小型代理公司, 为客户提供各种代理服务。主要是代理各种保险业务,
并且介绍一些中小规模的建筑工程项目给中国工程队,
从而获得新的客户资源。
我是客户经理, 有时也合作分包小的工程项目,
并兼任项目代理。
- Portland,
OR
8/2003 - present
Account Manager - Full
Charged
- Developed
and managed over one hundred accounts, and registered over 600 hundred new construction companies within
three years. Provided project services to these accounts and also sold insurance policies to meet clients' needs, included auto, home, life,
health, workers compensation, and commercial insurance.
- Worked
as a full-charge bookkeeper for agency accounting, budget, and cost control.
Performed account analysis and reconciliation, including bank statements,
adjusted journal entries, general ledger accounts, and costs of special
marketing projects.
- Researched
hundreds projects and forwarded the research summaries to targeted clients. Coordinated developments of cost proposals
to bid these projects.
FC
National Bank 这是一个专门从事信用卡业务的银行, 同时也搞一些贷款业务来资助相关的工程项目。
我负责协调每年银行的预算和监督项目成本,
并且支援会计部每月结帐。
另外我还要协助银行的信托融资业务(出售信用卡信贷给各大投资银行,
从而重新获得信贷资金为下一轮信用卡信贷作准备)。
- Portland,
OR
3/2000 - 5/2003
Sr. Project and Accounting
Analyst
-- Worked as senior
budget analyst during budgeting period:
- Re-wrote
bank budgeting programs. Backed by bank managers, I developed cost models
and re-designed budget templates for each cost center to develop new
budgeting programs. Created solutions to deal with huge resistance due to
changes of budget. Used budget programs for bank executives to resolve major
issues in each department. I also modified and implemented budget control
procedures (i.e. monthly review, variance tag, etc.). There were lots of
programs that I developed later to ensure the bank heading to its goals.
This budget program finally became a useful tool for bank managers to plan
their jobs, and reduced bank operation costs over 5%.
-- Worked as staff
accountant during non-budgeting period:
- Monitored
bad debt and sales of A/R for bank financing. Worked with finance manager
and bank treasurer, analyzed A/R portfolios to monitor risks of bad debt
charge-offs for each product line. Also split and allocated revenue and
expenses between inter-company activities for profitability analysis.
Prepared monthly cost analysis reports. This assisted sales of A/R (i.e.
$0.82 or $0.87 per $1 A/R) for bank financing deals, and also monitored
risks of loan agreement that contracted with trustees and investors.
- Developed
accounting automation models using Excel macros to reconcile credit card
transactions (downloaded from FDR databases, 10,000 to 100,000 a day). Built
work station with huge spreadsheets to consolidate accounting with 3
entities (Eddie Bauer, Newport News, and Spiegel). This provided data
integration for accounting monthly closing. With real-time searching and if-what automation,
it was very helpful for managers to pre-view
"reasonable ranges" during "first run" making statement of P&L.
OC
America Construction Inc. (Obayashi
日本大林組工程隊,
电器分包商为中国电子部21所,
因为我会说中文,
临时担任了中方联系经理,
代表日方大林組为中国工程队提供全部服务。
同时, 我负责监督工程的全部预算和控制工程的施工成本。)
- Portland,
OR 10/1996 - 12/1999
Sr. Project Accountant
- Worked
as a budget manager at Komatsu (日本小松株式会社) Silicon project (Phase 1&2, $245 million
base-build, 1996-1999, made $14 million savings) in Hillsboro, Oregon. My
job was to ensure the project finance safety and directly reported to a SVP
in Los Angeles headquarters.
- Coordinated
a cost projection in standard cost format for $193 million construction
project; processed over 5000 contract change orders in total $52 million,
allocated these changes to responsible cost centers for cost control;
reported latest development status of all the changes to keep top managers
and group leaders well informed.
- Monitored
purchasing and subcontracting processes (bid invitation and bids comparison,
contract/PO scheduled values and inventory delivery status); identified cost
revisions due to owners/buyers proposed changes (PCEs) and gained $8 million
additional budget; reviewed source documents (design, schedule, bids,
contracts, field orders, etc.) to check eligibility of proposed change
orders (PCOs) from subcontractors and reduced over 10% contingency costs.
- Worked
with project managers for making cost proposals to bid constructions jobs
for OHSU office expansion, Tualatin Police Station, USPS Portland Transfer
Center, etc.
Hoffman
Construction (TDC at Intel) 美国工程队总承包了该项目, 也有海外工程队参与设备安装。
在这里, 我学到了真正的工程管理知识,
尤其是学会了如何监管大项目的财务预算和有效地控制工程成本。
- Portland,
OR 12/1994
- 10/1996
Project Accountant
- Worked
as the project controller’s assistant.
- Built
and maintained a cost projection "Redbook" for project budget/cost control
and monitoring of budget variances
- Screened
eligibility of accounts payable from subcontractors. Reviewed general ledger
accounts and prepared and adjusted journal entries at Intel projects (D1E,
1994-1995; and D1B, $428 million base-build, 1995-1996) in Hillsboro, OR.
Shanghai
Textiles Import & Export Corporation - Shanghai,
China 1988-1990
Project & Marketing
Analyst
Education
Portland
State University - Portland,
OR - (1990-1994)
BS in Accounting
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