Tab 4: Subject Matter Categories / Areas

Tab 5: Subject Matter Categories/Areas
Tab 4: Subject Matter Categories / Areas

All contractors submitting a proposal must identify one or more subject areas from Appendix A
for which they will contractually commit to provide data analytic tools and services.
Information Required
A. A description of relevant experience specific to this subject matter category
B. A description of the data analytics services you are proposing to offer in this subject matter category (be specific,
noting that agencies may seek to contract for a subset of the offered services)
C. A description of any tools, hardware, and software that would need to support the services you are offering for the
subject matter
D. To the extent you are able, indicate the level of State involvement necessary for the successful implementation of
the services you are offering. Include estimates of resource level and time.
E. A list of personnel anticipated to provide professional services under this master contract program; provide a
narrative of their individual qualifications or provide a resume or curriculum vitae specific to each proposed subject
matter category
F. For responders submitting proposals to subject matter categories #1 through #11, a detailed description of data
analytics services provided to two or more public sector organizations of similar size and scope to the State of
Minnesota within the past three years (engagements), specific to the category
RFP
G. For responders submitting proposals to subject matter category #12, a detailed description of data analytics
services provided to two or more public or private sector organizations within the past three years specific to the
work intended under this category
H. For each engagement, provide contact information for the individual responsible for the project from each public
sector organization that can provide additional information regarding the project and verify any representations
made. Specifically, include the name of the organization; name and scope of project; dates of the engagement;
and name of contact person, including the individuals email address and direct telephone number
I. For each engagement, describe the efficiencies or results gained by implementation of the data analytics and, if
applicable, any cost savings determined to be directly attributable to the project
J. For each engagement, describe how any such cost savings were calculated and how compensation for the work
was structured
K. For each engagement, detail whether any disagreements as to savings generated or fees owed were encountered
and if so, how resolved
L. For each engagement, to the extent compensation was based on a percentage of savings attributable to the effort;
describe how the parties distinguished the amount of savings attributable to the work of the contractor versus
savings realized from the efforts of the organization
For each Subject Matter Area (Category), please review and provide a detailed description of each Sub-Category
and Service Level your firm is able to offer, as outlined in amended Appendix A.
Our Qualifications and Service Level Capabilities

Our Subject Matter Category Qualifications At-A-Glance
We have extensive experience providing data analytic services and implementing various analytic technologies, much like the
work outlined within this proposal, with a collection of large complex Federal and State governmental entities. The table below
provides an at-a-glance sample of the data analytics engagements where we have delivered services that are directly aligned
with your Enterprise Data Analytics Program subject matter categories.
Qualifications
SMC#3
State of Florida
State of Maryland
SMC#4
State of Maine
US Department of
Treasury
SMC#5
SMC#6
SMC#7
SMC#8
State of Texas
SMC#10
SMC#11
State of Minnesota
Commonwealth of
Massachusetts
US Department of
Homeland Security
New York
Metropolitan
Transportation
Authority
SMC#9
US Air Force
Dartmouth College
State of Georgia
State of West Virginia
US Department of
Transportation
US Department of the
Navy
Office of the Special

Inspector General for
Iraq Reconstruction
(SIGIR)
Executive Office of
the US Attorney for
the District of
Connecticut (USAO)
United Nations
US Department of
Justice
Our capabilities, data analytic services, tools experiences, and summary of qualifications for each of these areas are detailed in
the subsequent sections that follow.
Proposal to provide Enterprise Data Analytic services to the State of Minnesota
Our Organizations Service Quality Recognition

Consistently finding and delivering value requires a focus on the disciplined improvement initiatives, interjected with bursts of
innovation from thought leaders. As the worlds largest provider of management consulting services, Deloitte helps organizations
build value both ways. Delivering this kind of value requires a broad range of talent and capabilities across the many analytic
disciplines and importantly, aligned to the needs of specific sectors, businesses, and organizations. Below is recent
recognition we have received that highlights the value our multidisciplinary approach.
Source
Description
Year
Magic Quadrant for

Global Business
Intelligence and
Performance
Management
Service Providers.
27 January 2011
Gartner positioned Deloitte in the Leaders" quadrant in its 2011

Magic Quadrant for Global Business Intelligence and Performance
Management Service Providers.
Kennedy
Information
Management &
Analytics
Consulting
Marketplace 20102013: Key Trends,
Profiles and
Forecasts
Deloitte provides its analytics consulting services across a wide

variety of industries, with particular focus in data-intensive sectors
such as banking, insurance, life sciences, consumer goods,
manufacturing, public sector, transportation, and healthcare. Deloitte
is able to bring both technical skills around analytics as well as the
softer skills in areas such as change management that will be an
advantage in the market.
2010
Kennedy
Global Consulting
Marketplace 20102013
Deloittes approach to bring the entire ecosystem of capabilities from

all parts of the firm adds value for clients but has also created a more
stable business for Deloittes partners. The execution of this strategy
is largely what distinguishes Deloitte from its competitors. While
many other firms claim to have a similar ecosystem approach,
Deloitte has proven its ability to bring all possible resources of the
firm (as diverse as they are) whenever possible to meet client
needs.
2010
Gartner
Analytics Focus
and Business
Model Flexibility
Help Set Deloitte
Apart, November
24, 2010
While there is much noise coming from all manner of vendors

repositioning themselves as being in the analytics business, Deloitte
has a strong value proposition.
2010
Kennedy
Public Sector
Consulting
Marketplace 20092012
Deloitte boasts myriad strengths in its Public Sector practice. The

firm recruits top industry veterans as advisors and directors,
leveraging their deep industry experience. Deloitte differentiates itself
through its branding, emphasis on the client experience, distributed
nature of its member firms, and breadth of offerings. The firm also
publishes a wealth of information on the public sector market, further
differentiating itself.
2009
Gartner
2011
Deloitte is a good fit for organizations that are addressing complex

business issues that can be defined by business outcomes and not
just technology requirements.
Our Service Level Capabilities

For each of the Subject Matter Categories and the corresponding Sub-Categories that we are proposing on (as detailed in Tab 5
Required Certifications Enterprise Data Analytics Program RFP Appendix A: Subject Matter Category Worksheet) the following
Service Level capabilities are readily available and a sufficient number of resources are considered subject matter specialists to
support future projects.
Service Level Areas
Existing Capabilities
Reporting/Information Extraction
Operational Reporting
Parameter Driven Reports
Pre-defined Queries
Pre-defined Data Cube(s) and/or Mart(s)
Pivot Tables
Direct Access to Data
Economic and Financial Analysis
Data Cube(s) and/or Mart(s) Creation
Ad Hoc Queries
On Line Analytical Processing (OLAP)
Use of Business Intelligence (BI) Tools
Clustering / Segmentation
Data Mining
Predictive Modeling
Advanced Statistical Analysis
Cause-Effect Validation
Data Analysis
Advanced Analytics
Build Data Access Skills and Understanding (Foundational)

Training
Generic and/or Tool Specific
Investigation and Substantiation (applies only to Category #4 Human Services)

Investigate Pursuant to Minn. R.9505.2200.Subps. 1-3
Determining Pursuant to Minn. R.9505.2200.Subps. 4
Collection of Overpayments (applies only to Category #4 Human Services)

Service Level Ranking
Subject Matter Category #3

Tax Collection, Fraud Prevention, and
Detection
Subject Matter Category #3: Tax Collection, Fraud Prevention, and Detection
Experience Overview
Deloittes Tax and Financial Advisory practices are among the largest in the world. We have extensive experience helping our
public sector and State government clients design state of the art integrated solutions that help optimize costs and maximize
efficiency of the tax services provided to citizens, while ensuring proper controls exist to minimize fraud and abuse. We
leverage our expertise in information technology, system design and implementation, forensic technology, predictive and
statistical modeling and data mining to deliver such solutions. Our practitioners have a deep understanding of tax law and filing
requirements, tax authorities, culture, tax processing environment, and strong experience in providing forensic investigation and
anti-fraud consulting services to our clients. We have worked extensively with tax authorities in designing and implementing tax
refund processing systems that are not only efficient but also help in addressing challenges faced in anomaly detection.
Deloitte is the only firm in the nation that has successfully integrated a State government with the U.S. Treasury Department in
order to allow the State government to participate in the Federal-State Administrative Offset program. We leveraged the lessons
learned and best practices from our two-year integration project with the State of Maryland, and developed a new, innovative
service offering called D.LINX (Deloittes Liability Offset Integration Exchange) to significantly accelerate State governments
participation in this program with very minimal up-front investments.
In addition we have extensive experience serving public sector clients, including multiple State and Federal government
agencies. As detailed below, we have assisted State of Florida, Department of Revenue; and State of Maryland, Office of the
Comptroller, to design and implement integrated solutions that have addressed their needs for efficient tax refund processing
and recovery of delinquent tax debts.
D.LINX (Deloittes Liability Offset Integration Exchange) Service
D.LINX is a public-private partnership offering that provides a low-cost, contingency fee-based alternative for rapidly accelerating
State participation in the Federal-State Administrative Offset program. The 2011 market release of this new, innovative service
offering has received positive acclaim, especially from State governments that are earnestly looking for new ways to accelerate
the collection of cash owed to the Treasury (working capital), without spending years and millions of dollars on complex, risky IT
integration projects.
Data Analytic Services

Deloitte is proposing to offer data analytic services for the six sub-category areas of scope as defined in the RFP which include:
a. Enhancement to the States tax collection process
b. Increase revenue collection
c.Tax fraud detection and prevention
d. Ways to increase delinquent tax revenue collection
e. Compliance issues before tax return processing is completed
f. Optimization algorithms that will assist in maximizing revenue collected with current levels of compliance staff
Tools, Hardware, and Software

D.LINX (Deloittes Liability Offset Integration Exchange)
D.LINX provides a single, integrated exchange service that supports Federal-State, State-Federal, in-State, and State-State
payment offset processing for the collection of delinquent tax and non-tax government debt. D.LINX is a web-based portal with
secure login, authentication, and role management functionality. The services business rules and process workflow engines are
configured during deployment to automatically manage the specifications outlined in the States reciprocal agreement with TOP
(e.g., exemption of certain vendors, management of the 60-day notice requirement and including or excluding specific
payment/debt types from offset processing).
Deloitte Proprietary Analytical and Anomaly Detection Technology
Deloittes anomaly detection tools and protocols have been successfully deployed on a variety of client engagements involving
complex data analysis requirements. These systems demonstrate Deloittes capability to design, develop, and deploy advanced
anomaly detection technology. One example of Deloitte-developed technology that focuses on data anomaly detection relative
to tax collection is:
DTect is a proprietary technology-based data analytics tool developed by Deloitte to identify anomalies and indicators
of fraud, waste and abuse in several critical enterprise business processes. One of the specialized modules of DTect,
developed in conjunction with Deloitte Tax, is its Tax Module, which is a sophisticated, , data mining process that helps
to identify tax-related anomalies in transaction taxes , tax refunds and other areas. DTect is flexible and easily
customizable, allowing it to be used to address the unique needs of Deloitte clients.
Commercial Off the Shelf (COTS) Analytical and Anomaly Detection Products
Deloitte has experience implementing and integrating a variety of COTS development and advanced analytics tools for our
clients. These tools include SAS, SPSS PASW Modeler, SAS Text Miner, Pegasystems, IBM InfoSphere, Salford Systems
(CART and MARS), R, Root, and Wolfram Mathematica. We also employ a variety of software for business intelligence (e.g.,
Oracle, SAP BusinessObjects, Crystal Reports, Microsoft, Pentaho, ACL), ETL (e.g., Talend, Informatica), geo intelligence
software (e.g., GIS) and mapping (e.g., ESRI), complex record matching/master data management (e.g., Netrics), and Data
Cleansing (e.g., Melissa Data Systems, ESRI).
Level of State of Minnesota Resource Involvement

The level of involvement of State resources will be determined for each Statement of Work (SOW) based on scope,
requirements, complexity and resource availability. Our staffing approach is one that is flexible and is based on collaboration and
teaming to most effectively utilize the knowledge of the organization along with the skills and experiences of our consultants in
delivering high value projects, creating knowledge transfer to the State on methods, tools, training on specific analytics
approaches such that the State can effectively carry forward continuing efforts on their own. As such, we try to match at least a
meaningful part time State role with a Deloitte role for key project positions, the level of whether that role is a percentage of time
or full time depends on factors such as whether or not the pricing is contingent in nature (i.e., requires more direct ownership by
Deloitte resources to manage the corresponding risk and less State resources), the level of knowledge transfer desired by the
State and the price point viewed as valuable by the State (e.g., the State may want to do a particular project primarily on its own
with more milestone consulting and training from Deloitte or something that is more turnkey by Deloitte to get many resources on
board quickly to get to value/savings quickly and have very limited State resources available).
Subject Matter Specialists

Our team of specialized individuals will serve you and provide the value of their experience and knowledge of State and local
government and complement and respond to the specific needs of the State with each Statement of Work.
Mark Wiggins and Bacon Gnanaboopathy have been chosen as Project Leaders for their extensive background and
experience in the particular Subject Matter Category scope of services requested. Resumes are included in Appendix A.
Summary of Qualifications
We have selected the following two references to provide a representative sample of our work in Tax Collection, Fraud
Prevention, and Detection analytics and engagements similar in nature to States present situation. These clients have agreed
to be references for the State of Minnesota, however, they have requested reference calls be coordinated through Deloitte.
Please contact Steve Dahl at stdahl@deloitte.com should you wish to coordinate contacting any of the organizations .
Florida Department of Revenue, SUNTAX Integrated Tax System Project

Client Organization:
State of Florida, Department of Revenue
Contact Person, Phone Number,

E-mail Address:
Louis Panebianco
Project Manager, CAMS Phase II (formerly SUNTAX Project Manager)
Office: (850) 922-0367
PanebiaL@dor.state.fl.us
Project Dates:
April 1998 to January 2009
Project Description:
Scope:
The State of Florida, Department of Revenue (FDOR) wanted assistance in conceptualizing, designing and implementing an
Integrated Tax System (ITS) project, generally referred to as SUNTAX. The purpose of the solution was to synthesize and
harmonize a multi-dimensional business for a large State. Deloitte was asked to provide a full complement of services, including
tax knowledge, business process redesign, data analytics, implementation support, and organizational design to SUNTAX,
which is a holistic approach toward success.
Objectives of the project included:
Replacing the States legacy tax systems
Lowering the annual cost of operations and maintenance by reducing the number of systems in operation
Integration of taxpayer data across multiple tax systems
Integration of supporting business processing systems
Continuously evolving system as improvements in technology occur
Enabling the FDOR to maintain and upgrade system
The SUNTAX project initiative overall goal was to replace the States legacy tax systems with a true integrated tax system. The
FDORs definition of an ITS includes both integration of taxpayer data across multiple tax systems, and integration of the various
supporting business processing systems.
Approach/Solution:
Deloittes responsibilities on the engagement included leadership roles on each phase and aspect of the implementation. This
included project management office, change leadership, and functional and technical resources within each team.
We decided to use SAP as the primary technology platform to develop the ITS solution. By using SAP, we were able to
reengineer business processes and organizational units discarding many manual steps, discarding paperwork, and shortening
the cycle time needed to process transactions. Deloittes tax return validation team specifically designed and configured SAP to
evaluate returns, assessing more information than the FDOR had historically, automatically correcting insignificant errors thus
allowing the FDOR to focus on more critical errors or omissions. Using workflow module within SAP, we were able to develop
processes by which documents can be corrected by auditors and then automatically promoted to supervisors for approval. This
approach allows instantaneous processing and approval of complex issues, thereby reducing the time for dispute resolution. The
FDOR has been able to lower their annual cost of operations and maintenance by reducing the number of systems in operation.
The approach reduced the overall amount of manual effort required to process tax returns.
Another aspect of the solution involved the training and knowledge transfer from the Deloitte team to the FDOR staff. By doing
this we were able to position the FDOR to be capable of maintaining the new system, applying upgrades, adopting new taxes,
changing current tax administration due to legislation, and continuing to evolve the systems functionality over time, with their
own staff.
Results:
This approach has positioned FDOR as the technology leader among State government T&R administrations. Also, by using
SAP as the technology platform FDOR is able to take advantage of the investment in research and development by SAP each
year to improve its products. FDOR was able to significantly reduce the overall costs by implementing the ITS solution as it
resulted in more efficient workflow processes for review and dispute resolution, reducing the number of systems in use and their
associated cost of maintenance and also increasing the overall collections.
Some of the key results of the SUNTAX program include:
To date, over 53 tax types have been implemented and over 30 tax systems have been decommissioned
Florida Department of Revenue, SUNTAX Integrated Tax System Project

Between 2001 and 2004, collections increased by more than 300%
The additional revenue SUNTAX has helped FDOR realize each year more than covers the entire operating budget of the
agency
Elimination of multiple legacy systems reducing their annual cost of operations and maintenance
Cost Savings and Compensation Structure
This engagement was structured under a Time and Material compensation structure.
Disagreements and Resolutions
Not applicable
Percentage Savings Attribution
Not Applicable
State of Maryland, Federal-State Administrative Offset Project

Client Organization:
State of Maryland, Office of the Comptroller
Contact Person, Phone Number,

E-mail Address:
Ms. Linda Tanton

Deputy Comptroller
Office: (410) 260-7806
LTanton@comp.state.md.us
Project Dates:
January 2006 to December 2007
Project Description:
Scope:
The State of Maryland is owed millions of dollars in new unpaid taxes and fees most years, and these delinquent debts have a
significant adverse impact on the States annual budget. For a number of years, the State has utilized data available from its
own financial system to improve debt collection using a payment offset approach to the collection of its aged delinquent debt.
The State of Maryland was offered an opportunity in 2006 to participate as one of three (3) pilot States in the U.S. Treasurys
Federal-State Administrative Offset program. This new program managed by the Treasury Offset Program (TOP) office allows
for the reciprocal offset of Federal and State payments against State and Federal delinquent debt respectively. Participation in
the program required modifications and enhancements to the State of Marylands enterprise resource planning (ERP) system
called R*STARS. These modifications later came to be known as the States Federal Liability Offset (FLO) subsystem.
Over the years, Deloitte has provided outstanding support to the State of Maryland through the development and maintenance
of complex enhancements to the States ERP applications. Because of this track record of success, the State and the
Comptroller of Maryland entrusted Deloitte with the responsibility to design, develop and support the needed custom application
development and enhancements to support the integration of payment and debt information with the U.S. Treasury.
The Maryland Comptrollers primary goal is to improve its debt collection efforts. Project success would be measured by two
criteria, 1) how many additional dollars, over and above its current collection rate, the State could realize as a result of its
participation in the Federal-State Administrative Offset program, and 2) how many dollars the State could collect on behalf of
FMS to satisfy non-tax debts owed to the Federal government. The second criteria, was especially important because this pilot
project intended to test the efficacy of the Federal-State Administrative Offset program. If the U.S. Treasury was not satisfied
with the results achieved, there will be no obligation to let the State of Maryland continue its participation in TOP after the 24month trial period. However, if the U.S Treasury was satisfied with the outcomes, the State will be allowed to participate in TOP
indefinitely, and FMS would agree to include additional payment types in its collections thereby allowing the State to realize an
even greater financial gain from participation in the program.
Deloitte was first tasked with formalizing requirements by hosting joint application requirement sessions and conducting on-site
meetings with both State and Federal stakeholders. These meetings involved the full range of project requirements including
administrative, functional, and technical requirements. After requirements were formalized and acknowledged by the various
parties, Deloitte developed a general design for the new subsystem and integration enhancements, which was divided into two
logically and functionally separate pieces: 1) Debt Side, which involved the extraction of data on State debts, the transmittal of
this data to the U.S. Treasury, the return transmittal of collections data from the U.S. Treasury to the State, and the resulting
updates to the States accounting system; and 2) Payment Side, which involved the inverse processing steps whereby the
State receives non-tax data on debts owed to the Federal Government, does the matching and offset calculation and transmits
the successful offset data back to FMS/TOP.
Deloitte then finalized the detailed design. During the detailed design phase, the State decided that the Debt Side processing
would be handled through enhancements to the States tax system called SMART. The Payment Side processing would be
done through a new subsystem application within the State ERP system (R*STARS). Deloitte finished the detailed design, which
was accepted by the State, and then finalized through the remaining phases of the Software Development Life Cycle (SDLC).
Approach/Solution:
The project was organized into two phases, 1) requirements gathering, general design and detail design, and 2) development,
testing, training, user acceptance testing and implementation. Sufficient staffing was provided for each phase. A detailed
project plan for each phase was developed and submitted to the client for approval. These plans included tasks to be
performed, personnel to be assigned to each task, labor hour estimates, project deliverables to be developed, and a deliverablebased billing schedule.
Two teams, a technical team for the detailed system analysis, architecture, design, development and testing, and a functional
team for requirements, training, user acceptance testing, and system documentation, worked closely together to produce the
final product. The primary business process flows for the new Federal liability offset subsystem and integration enhancements
included (1) Capture, (2) Settlement, (3) Release, and (4) Reversal. Deloittes project management and oversight approach was
a major contributor to the success of the project. Client approval of each SDLC phase was done before proceeding to the next
10
State of Maryland, Federal-State Administrative Offset Project

phase.
During the final weeks of Phase II, Deloittes functional team conducted training for the State and delivered technical and
functional documentation on the new subsystem and enhancements. Thirty days of post-production implementation support
was also provided by Deloitte. Ongoing technical and functional support was then provided by Deloitte utilizing the existing State
ERP support services contract.
Results:
As of April 1, 2011, this successful project has generated an additional $54 million in delinquent tax and non-tax debt collection
for the State of Maryland, and an additional $26 million in delinquent Federal non-tax debt collection for the U.S. Treasury.
Cost Savings and Compensation Structure
Collections are actual offset collections as reported by the Federal Tax Offset Program and can be found on their website
Disagreements and Resolutions
Not Applicable
Percentage Savings Attribution
Not Applicable
11
Appendix A: Team Resumes

Lead Client Service Partner / Program Director
Steve Dahl
Director, Deloitte Consulting LLP
Background
Steve serves as a National Leader in Government Transformation Initiatives, Lead Client Service Partner for the State of
Minnesota and as leader of Deloittes Midwest Regional Public Sector Consulting Practice. Steve focuses in the area of
designing (Strategy) and delivering (Implementation/Operation) transformational change for efficiency and effectiveness in
Public Sector entities. Steve has been with Deloitte for more than 22 years and has been recognized for leadership in idea
generation, change management and training design and development. Steve is a published author and speaks nationally on
the topics of Shared Services; Business Transformation; Government Finance, Security and Accountability; and Cost Reduction.
Selected Project Experience
The State of Minnesotas break through e-licensing program
The program simplifies and streamlines the process of conducting business with the State by placing citizens and businesses at
the center of the government business model. E-licensing services are delivered through an easy-to-navigate web portal that
allows users to determine what is needed to open a business or practice in a profession or trade. The e-licensing solution
provides a standard on-line capability to apply for and renew licenses along with back office technology and processes for
improved regulatory oversight and enforcement to protect the public. The program (part of the DTE initiative) is delivered in a
shared service environment with 24/7 access, improved service, improved security and cost savings.
The State of Illinois national leading practice savings validation, security improvement and shared services initiative
This program defined and measured savings for cost reduction and improvement projects to help create better accountability
and improved transparency of large programs and projects. New processes in the Drivers Licensing and Vehicle Registration
areas were also defined to help improve customer service, improve security and streamline operations. In addition, a business
case, strategy and implementation plan for State government shared services was developed and then implemented in two
State Clusters (groups of agencies with like missions or structures) providing for an ability to do more with less by either doing
the work in a fundamentally different way or by doing better work with fewer resources by developing more focused personnel
and experience. These ran from June 2005 to May 2009.
The State of Minnesotas award winning Drive to Excellence (DTE) government modernization initiative
This program has been recognized by the National Governors Association as a leading practice and by the Computer World
Global Laureate program as a leading example of utilizing technology innovation to drive improvement. DTE involved the full
executive branch of Minnesota State Government (over 60 agencies) and over 200 people in assessing the current processes,
organizational structure and technology capabilities for front and back office services, defining a series of improvement ideas,
developing a strategy, several business cases and an implementation roadmap, and then moving the plans into action with
Executive Orders. DTE ran from August, 2004 to May, 2005 and its implementation continues today, led by the Governors
reform subcabinet with a net of over $350 million in program savings. Steve is currently appointed to the Legislative
Commission on Service Innovation as the representative for the Minnesota State Chamber of Commerce.
Program Director
Scott Wallace
Director, Deloitte & Touche LLP
Background
Scott Wallace is a Director in the Risk Information Services practice. Scott has broad-based experience in public sector,
corporate and business unit financial management and business consulting. He has proven ability to deliver results, manage
and develop staff and partner with business leaders to address critical business issues. He has assisted public sector clients
such as State of North Carolina, State of Minnesota, Defense Finance & Accounting Service, City of Minneapolis, City of
Columbus and the Cook County Forest Preserve. He also has a strong background in the consumer products, manufacturing
and financial services industries, and he has more than 30 years of experience. Scott has led numerous projects, including
budgeting & planning process design and system implementations, customer & product profitability model development &
analysis, and financial process reengineering.
Scott has demonstrated market eminence as a thought leader in budgeting & planning and activity-based profitability/cost to
serve modeling & analysis. He has authored a papers on driving value through leading practice planning, budgeting &
forecasting been a featured speaker at numerous industry and partner sponsored events including the Government Finance
Officers Association annual meeting, National ABC Users Group conferences and industry meetings sponsored by the
Consortium of Advanced Manufacturing- International.
Defense Finance and Accounting Services, Activity Based Costing
Led development and implementation of an activity based costing model across the Defense Finance and Accounting Services
organization. This model focused on identifying the activity cost for the specific business processes in Human Resources,
Resource Management, EEO, Administrative Services and Acquisition Services that spanned all twenty four sites. The objective
of the model was to provide process cost by activity, business process, location, and by DFAS total. In addition we developed
the cost of services provided to the customers they serve.
City of Dayton, Ohio Waste Water Treatment Division, Activity Based Costing
Lead the development and implementation of an activity based costing model for the City of Dayton, Ohio Waste Water
Treatment Division. This model focused on identifying the cost of the divisions activities by process and by customer.
Cook County Forest Preserve, Activity Based Costing
Lead the development and implementation of an activity based costing model the Cook County Forest Preserve. The outcomes
from the model were used to evaluate the cost of user fees versus the cost of providing various park services to the public.
Outcomes resulted in significant savings to the organization
69
Program Manager
Andrew Nippert
Senior Manager, Deloitte & Touche LLP
Background
Andrew has spent over 13 years leading numerous initiatives and large scale public and private sector projects that span the
development of business and technology strategies through the design and implementation of solutions including Integrated
Performance Management, Finance Systems Architecture, Organization Redesign, Cost Management, Data Governance and
Management, Business Analytics and Scenario Modeling, Enterprise Risk Management, as well as Planning and Forecasting
Redesign.
Andrew is also one of the leaders in the Deloitte Analytics Institute, collaborating with executive leadership across various
organizational functions in defining strategies, driving firm-wide, cross functional initiatives for Analytics solutions development
and embedding Business Intelligence in five domains - Risk, Finance, Customer, Workforce and Supply Chain.
United States Postal Service, Regulatory Compliance & Business Process and Financial Data Analysis
Led the agency through the initial implementation of the Postal Accountability and Enhancement Act
Analyzed the financial transactions and controls and underlying data architecture related to the the Order to Cash, Hire to
Retire, and Sales to Cash processes
Conducted workshops with agency managers to lead re-design of financial processes and data governance
Created technology and data flows summaries
Led the design, development and testing of the financial process internal controls procedures
Government-Sponsored Entity, Enterprise Contract Redesign
Served as project manager on the assessment and implementation of a Sales Contract Lifecycle Management and Contract
Information Structuralization Management process and technology solution
Performed inventory on existing contracts and advanced analytics on contract data elements and dimensions
Conducted gap analysis and risk assessment to leading practices and defined a to-be maturity model
Created a strategy to implement comprehensive contract management program and go-forward implementation roadmap
Gathered a clear set of base functional and technical requirements
Developing a cost/benefit analysis and business case for change
Large Health Insurance Provider, Financial Forecasting Assessment and Redesign
Led a financial forecasting diagnostic and feasibility assessment to improve the process and re-centered the strategic focus of
the process on providing value to key stakeholders by shifting the resource efforts from manually calculating and consolidating
data to more strategic decision-making and risk-based analytics capabilities
Conducted discovery sessions to inventory data sources and analyze the maturity levels of as-is financial forecasting
processes
Mapped current systems and processes, identified key business problems and internal best practices
Performed an activity analysis and cycle time study to identify % of time spent on low value activities (data extraction,
validation, report creation) vs. strategic / analytical activities
Gathered strategic customer functional and technical requirements on future State design and facilitated financial strategy
sessions to gain consensus on implementation roadmap
Fortune 500 Agrichemical Company, Integrated Business Planning Diagnostic
Engagement was to assess the feasibility, develop a go-forward roadmap and build a supporting business case to integrated the
business planning and forecasting processes (demand planning, supply planning, financial planning, and strategic planning)
Conducted discovery sessions to analyze the maturity levels of as-is planning processes and determine gaps to leading
industry practices
Performed analytics of planning data aimed at identifying issues with data quality, data management, and data governance
Compared existing metrics and scorecard alignment against industry benchmarks
Facilitated strategy sessions to chalk out and fine-tune a go-forward planning transformation roadmap
Developing a cost/benefit analysis and business case for change and present to senior leadership
Fortune 50 Financial Institution (P&C Insurance), Performance Management Technology
Led the requirements analysis and strategic visioning sessions associated the implementation of Hyperion Planning. Conducted
discovery sessions to inventory data sources and key industry reporting metrics. Integrated Investor Relations into the financial
planning, budgeting, and forecasting process.
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Program Manager
Anu Bulusu
Background
Anu has 13 years of extensive experience in delivering analytics, data quality, business intelligence, data warehousing and CRM
projects on large global engagements. She has program management experience with data integration and conversion projects
on large ERP implementations and can provide services ranging from risk advisory consulting to designing, developing and
leading applications for analytics. She has also led the development and delivery of data cleansing and remediation
engagements and development of models to enhance financial and operational transformation across multiple industries. She
has planned; coordinated and managed large virtual teams up to 140 people. She has experience with managing several
divisions and programs simultaneously; and has authored multiple articles and white papers.
Anu is also one of the leaders in the Deloitte Analytics Institute, collaborating with executive leadership across various
organizational functions in defining strategies, seeking investments and driving firm-wide, cross functional initiatives for Analytics
solutions development and embedding Business Intelligence in five domains - Risk, Finance, Customer, Workforce and Supply
Chain.
A data quality solution for a large public sector energy distribution agency in India
An anti-money laundering program for a major Canadian bank
A scoring engine for customer segmentation and targeted marketing for several divisions of a large US based Insurance
organization
Design and Development of an ETL module for a large London based European banks customer data
Simultaneously managing work from US, UK, Canada, Luxembourg and Australia with over 60 stakeholders to support
financial data profiling and risk analytics on Deloittes financial audit clients
Assisted in the analytics and forensic technology investigation of one of the largest financial misstatement scams in India
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Project Leader Subject Matter Category #3 Tax Collection, Fraud Prevention, and Detection
Mark Wiggins
Background
Mark is a business executive with over 25 years of Information Technology (IT) experience leadership both as a management
consultant and as a leader in various Public Sector roles focusing on data analytics and business and technical strategy and
system implementation. Mark is the National Solution Leader for D.LINX (Deloitte Liability Offset Integration Exchange Service)
and is responsible for the marketing, capture and implementation of Deloittes innovative, new contingency fee-based service
offering to accelerate State participation in the Federal-State Administrative Offset program. He is also the National Solution
Leader for Deloittes Web Data Collection Solution (WDCS) to support the development of longitudinal data systems for public
education entities and higher education institutions.
State of Maryland
Practice Lead for the Deloitte client service delivery teams includes organizing, directing and coordinating the planning and
delivery of the various State of Maryland client contract support activities. Analytic work performed at the following State
agencies:
State of Maryland, Department of Information Technology

Maryland Department of Transportation
Department of Human Resources
State of Maryland, Department of Budget and Management
Comptroller of Maryland
Maryland State Department of Education
Prior to Deloitte (Additional Management Consulting Experiences)

Led the management of multiple client service delivery teams providing ERP implementation, application maintenance and
support, custom software development and application integration services for a State and Local government consulting practice
at the following entities:
City and County of San Francisco, San Francisco, CA

Miami-Dade County, FL
City of Philadelphia, PA
City of Tampa, FL
Cuyahoga County, Cleveland, OH
Hillsborough County, Tampa, FL
City of Indianapolis, IN
City of Fort Lauderdale, FL
City of Shreveport, LA
Fulton County Board Of Education, Atlanta, GA
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Project Leader Subject Matter Category #3 Tax Collection, Fraud Prevention, and Detection
Bacon Gnanaboopathy
Specialist Leader, Deloitte Consulting LLP
Background
Bacon is a PMI certified Project Manager with over 21 years of experience in Information Technology Project Management,
Technical Architecting, Leading Application Development Teams and Practice Development. He has over 12 years of
experience in Public Sector program management and IT project management with solid background in handling the various
phases of the Software Development Life Cycle (SDLC) from project initiation through implementation and extensive experience
acquiring CMMi and ISO 9000 certification. Experienced in development of transactional-based services (D.LINX - Deloitte
Liability Offset Integration Exchange Service) for State government clients to integrate with the Treasury Offset Program (TOP)
to maximize their collection of delinquent debt by means of payment offset process.
State of Maryland, Department of Education - Web Data Collection System
Development project for building a self-customizable data collection system over a secure Internet connection with online error
correction, work flow monitoring, integrated reporting, field-level, role-based application access control and live interfaces to
other DOE systems. In addition, the solution included a Login Management Application (LMA) for managing user logins down to
the Local Education Agencies (LEA) and at the level of school administrator.
Built the pilot system, proposed the framework and won the contract for developing the solution
Successfully led cross-functional teams of 22 technical, business and contract specialist staff and deployed the system in
production on schedule and within budget
Implemented standards, maintained quality in the various project deliverables, acquired and maintained CMMi Level 3
certification for project tasks,
Motivated the team to develop the data collection framework with generic and configurable modules, which helped the practice
in bidding for many data collection projects with the same framework with minimal customizations
State of Maryland, Department of Education - Unique Student Identifier System
Development project for building a web-based Unique Student Identifier System to specifically identify each public school
student in Maryland. The application was built with powerful match engine, integrated reporting system, a web-based data
submission, and case management system for the assignment and dissemination of State student identifiers over a secure,
public Internet connection with role-based application access control. In addition, the solution included a Login Management
Application (LMA) for managing user security, access control and single sign-on features. Team Size: 12.
Successfully managed the many aspects of the project including application design, IT strategy, technical architecture,
development and implementation of the various development and enhancement tasks. Won acclaim for directing the team in
implementing a Login Management Application (LMA) that integrates secure access to the Local Education Agencies using
single sign-on feature.
Functioned as a final authority and responsibility to systems testing, training, and implementation support for the whole
application. Prepared work plans, requirements validation with client staff, signed-off UI design, set system goals, and provided
status, budget and revenue reports/forecasts to senior management.
State of Maryland, Department of Education - Grants Annual Financial Reporting (AFR) Application, Financial Data Warehouse
(FDW) System and Executive Information System (EIS)
Managed the long-term project during the three phases (1) Conversion of AFR application from the legacy Oracle WebDB to
Oracle Portal 10g. (2) Upgrading and enhancing Financial Data Warehouse (FDW) system in order to accommodate the latest
Federal laws and reports (3) Support and maintenance of Grants AFR application, FDW System, EIS Dashboards, Cognos
Impromptu IWR.
As WDCS project successfully managed the project to convert legacy Oracle WebDB based AFR application to Oracle 10g
Portal. Functioned as the technical architect for Oracle App Server/Database installation tasks, Oracle Internet Directory,
Infrastructure Database and SSO, and integrating Cognos Internet Web Reporting. Architect of an enhanced Financial Data
Warehouse system to meet Federal standards. Oversaw maintenance of the implementations, databases, application servers,
portal components. Worked closely with client management for the successful and timely delivery of converted applications and
phased deployments. Responsible for team, delivery, quality, change, issue and risk management.
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Project Leader Subject Matter Category #4 Human Services, Medicaid Payments, Fraud
Detection, Prevention and Program Integrity
Brian Erdahl
Principal, Deloitte Consulting LLP
Background
Brian is a Principal in Deloittes Public Sector practice leading the State Health Information Technology practice with 29 years
leadership and technology experience and specifically 15 years Health Care & Medicaid experience. He has extensive
experience in Public Sector, Health Care, Transportation, Finance, Telecommunications, and Consumer Retail. His recent
Public Health experience includes the State of Maine and the Commonwealth of Pennsylvania as well as advisory and quality
assurance oversight to the State of Wisconsin and District of Columbia Health Information Exchange (HIE) projects. Brian was
in the role of Project Director for Medicaid Management Information Systems (MMIS) recovery of a failed implementation and
subsequent replacement for the State of Maine. He brings tremendous insights into the leadership and management of
migrations to current and future technologies that many projects deal with as a certified Project Management Professional
(PMP), and is one of our leaders in the application of leading practices for technology integration into the Public Health industry.
State of Maine, Office of MaineCare Services
As Project Director and member of the DHHS Steering Committee Brian provides leadership, guidance, management and
provided overall oversight of multiple projects including:
Brian led the State of Maine from an existing troubled systems implementation to business and systems stabilization to
a point of stability. Subsequently lead an effort to undertake a system (vendor) change. This resulted in Federal
approval and broad support from major stakeholders for this project. Subsequently this has lead to a creative, yet
thorough procurement process that was focused on quality and an expedited vendor selection process. Subsequent to
procurement Brian has led the client team in preparing for and kicking off the project with the new vendor (Molina) w.
Full implementation took place over a 30 month period that resulted in a successful and state of the art enrollment and
claims system with functionality that allows a high degree of automation from provider claim submission through the
payment system. This implementation required a high degree of provider collaboration, vendor management, detailed
subject matter expertise, health care best practices and strong project management skills.
Additionally in parallel the State of Maine undertook efforts to plan for and begin the implementation of HIPAA 5010 &
ICD-10, State Medicaid HIT Planning and initial planning for Managed Care implementation
Commonwealth of Pennsylvania, Department of Administration (Office of Information Technology)
Brian provided project guidance and oversight to the development of a Commonwealth of Pennsylvania Business Solutions
Center of Excellence. Within this role Brian provided both strategic and tactical guidance to the implementation of a center of
excellence focused on implementation of new technologies across the 43+ agencies within the Commonwealth. Results of this
implementation were the standardization of application development methods, frameworks and tools for web-centric
applications. Additionally it lead to standardization of portal tools and techniques, security protocols and tools, and a wide
variety of reusable web services across the Commonwealth.
Commonwealth of Pennsylvania, Department of Public Welfare
Brian provided guidance and project oversight for the implementation of the PROMISE Data Warehouse a State Medicaid
decision support and ad-hoc reporting system. This system was designed to meet the reporting and ad-hoc analysis for the
Medicaid office for Pennsylvania. This very large data warehouse housed five years of claims, provider and eligibility
information and was accessible to multiple bureaus within the Commonwealths Department of Public Welfare.
Washington DC, Department of Motor Vehicles
Over the past 3 years Brian has provided guidance and project oversight to the Washington DC Department of Motor Vehicles
project. Within this role Brian has provided guidance and direction on projects in support of critical business components
including MCSIA compliance, AAMVA Digital Image sharing, integration with Inspection Stations, and Drivers License and
Vehicle Registration subsystems. Additionally as a result of Brians leadership the DC DMV has significantly expanded its ability
to meet growing information needs through the implementation of data warehousing concepts and tools. In addition Brian
prepared and reviewed with the DMV options for migration to new technology platforms over the next 3-4 years.
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Project Leader Subject Matter Category #4 Human Services, Medicaid Payments, Fraud
Detection, Prevention and Program Integrity
Samir Hans
Principal, Deloitte Financial Advisory Services LLP
Background
Samir currently leads the analytics practice within Deloitte FASs Federal practice bringing commercial leading practices to
help public sector organizations tackle some of the most complex financial accountability and transparency issues. Over the
past 15 years he has drawn upon his software engineering background to help apply advanced analytics to diverse
organizational issues including sifting through massive amounts of structured and unstructured data to find suspicious patterns
indicative of financial fraud, waste and abuse. He has also led the development of various Deloitte FAS service offerings and
systems in the areas of financial fraud detection, anti-corruption and continuous transaction monitoring.
Throughout his career, Samir has assisted corporate and public sector clients conduct complex global investigations into the
allegations of financial misconduct. Recent high-profile engagements include the UN Oil-for-Food Programme and the Siemens
Foreign Corrupt Practices Act investigation, where he helped each organization trace millions of dollars in bribes, unauthorized
payments and illicit assets
Investigation into the UN Oil For Food Program
Samir led a team of Deloitte professionals to assist the Independent Inquiry Committee (IIC) into the UN Oil-For-Food Program
(OFFP) in its investigation of the United Nations (UN) and its management of one of the largest humanitarian aid program
undertaken by the UN. This project involved amassing millions of records and accumulating investigative leads in order to
unwind the allegations of fraud and sanctions abuses. The team was able to collect and forensically piece together data from
disparate sources and in various languages, to build a master database which was ultimately used to quantify the legal and
illegal activities that took place under the OFFP. The team conducted more than 450 analyses to discover patterns and
relationships within the data and his team comprised of database analytics specialists, computer forensics specialists, business
intelligence investigators and forensic accountants.
Siemens FCPA Investigation
Samir led a team of forensic technology professionals in the largest global Foreign Corrupt Practices Act investigation to date.
He worked in various international jurisdictions including China, Germany, Austria, Belgium, and England to help FCPA
investigative professionals apply Deloittes forensic technology application in the investigation. During this engagement his team
collected and analyzed almost 30 tera bytes of accounting data from over 100 business units. This accounting data was in
multiple languages and currencies.
United States Department of Justice
Samir led an engagement for the United States Attorneys Office for the District of Connecticut (USAO) to provide e-Discovery
and other data-related services for the matter of United States v. Babar Ahmad and Azzam Publications. The engagement team
forensically copied, inventoried and processed data previously collected by the Government and conducted data analytics tasks
as requested by the USAO. The data was gathered by USAO from servers, hard drives, ISPs, and loose electronic media and
paper documents already converted into electronic format.
US Department of Energy
Samir led an engagement in collaboration with a large US law firm to support a Federal Government department in what is
thought to be one of the largest administrative proceedings in U.S. history. Samirs team designed, developed, and hosted a
custom designed and specialized e-discovery application to assist with the complicated legal matter which involved the
development of responses to administrative filings and anticipated litigation.
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Project Leader Subject Matter Categories #5 Unemployment Compensation Analytics and #6

Workers Compensation Analytics
Steve Ginestra
Senior Manager, Deloitte Consulting LLP
Background
Steve focuses on project management, requirements analysis, systems architecture, data modeling, and design/development of
Web-based applications. He has served as a project manager and lead architect for custom development and package software
implementation projects, with an emphasis on solutions based on Java Enterprise Edition (JEE) and Service Oriented
Architecture (SOA). Steve is also a certified by the Project Management Institute as a Project Management Professional (PMP)
and has more than 18 years of information technology experience in areas including software engineering, database design,
and enterprise infrastructure planning and support. He has taught courses on topics related to Java development and has coauthored white papers on Web services technologies, JEE, and business rule management systems.
State of Minnesota
Project Manager for enhancements to a State unemployment insurance benefits and tax system. Responsible for managing the
business analysis, requirements gathering, design, development, and testing processes for quarterly releases of new system
functionality to improve customer service, realize operational efficiencies, and respond to legislative changes. Technologies and
tools included WebSphere Application Server 6.0, Rational Application Developer (RAD), Struts, Hibernate, Enterprise
JavaBeans (EJBs), DB2, LDAP, FileNet P8, Business Objects Crystal Enterprise, Microsoft SharePoint Server, Microsoft Team
Foundation Server, PMD, and JUnit.
State of Minnesota
Technical Manager responsible for managing the development of a new enterprise system for State unemployment insurance
benefits, including architecting of Web services (SOAP) based interactions with external parties, defining an XML templatedriven model for delivery of forms via the Web and high-volume printed mailings, and establishing QA procedures that include
continuous integration, static analysis of code, and automated unit testing. Project also included payment processing integration
(ACH, debit cards) and telephony (IVR) integration. Technologies and tools included WebSphere Application Server 6.0,
Rational Application Developer (RAD), Struts, Hibernate, Enterprise JavaBeans (EJBs), DB2, LDAP, FileNet P8, Business
Objects Crystal Enterprise, JUnit, and Mercury LoadRunner.
uFACTS, Deloittes solution for State unemployment insurance agencies
Solution Architect overseeing the design and implementation of multiple generations of the technical framework underlying
uFACTS, Deloittes solution for State unemployment insurance agencies. Responsibilities included defining the application
architecture, security architecture, integration architecture, and flexible mechanisms for collecting and archiving user data.
Identified and incorporated emerging JEE development technologies such as Java Server Faces and Seam to streamline
development tasks and promote consistency and reusability of application components. In addition, prioritized and managed the
implementation of enhancements to the unemployment insurance business functionality included in the uFACTS Solution
Framework.
Commonwealth of Massachusetts
Quality Assurance Coordinator and Remote Development Manager for replacement of an unemployment insurance revenue
system to be used by a State's 180,000 employers to report wages and submit tax payments. Responsibilities included
managing the quality assurance review of deliverables by national practice group members and managing the development of
batch processes and reports by a team working at a remote development center. Technologies and tools included Oracle 10g,
FileNet P8, Microsoft .NET, Microsoft Windows 2003 Server, Microsoft Internet Information Services (IIS), Microsoft Active
Directory Server, and Business Objects Crystal Reports Server 2008.
State of Minnesota
Technical Manager responsible for the development of the State of Minnesotas Web self-service portal for unemployment
insurance applicants, which facilitated applying for benefits, submitting biweekly requests for payment, and viewing/updating
account information. Managed key elements of the implementation of a Web-based employer services application that allowed
employers to submit wage detail reports and payments online and enabled internal processes associated with employers
unemployment insurance accounts. Technologies and tools included Struts, Enterprise JavaBeans (EJBs), Java Message
Service (JMS), SOAP, Hibernate, WebSphere Application Server 5.1, WebSphere Studio Application Developer 5.1, DB2,
LDAP, FileNet P8, ILOG JRules, Business Objects Crystal Enterprise, Embarcadero Job Scheduler, and Mercury LoadRunner.
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Project Leader Subject Matter Categories #5 Unemployment Compensation Analytics and #6

Workers Compensation Analytics
David Duden
Background
Dave is a Director focused on Insurance, Risk Management and Loss Control Solutions within the Actuarial, Risk and Analytics
(ARA) practice. As a leader of the practice, Dave directs risk management and insurance technology related engagements. In
addition, he heads the RMIS/Lab and Insurance Vendor Alliance initiative for the practice. He has over 25 years experience in
the various phases of the insurance industry, specializing in workers compensation and his background includes positions with
carriers, third-party administrators, agency management firms and insurance technology outsourcing and consulting
organizations. He has successfully managed a wide variety of consulting projects for service providers representing many
technology component of the insurance, risk management and safety industry, including Underwriting systems, Policy
Management, Customer Relationship Management systems, Rating engines, Rules engines, Business Process Management
tools, Claims FROI tools, Claims reserving and payment systems, Medical Management Systems, EDI and Safety compliance
tools.
New York, Metropolitan Transportation Association
Project Director, assisting the worlds large public transit system in the definition of their claims, safety and risk management
systems need. Deloitte conducted a series of needs assessment interviews and inventory of the current systems. We facilitated
the selection of a new technology tool and also assisted in the design of the new system. Using FRA, OSHA and State
jurisdictional requirements we were able to share leading practices in many functional areas to enhance and promote a more
efficient business process. Our last deliverable was a detailed set of Business Use cases, and system flowcharts based on the
new technology provided by a leading systems provider.
State of Colorado
Project Director, assisting on the deployment of the first cloud-based system for the State. The risk management system from
Origami Risk was deployed in less than 4 months, and went live on-time. Hosted on the Amazon EC2 cloud Origami provides
key reporting and dashboard capabilities to the State of Colorado for all of their key insurance and risk management programs.
Deloitte conducted a series of needs assessment interviews and inventory of the current systems. We facilitated the project
management for the new technology tool and also assisted in the design of the new system. Using State requirements we were
able to share leading practices in all functional areas to enhance and promote a more efficient business process.
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Project Leader Subject Matter Category #7 Strategic Sourcing

Kevin Chambers
Background
With over 22 years of Air Force Supply Chain Management and Workforce Development Experience, Mr. Chambers is a
Director and Account Leader for Deloittes Air Force Materiel Command practice. A certified Project Management Professional
(PMP) from the Project Management Institute, Mr. Chambers provides strategic business advice and consulting services in the
areas of Supply Chain Management, Data Warehousing, Strategic Planning, Business Process Reengineering, Workforce
Development, and Logistics Management.
Department of Defense, US Air Force (USAF)
Responsible for providing overall project team direction and project management support to the Enterprise Sourcing Group.
Leads a geographically dispersed 11 person team responsible execution of all phases of the Air Force Installation Acquisition
Transformation Initiative program. The goals of this initiative includes instituting enterprise-wide strategic sourcing goals and
leading practices to save resources, leverage USAF buying power, and reduce contracting actions. Mr. Chambers provides
strategic vision and thought leadership to this high profile, Secretary of the Air Force-sponsored program.
Responsible for effort which developed and provided direct input to senior Air Force Materiel Command (AFMC) military leaders
on the strategic direction, data analysis and the implementation approach for AFMCs Strategic Sourcing initiative. Provided
technical direction on the development of an Air Force Spend Analysis Tool that provides Air Force-wide spend and
performance data.
Served as Senior Project Manager of the $100M Air Force Enterprise Data Warehouse (EDW). This Proof of Concept was
accepted into the GCSS-AF and is now referred to as Air Force Data Services. Led project development teams in scope
determination, design, development, and deployment of the product. Managed requirements definition and interface
establishment for new data sources to be integrated. Worked closely in maintaining the client relationship and satisfaction.
Project Director for the AFGLSCs Lean Six Sigma deployment. Manages a geographically dispersed team of Master Black
Belts, Black Belts, and Green Belts. The team is responsible for supporting the development of the AFGLSCs organizational
strategy, execution of this strategic plan, and providing Executive-level coaching to AFGLSC leadership. Provides project
management support and strategic guidance to the AFGLSCs Enterprise CPI program office to help maintain the AFGLSC is
meeting critical CPI deployment milestones.
Provided electronic data interchange and data mining for the Air Force Materiel Command. Designed various database tools to
address supply chain visibility and performance measurement challenges. Used data mining and data analysis to determine
how proposed process changes will impact information systems.
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Project Leader Subject Matter Category #7 Strategic Sourcing

Patrick Reymann
Manager, Deloitte Consulting LLP
Background
Patrick has more than 13 years experience performing data analytics on private and public sector strategic sourcing
engagements with a focus on supply chain management and procurement. As a Senior Strategic Sourcing Consultant, Patrick
provided training, project management and strategic sourcing consulting to his client. He applied his industry background to a
newly-created organization that sought to develop an organic strategic sourcing capability. He shaped sourcing strategy and
educated assigned personnel on the proper application of the strategic sourcing capability. He drove the transition to a strategic
approach as opposed to a more tactical view of sourcing
Private Sector, Strategic Outsourcing Procurement Professional
Mr. Reymann served as a Transition Manger for Strategic Outsourcing accounts, and the single point of contact for all
procurement matters, to both internal, and external clients. He negotiated and facilitated assignments and new services
agreements covering multiple commodities, including software, hardware, hardware maintenance, telecommunications,
technical service providers, MRO and business services.
As the Senior Procurement Advisor for a global, multiyear, $1B+ outsourcing engagement with a Fortune 50 client, Mr.
Reymann directed a global procurement team as it transitioned over 400 client contracts, in the commodities of IT Hardware,
Software, Telecommunications and Technical Service providers. This work entailed assessing each individual client agreement
and for each, determining whether to keep the agreement, assign it to Mr. Reymanns employer, renegotiate the terms, or to
replace it with another preferred provider. This effort involved procurement teams from each of EMEA (Europe, Middle East,
Asia), Latin America, and Asia-Pacific. Mr. Reymann directed all activity, in a high-visibility position and under extremely tight
deadlines, with financial penalties for any missed milestones. No milestones were missed as all in-scope agreements were
transitioned on-time.
Private Sector, Project Manager and Logistics Analyst, US Import Operations
Mr. Reymann served as the Manager of US Import Operations for a Fortune 50 IT Services provider, at the headquarters of its
North American Distribution Operations. In this role, he managed 15 personnel. He led a network optimization drive to both
reduce inbound logistics cost and transit time. He developed an inbound logistics optimization plan, negotiated directly with
freight carriers and customs brokers and changed inbound transit points. He work was directly responsible for a 10% reduction
on inbound freight charges, while customs clearance efficiency was improved by over 15%.
Key achievements include launching a vendor validation program to certify the training and performance of import brokers,
including both site visits and periodic broker status reports. He implemented Web-based reports accessible to global sites, and
determined that key information was constantly updated.
Military U.S. Air Force, Logistics Officer
Mr. Reymann commanded, trained, and evaluated up to 200 personnel in multiple domestic and global locations, while
operating in various leadership positions.
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Project Leader Subject Matter Category #8 Customer Focused Data Analytics

Vivek Jain
Senior Manager, Deloitte Consulting LLP
Background
Vivek has ten years experience with Deloitte with primary focus on Health and Human Service Practice in Child Support
Enforcement, Integrated Eligibility, and Medicaid and overall over 17 years experience in the technology and consulting industry.
Vivek is currently the predictive analytics lead for Kentucky Data Warehouse project. The goal of child support data warehouse
project is to develop Federal, performance, and operation reports and executive dashboard to manage child support
enforcement program performance and develop a predictive analytics model to increase collections. Vivek was earlier
application manager for the Georgia DHS Data Warehouse project for Division of Child Support Services. In addition, Vivek also
worked as project manager for the Indiana ISETS project. The ISETS project is to maintain and enhance the child support
enforcement system for the State of Indiana and provide strategic advice to the department to improve the program
performance. In addition, Vivek has led the development for the MA IE&R project - a web based screening and application
system for the Commonwealth of Massachusetts and also developed the screening and application solution for the HHS industry
using J2EE architecture and the FAST4J framework. Vivek has also worked as the functional manager of Long Term Care
functionality in TIERS system, an integrated eligibility system using J2EE architecture for State of Texas.
Commonwealth of Kentucky, Cabinet for Health and Family Services
The Cabinet for Health and Family Services (CHFS) has retained Deloitte to develop a state of the art data warehouse and
portal solution providing executive and performance dashboards, Federal, performance, operational reports, predictive analytics,
and portal for custodial, non-custodial parents and employer. The CHFS system will be used by over 1100 users in 120 counties
and the State office. The new data warehouse solution provides an integrated approach to viewing performance matrices from
child support director to individual case workers and allows the department to build more accountability to performance as part
of its organization culture. It will also provide case segmentation to increase collections based on the predictive analytics.
Vivek is the predictive analytics manager on the CHFS datawarehouse and portalproject. Vivek is responsible for leading the
requirements, design, and development effort on the project for predictive analytics and identifying areas for improvement in
Federal reporting. Vivek is managing a team of five Deloitte practitioners and five sub-contract staff.
State of Georgia, Department of Human Services
The Department of Human Services (DHS) has retained Deloitte to develop a state of the art data warehouse solution providing
executive and performance dashboards, Federal, performance, and operational reports. The DWH system will be used by over
1100 users in 99 field offices and the state office. In addition, the system will lay the foundation for an enterprise data warehouse
solution that will lay the foundation to integrate other programs administered by the department such as Medicaid, TANF, SNAP,
Child Welfare, and Aging services. The new data warehouse solution provides an integrated approach to viewing performance
matrices from child support director to individual case workers and allows the department to build more accountability to
performance as part of its organization culture.
Vivek is the application manager on the DWH datawarehouse project. Vivek is responsible for leading the requirements, design,
and development effort on the project and identifying areas for improvement in Federal reporting. Vivek is managing a team of
seven Deloitte practitioners and one sub-contract staff.
State of Indiana, Family and Social Service Administration
The Family and Social Services Administration (FSSA) has retained Deloitte to perform an assessment of the technology
framework and infrastructure required to implement PPACA and assess applicability of States current technology assets and
identify gaps. Project scope includes developing technology and business operating model for PPACA, map current assets to
the technology functions required, conduct interviews with asset owners to review functional and technical capabilities, and
create gap assessment.
Vivek is the technology lead on the PPACA assessment project. Vivek is responsible for leading the technology framework
development, current asset assessment, and gap analysis.
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Project Leader Subject Matter Category #8 Customer Focused Data Analytics

John Gahr
Background
John is a Specialist Master in the Deloitte Information Management practice. John brings over 16 years of Business Intelligence,
Business Analytics and Data Warehousing experience to the team. He has lead full project life-cycle implementations for data
centric solutions in State government, Federal government and private sector. John also has 15 years of experience on the
Cognos Business Intelligence platform.
West Virginia Department of Health and Human Resources
Responsible for the vision, requirements, design, development, testing and implementation of the RAPIDS integrated eligibility
data warehouse and business intelligence solution. The data warehouse integrates eligibility, case and individual details and
provides analytic capabilities to BCF executives, Regional Program Directors, County Office Managers and Case Workers. The
analytic capabilities offered include an Executive Dashboard to manage the Work Participation requirements of the TANF
program. Since the inception of the Executive Dashboard and the accompanying detailed case worker reports, the State Work
Participation rate has increased 10 percent.
United States Air Force Logistics Transformation
John was responsible for overall Data Strategy and Data Architecture for a global logistics transformation program for the US Air
Force. He was responsible for the data migration approach to move data from over 400 legacy applications and into the
integrated Oracle Logistics package. John developed the data profiling approach that determined the data quality and accuracy
of the data coming from the legacy applications. He was also responsible for developing the data warehouse and business
intelligence strategy for the program.
US Department of Transportation (DOT)
John was responsible for the vision, requirements, design, development, testing and implementation for the Oracle Financials
data warehouse at the DOT. His team of business analysts and developers provided reporting and analytical capabilities to track
individual project financials for the various Federal Highway initiatives. The individual project components rolled up to division
levels and Federal level. This analytic solution provided budget and performance reporting to DOT executives including the
Transportation Secretary.
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Project Leader Subject Matter Category #9 Continuous Organizational and Quality Improvement
Tim David
Background
Tim David is an experienced practitioner with our Midwest Regional Consulting Practice within the Public Sector with 8 years of
experience at Deloitte and 12 years as an internal consultant at a large public sector organization providing:
Process, organizational, and system assessments
Business and technical strategy with qualitative and quantitative supporting business cases/financial models
Project management of LEAN/business process redesigns, and systems implementations
Communications, and change management
State of Minnesota, Drive to Excellence, Project Manager
The Transformation Roadmap was created over a period of five months, from September 2004 through January 2005. The
project was executed with a core team that consisted of more than 200 State of Minnesota staff and a team from Deloitte.
Hundreds of additional State staff participated in surveys and interviews, and dozens of commissioners, deputy commissioners,
assistant commissioners, and many chief information officers (CIOs) participated in the Steering Committee, an Enterprise
Workgroup, and other working groups. The project was divided into three phases:
Ready: Data gathering surveys, interviews, and idea generation to identify areas for improvement.
Set: Research into the ideas and data to identify valid opportunities for improvement. The opportunities were organized into
eight broad categories, named Business Transformation Areas, which were then developed into initial business cases by
the teams.
Go: Sequencing the business cases, identifying interdependencies, and developing governance, policy, and structural
recommendations. All of that information was then formed into the Transformation Roadmap.
Results: Operations: Roadmap to Shared Service and ultimately networked government delivery models. Improved access to
services, service quality, and positioning for the future with the States impending wave of worker retirements. Financial:
Significant and sustainable net savings. Initial estimates indicate:
$330,000,000 of cumulative savings from all of the projects (from all funds) by the end of fiscal year 2011.
$216,000,000 of enterprise investments required to gain full benefits and sustain benefits over time.
$156,000,000 of annual savings (savings are from all funds) upon completion of the Transformation Roadmap projects at the
end of fiscal year 2010.
State of Minnesota, Minnesota Electronic Licensing System, Project Manager April 2008 to Present
Project Manager for the implementation of the enterprise-wide e-licensing system for business and professional licenses at
two small boards and two large agencies. Responsible for the teams identifying licensing LEAN business process
improvements, gathering system requirements, designing the solution, and testing and implementing the e-licensing solution
to be used for enterprise-wide e-licensing.
State of Illinois, Shared Services Business Case Team Leader
Governors Office of Management and Budget (GOMB) major transformational initiative initially assessing primarily
administrative/back office functions throughout the Executive Branch to determine a fit for, business case around and go-forward
strategy for shared services. This led to a second project to re-design processes, controls and organizational structures; define
detailed system requirements and implement quick win opportunities for the States Finance, Procurement, Human Resources
and Payroll functions. This effort was a 150+ person team with projected savings in excess of $250 million
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Project Leader Subject Matter Category #9 Continuous Organizational and Quality Improvement
Scott Peterson
Background
Scott has 18 years of consulting experience in the areas of strategy, business case development, business process
design/improvement, systems integration, and business intelligence, and application development. Scott has effectively led
teams to assess, plan, and implement technology-enabled, enterprise-wide improvements for a number of large public sector
organizations including the States of Illinois, Minnesota, and Iowa.
State of Minnesota, Drive to Excellence
Deloitte was engaged by the State of Minnesota to implement a statewide E-Licensing system. Scott serves as the Deloitte
technical lead for this ongoing, multi-year, cross agency effort. Key technical components and activities of the E-licensing
program managed by Scott include:
Implementation of the licensing data warehouse and reporting platform (Oracle / Business Objects)
Development of operational and analytical reports
Multiple legacy system data conversions
Deployment of SOA / XML based interfaces for real-time data replication among agency systems, E-Licensing
applications, and third-party service providers
Extensive data modeling, mapping and cleansing activities
Design, testing and implementation of round-trip financial transaction processing and reporting (E-Licensing to US
Bank to MAPS/SWIFT to IA Data Warehouse to agency licensing systems)
State of Minnesota, Enterprise Transformation Strategy
For the State of Minnesota, led a cross-agency team of 20+ State government personnel to conduct an assessment of business
processes and information technology for the Departments of Administration, Revenue, Finance, and Employees Relations. The
team gathered and analyzed extensive baseline operational data and identified over 50 opportunities for improving performance.
Led a second team of 15+ Human Resources professionals through the process of developing a strategy, implementation plan,
and business case for restructuring the HR function across 72 agencies by adopting a shared service delivery model and
extending the functionality of the existing Peoplesoft HRMS.
State of Illinois, Enterprise Transformation
Deloitte was engaged by the State of Illinois to assess current operations, identify opportunities, and lead an enterprise
transformation of administrative business processes for financial accounting, procurement, asset management, time &
attendance, payroll, benefits administration, training, labor relations and other functions. The transformation effort includes the
design and implementation of reengineered and standardized business processes, deployment of a shared services
organizational model, and procurement and implementation of new enterprise-wide, integrated business applications. During the
assessment phase, Scotts responsibilities included:
Working with agency leadership and subject matter specialists from State of Illinois Central Management Services to
assess and validate their program of efficiency initiatives
Developing a methodology for validating the financial impact of large scale management initiatives in a complex public
sector environment
Leading the HR/Pay assessment team in developing and administering shared services surveys, conducting interviews
with key State agencies, analyzing data and developing financial models for analysis
Developing the business case for implementation of a Shared Services organization and statewide ERP system
During initiation of the Shared Services effort, Scotts responsibilities included:
Organizing the business process design teams and defining their approach
Organizing and leading the technology team
Documenting ERP functional requirements to support reengineered business processes
Performing an inventory and analysis of all business applications (700+) and interfaces (1,100+) used by State agencies
to support their current administrative processes.
Developing a migration/implementation plan for moving from silo legacy systems to ERP
Developing ERP technical system requirements
Coordinating RFP development for ERP software and integration services
83
Project Leader Subject Matter Category #9 Strategic Planning and Data Quality Analysis
Robert Gramss
Principal, Deloitte & Touche LLP
Background
Robert leads our Federal Industry Risk Information Services data analytics offering, providing solutions and services to assist
organization in capturing, sustaining, transforming, analyzing and visualizing their diverse data assets. He has over 18 years
experience planning, designing, and leading data analysis, file interrogation and statistical techniques and systems to support
and enhance financial audit and consulting procedures of complex, multi-system, data rich organizations. He has overseen the
design and execution of various data analytics, statistical techniques, and data remediation procedures in support of numerous
financial audits, financial transformation and remediation efforts, and system implementations.
Department of Homeland Security, U.S. Coast Guard (USCG)
Mr. Gramss is currently leading the data and statistical analysis procedures in support of USCGs audit readiness and
remediation procedures. Focus has been on developing accounting estimates for key balances and liabilities. This has included
sophisticated risk based sampling strategies to estimate liabilities for which current system records are improper or inconsistent.
Use of sampling has enabled calculation of account balances within a reasonable period of time with sufficient monetary
precision and rigor to be acceptable to the financial accountants and auditors. Support provided enabled the USCG to assert to
the readiness of several key balance sheet accounts. Efforts related to the Actuarial Medical Liability were recognized by the
DHS CFO through the The CFO Award for Exception Service for resolving material weaknesses on year earlier than planned.
Government Sponsored Enterprise
Mr. Gramss led efforts at a government sponsored enterprise to assist management with data analysis, reconciliation, data
quality, and reporting in support of the enterprises efforts related to the U.S. Department of Treasurys Making Home Affordable
refinance program. Scope included recommending and ranking analysis to be performed, developing short and long-term daily
and monthly data quality, reconciliation, and reporting routines to support the entitys internal control, data validation, and
accounting processes. Developed and documented procedures to integrate the analysis into ongoing operations, identified
resource requirements, scheduling needs, performance measures to track progress, and facilitated training to transition process
to the client. Assisted management with the identification of the appropriate analysis tools and other technology needs to
support efforts throughout the duration of the program.
Department of Homeland Security, Immigration and Customs Enforcement (ICE)
Mr. Gramss is currently advising the Security Communities Data Analytics & Metrics Unit (DA&M) on data governance and data
quality and integrity. Efforts have included advising on leading practices and recommending on-going assessment activities to
improve DA&M mission execution to improve reporting confidence and decision making capabilities. Mr. Gramss also led efforts
to develop an excel based activity based costing framework for ICEs Federal Protective Service (FPS) to assist management in
matching expenses to key activities performed and associate revenues, monitor spend plans, and provide other reporting to
assist with budgeting and planning efforts. The framework allowed ICE and FPS to gain better visibility into its financial
operations. A key benefit achieved was an improvement in the availability, reliability, and timeliness of management reporting to
assist with business analysis and decisions. Mr. Gramss also assisted ICE with a project to identify areas of improvement
regarding process for developing billing estimates, recording revenue and expenses, and obligation management. Led data
analytics analysis to assist with understanding current practices, quantify issues, and provided recommendations to enhance
processes and controls. Additional efforts included assisted ICE with their undelivered orders (UDO) remediation and
improvement efforts. Responsibilities include performing data analytics and developing a sampling plan to complement
management information and provide confirmation on the stated UDO and accounts payable balances.
Defense Information Systems Agency (DISA)
Mr. Gramss assisted with the Chief Financial Executives Remediation Efforts. The scope of the project includes identifying and
documenting impediments to compliance with the CFO Act as part of DISAs efforts to prepare for anticipated financial audits.
Mr. Gramss was responsible for leading the file interrogation and sampling techniques being used to assess the accuracy and
completeness of the data supporting DISAs financial statements.
84
Project Leader Subject Matter Category #9 Strategic Planning and Data Quality Analysis
Christina Canavan
Background
Ms. Canavan has over 8 years experience planning, designing, and leading data analysis, file interrogation and statistical
techniques and systems to support and enhance financial audit and consulting procedures of complex, multi-system, data rich
organizations. Ms. Canavan focuses on the design and execution of data management and analysis techniques in support of
system implementations, financial remediation procedures, and attest support services. She specializes in identifying and
addressing data quality and integrity issues.
Defense Information Systems Agency (DISA)
Assisted the Chief Financial Executives Remediation Efforts. The scope of the project included identifying and documenting
impediments to compliance with the CFO Act as part of DISAs efforts to prepare for anticipated financial audits. Ms. Canavan
was responsible for managing efforts to perform file interrogation and sampling to assess the accuracy and completeness of the
data supporting DISAs financial statements, as well as ongoing financial reporting needs. Analytics were performed in multiple
areas, including Accounts Payable, Accounts Receivable, Cash, Property, Plant and Equipment, and Undelivered Orders. Data
analysis procedures ranged from, but were not limited to, assessing DISAs accrual models to estimating balances through
statistical sampling to monitoring the time to fully disburse obligations. Ms. Canavan also supported DISAs efforts to establish
asset accountability and assess completeness of capital assets through the development of monthly reporting. She facilitated
the analysis and reconciliation of the General Fund Balance with Treasury records with the Department of Treasury. Ms.
Canavan also presented to the CFE issues, risks and strategies related to converting DISA data to an ERP. Additionally, Ms.
Canavan provided attest support to DISA that included tracking audit related requests, issues, and documentation received by
client.
Defense Logistics Agency (DLA)
Assisted with the review of DLAs inventory sampling design and reporting process to assess whether the financial audit
readiness requirements were met. Procedures performed included analyzing prior inventory sampling results to identify trends,
patterns, and data integrity issues. Ms. Canavan also assisted with a SAP post-implementation review and assessing the
financial audit readiness of inventory valuations. Recommended an approach to obtain and establish an inventory valuation
baseline to support the financial audit. An investigation of Accounts Receivable and Accounts Payable systems to assess the
extent to which the amounts reported in the financial statements were supported by underlying data in the transaction
subsystems was also performed. Project deliverables included recommendations regarding the development of a data
repository and retrieval infrastructure to facilitate future attest requirements. Results and recommendations were documented in
an executive management report. Report was presented to the Audit Committee and the Department of Defense Inspector
General.
Department of Homeland Security, Immigration and Customs Enforcement (ICE)
Assisted the ICE Office of Human Capital in identifying high level metrics, including Human Resource (HR) employees to
employees and HR spend per employee, to benchmark against the Office of Personnel Management HR Line of Business.
Results were used to determine additional HR employees required to achieve strengthened HR services and provide basis for
additional budget requests.
Department of the Interior, Bureau of Indian Affairs (BIA)
Managed the reconciliation, data validation, and compilation of tribal data from disparate systems to create a common working
dataset. Procedures performed included data cleansing and profiling to identify data anomalies or potential errors. BIA used
the common working dataset to perform the historical accounting process.
Department of Defense, Veterans Administration (VA)
Performed data analysis routines in support of the VA financial audit engagement. Analysis performed included identifying data
integrity issues, CMA sampling, Social Security Number validation, duplicate record check, comparison of payment activity by
year, and reconciling data to the general ledger and client reports. Performed amortization recalculation in support of the
financial audit engagement.
85
Project Leader Subject Matter Category #11a, Additional Subject Matter Service Categories
(Electronic Discovery)
Jack Moorman
Background
Jack Moorman is the national leader of the Electronic Discovery Services practice of Deloitte Financial Advisory Services LLP.
He is a principal in Forensic & Dispute Services based in the Midwest Region and practices in the Analytic and Forensic
Technology group. He has more than 15 years experience in forensic technology and over 25 years experience in Information
Technology. Jack has extensive experience guiding large electronic discovery and litigation support engagements and in
developing data warehouses used in corporate disputes, investigations and to support expert testimony. He has been at the
forefront of procedure and tool development for electronic discovery, litigation support and fraud monitoring and detection.
Jacks background spans a wide range of forensic technology consulting, including Electronic Discovery Services, data analysis,
litigation support (litigation database, document management and damages calculation), Computer Incident Response Team
(CIRT), Legal Business Consulting, and Systems Failure Expert Services. He focuses in Analytic and Forensic Technology
(AFT) both nationally and in the Midwest, provides leadership for the Electronic Discovery Solutions Center (EDSC), and
plays a role to expand the use and capabilities of our electronic discovery and other automated service offerings.
Jack also provides expert witness services in forensic technology and IT-related cases including database development,
insurance claims processing, review of integrity of procedures in financial services, mass-torts, insurance claims systems,
electronic discovery, theft of intellectual property and IT systems failure. He has testified and/or been deposed on numerous
occasions and is a frequent speaker on forensic technology issues
Bankruptcy Reaffirmation Class Action Litigation: Led litigation support and data analysis for major consumer credit
corporation and its outside counsel in the defense of a $500 million consumer class action, including creation of a litigation
data warehouse, credit card transaction processing review for liability assessment, exposure modeling and damages
calculation, assistance in legal strategy and input to settlement negotiations, monitoring compliance to the settlement
agreement, and support for and testimony in the companion insurance claim litigation.
Leader of the independent monitor data analytics for a large consumer lenders compliance to the terms of a $500 million
consent judgment.
Insurance Disputes: Leader of litigation database and claims management services teams for several insurance industry
disputes, including regulatory compliance, construction defect, environmental and asbestos claims, and underwriting
misrepresentations.
Insurance Claim Allocation Model: Led the design and implementation of a multi-scenario allocation model capable of
handling hundreds of thousands of claims.
Automotive Insurance Total-Loss Class Action Litigation Support: Worked directly with outside and in-house counsel in
defense of total-loss class action against an east-coast insurance company. After finishing a feasibility study, we finalized
the requirements analysis and litigation database design and development to support early stages of successful settlement
negotiations.
Insurance Market Conduct Examination eDiscovery: Led collection, processing review and production of a terabyte of
electronically stored information (ESI) on behalf of a P&C insurance association in swift response to an Office of Insurance
Regulation document request.
Provided expert services in an IP infringement dispute between security software providers. Services included comparative
software analysis, forensic analysis and eDiscovery services.
Healthcare Intrusion Incident Response and Investigation: Led the investigation, incident response and forensic analysis
into the intrusion of a professional services firms healthcare software development environment. Analysis revealed multiple
intrusions over a period of months and protected healthcare and financial information was exposed and was leveraged to
supported determination of scope of notification required and remediation with several healthcare providers.
Trust Company Fraud Litigation: Leader of IT services team for a receivership set up in the wake of a Midwestern Trust
Company fraud. Developed loss allocation model, relational database, and collection monitoring procedures to recover
stolen funds.
Case Management System Selection: Provided information management services to a County court system to specify and
select case management systems for adult and juvenile courts, as well as Prosecutor and Public Defender offices.
86
Project Leader Subject Matter Category #11a, Additional Subject Matter Service Categories
(Electronic Discovery)
Dhruv Chawla
Senior Manager, Deloitte Financial Advisory Services LLP
Background
Dhruv has more than 11 years of experience specializing in the analysis of corporate data related to fraud investigations,
electronic discovery, computer forensics, complex litigation and disputes, including class action settlements. He has worked on
variety of corporate investigations involving kickbacks, asset misappropriation, vendor fraud, FCPA, financial statement fraud,
10A and other SEC related investigations. In addition to that he has also managed large scale projects involving computer
imaging, document and email recovery, electronic discovery for investigations and litigation.
In supporting investigations and litigation, Chawla utilizes the latest data analytic techniques and relational database technology.
His project management experience also includes claims management, document management, business recovery and
compliance monitoring in legal matters. He has also worked on various engagements in the manufacturing and retail industry
supporting financial and operational analysis for business regeneration and turnaround by designing complex financial database
models.
Investigations - Electronic Discovery and Data Analytics
Led a team of forensic technologist and accountants that conducted an investigation to assess allegations against a large
healthcare services provider for billing fraud and earnings management. He designed and supervised the implementation of
a strategy to capture and review electronic information. The team recreated clients financials, billing and pricing systems to
recalculate proper discounts not passed on to customers, reclassify certain items and assist the auditors in the restatement
of the earnings for two fiscal years.
Led the electronic discovery and financial analytics team to assist a Fortune 50 Company (automotive parts supplier) in
investigating allegations of earnings management and misconduct. Coordinated the efforts to collect computer images and
email information for 150 individuals across 8 countries. Created a repository of over 1.5 million documents for review. Led
the team that performed accounting data analysis to quantify mismanagement impact. Worked with outside counsel to
present the findings to the SEC.
Led a team of forensic technologists that assisted a Fortune 100 Company (Manufacturing Industry) in the restatement of
financial statements for a period of 3 years. Led the analysis of financial data from Oracle Financials and other corporate
specific systems, and the development of custom applications to re-calculate inter-company revenue and write-offs.
Performed evaluation of the controls of the corporate financial systems.
Assisted general counsel to determine if client (Fortune 100 Company) was violating government regulations for receiving
tuition fees reimbursement through student's Federal financial aid. Investigation involved review of electronic evidence as
well as review of clients Oracle-based financial system and other accounting and operational records. . We were able to
identify numerous infractions at various locations and helped the client quantify the amounts.
Litigation Analysis
Led team assisting a Fortune 50 client involved in a large class action settlement. Responsibilities included designing and
developing Restitution model used for calculating settlement amounts for over 250,000 claimants, database applications for
electronic claim identification, categorization and verification, managing a team of 15-17 consultants, estimating and lowering
total exposure amount from $300 M to $150 M. Served as primary contact for in-house/outside counsel for the client and
settlement administrator, producing final reports to the 50 State Attorney Generals.
Claims Management
Managed and formulated the setting up of solutions to electronically process legal invoices in Insurance Claims cases for
multiple insurance companies. Responsible for developing database to process health care insurance claims electronically
and assess financial impact.
87
Project Leader Subject Matter Category #11b, Additional Subject Matter Service Categories
(Proactive Fraud Detection and Prevention)
John Kula
Director, Deloitte Financial Advisory Services LLP
Background
John has experience investigating white collar crime, asset misappropriation, computer crime and cyber-smear investigations,
as well as data analytics, high-tech fraud detection and corporate security matters. John is the Midwest regional leader of the
FAS DTect and Business Intelligence Services (BIS) service offerings. DTect is a technology-based, proactive fraud detection
service used to identify fraud, waste and abuse in the accounts payable, payroll, employee expense reimbursement,
procurement card and related operations of organizations. BIS provides due diligence and background investigative services
globally in the context of M&A transactions, Foreign Corrupt Practices Act (FCPA) and UK Bribery Act considerations, asset
tracing, expert witness vetting and related matters.
John's experience includes conducting FCPA due diligence and related investigations, anti-corruption compliance program
assessments, workplace investigations related to internal theft, fraud, employee misconduct, cyber events, missing assets,
product diversion, counterfeit products, ethical issues, conflicts of interest, and whistleblower allegations. John has also advised
businesses on matters concerning physical security, pre-employment screening, workplace violence and crisis management.
Employee Fraud/International Banking Operations Investigative assistance to a bank that discovered an international
client relationship manager had been stealing from client accounts by issuing cashiers checks payable to herself and her
father. Our assistance included analyzing customer accounts going back more than 10 years for suspicious transactions,
providing a technology platform and resources to review more than 100,000 emails and documents, creating a searchable
database of customer account transactions, developing analytical tests to identify suspicious transactions and calculating
damages so affected account holders could be made whole. More than $4 million in fraud was discovered and the
perpetrator criminally prosecuted.
Qui Tam Investigation/Not for Profit Organization Investigation into allegations that a not-for-profit medical research
and clinical organization was improperly using Federal grant money designated for medical research. The investigation
helped the organization document the proper handling of millions of dollars of grant money, and quantify the amounts
related to missing or insufficient supporting documentation in specific sub-grants. This allowed the organization to negotiate
a successful resolution with the Federal grant sources, avoiding civil or criminal litigation.
Hong Kong Kickback Investigation/High Profile Retail Organization Assistance with an investigation into anonymous
allegations that executives in the companys Hong Kong merchandise office were shaking down vendors for kickbacks. Our
support included computer forensics, forensic accounting and extensive interviewing of company employees, former
employees and vendors in Hong Kong and China. The investigation identified hundreds of thousands of dollars in expense
fraud, manipulation of internal documents that created unauthorized slush funds, and information from vendors regarding
how the kickback schemes were orchestrated.
DTect High-tech Fraud Detection In response to a multi-million dollar fictitious vendor fraud, the Audit Committee of a
multinational medical device manufacturer requested assistance in analyzing the companys vendors, employees and
accounts payable transactional data for other potential problems. The project included analysis of 8,200 employees, 21,000
vendors, 564,000 invoices and 148,000 payments, and development of a profile of the known fraud. This enabled
identification of additional vendors matching that profile, and also helped identify several unexpected relationships between
vendors and employees for further investigation by the company.
DTect High-tech Fraud Detection A Fortune 250 company requested assistance with a detailed assessment of accounts
payable transactions and employee expenses. Objectives were to proactively identify potential fraud cases for further
investigation, identify data inconsistencies and issues within the vendor master file and employee master file, isolate control
weaknesses and recommend improvements. The project included analysis of 26,000 employees, 52,000 vendors, 4 million
invoices, 1 million payments, and 1.5 million employee expense reports. The project independently confirmed the existence
of several employee expense frauds, revealed a serious control flaw in the vendor setup process and highlighted several
undisclosed relationships between employees and vendors that violated the companys conflict of interest policy
Whistle-blower/Vendor Fraud Investigation of whistle-blower allegations surrounding the provision of construction

oversight services by the building management commission of a large U.S. city. We conducted interviews with management
and staff in multiple operational departments and analyzed accounts payable invoices, bidding and contractual
documentation, change orders, and internal and external communications. Our investigation resulted in a presentation to
the Commissions Board of Directors summarizing our findings of vendor fraud and organizational deficiencies.
88
(Proactive Fraud Prevention and Detection / Geospatial Analytics)
Matthew Gentile
Background
Mr. Gentile is a recognized thought leader and entrepreneur in the geospatial community dedicating the past 16 years to working
at the intersection of public policy and geospatial technology. Mr. Gentile began his career as a White House staffer supporting
environmental science and policy development in the White House Office on Environmental Policy in the mid-1990s. He went on
to build businesses that focused on combining the distributive and collaborative power of the WWW with the analytic and
visualization capability of geographic information systems (GIS). In 1997, Mr. Gentile co-founded Syncline, a hosted geospatial
services company. As CEO of Syncline, he quickly became an industry leader, revolutionizing how State, Local and Federal
government published and shared geospatial data on the web with the flagship MapCiti platform.
In 2003, he co-founded, Traverse Technologies where his focus was providing world-class strategic consulting and software
development services toward the collaborative exchange, display and analysis of geospatial content. While CEO of Traverse
Technologies, Mr. Gentiles work included support to the Department of Homeland Securitys Geospatial Management Office,
the US Census Bureau Geography Division, the US Air Force, and the United States Secret Service. He also led efforts at the
worlds two largest commercial satellite imagery companies in the design and development of rapid-discovery and dissemination
systems for sub-meter hi-resolution imagery used in military, intelligence, environmental and emergency response efforts
throughout the world. Since 1999, Mr. Gentile has sponsored support for the OpenGeospatial Consortium through numerous
test beds and pilot projects and led numerous clients through the process of assessing and implementing OGC standards in
their enterprise.
Supported the Geospatial Management Office at DHS advising on numerous initiatives including:
Methods for incorporating geo-data and property information into the GMOs overall data acquisition strategy.
Devised a framework for the use of land parcel data in the detection of fraud in FEMAs Individual Assistance program.
Oversaw the development of a draft digital rights management framework for geo-data at the GMO.
Oversaw the design and development of software tools to support the adoption of the DHS Geospatial Data Model and
the integration of NIEM into the GDM.
Led analysis of HSIP Gold data and methods and tools for facilitating its organization and dissemination.
Led geospatial technology assessments (Google Maps API, Bing API) and data analysis (HSIP Gold, NavTeq,
TeleAtlas)
Led the development of a prototype system for the US Census Bureau to perform the first ever on-line boundary and annexation
updates.
Led the development and implementation of a right of way permitting and parcel system for nations six largest City, San
Antonio, Texas, now processing tens of thousands of transactions annually.
Provided enterprise consulting to support the United Sates Secret Service in the development of a Concept of Future Operations
conducting hundreds of hours of interviews with Secret Service executive management and beyond.
Led the design and development of web-enabled data platform and application framework containing every commercial parcel in
the country and up-to-date sub-meter aerial imagery. The platform supported commercial title and real estate professionals as
well as economic development agencies nationwide.
Led the design and development of MapCiti, the nations first and only fully hosted GIS system for State and local government.
89
(Proactive Fraud Prevention and Detection / Geospatial Analytics)
Joshua Lieberman, Ph.D.
Senior Manager, Deloitte Financial Advisory Services LLP
Background
Josh Lieberman has spent over 25 years building and working with models of data, processes, and enterprise organization for
projects and customers at all levels of government as well as in many commercial and scientific domains. Josh has an
impressive ability to translate the expressed requirements and challenges of multiple stakeholders into enduring design
concepts and concrete system blueprints. He is particularly adept in the practice of interoperability engineering, the use of open
standards and industry practices to build systems that are resilient, sustainable, loosely coupled and work well with one another.
Dr. Lieberman supports this practice both in published writings and with an extensive involvement in standards development
activities.
Web-based Boundary and Annexation Survey (WebBAS) Application, U.S. Census Bureau - Information Architect
The WebBAS system was designed to support Web-based update of geospatial features in the Census Bureau's MAF/TIGER
System as a complementary option for the current paper form and map based system. Josh worked with Census and Traverse
personnel to delineate both the application requirements and the processing rules for Census data updates, then helped
develop a system design which leveraged open standards for flexible workflow configuration and exchange of survey related
information.
National Biological Information Infrastructure, US Geological Survey - System Architect
NBII is a federation of many participating governmental, non-governmental, and academic organizations working with biological,
ecological, and biodiversity information. Josh supported an NBII initiative to develop a distributed, service-oriented Geospatial
Interoperability Framework, producing both Functional Requirements and Technical Specifications documents to guide its
implementation.
U.S. Air Force Research Laboratory, Department of Defense - Lead Architect
As a result of SBIR Phase I & II program awards, Traverse is designing and developing a toolkit that equips disparate, transient,
and isolated information systems for Web 2.0 capabilities such as rapid application development, collaborative link exchange,
resource discovery, tagging and fusion. Josh has designed both the system architecture and the integration of open-source
components for this R&D activity. A new Phase 1 SBIR is addresses multi-level security for Web 2.0 mashups.
U.S. Secret Service, Department of Homeland Security - Enterprise Architect
Traverse supported the USSS by analyzing its enterprise and supporting information systems modernization needs and building
a Concept of Future Operations document. The CONOPS will provide a basis for renewed investments and organizational
transformations leading to a more capable and sustainable future Service. Josh is serving on a diverse team to reach out to
stakeholders across the organization, develop viable CONOPS concepts and threads, and work to build acceptance of
CONOPS recommendations among key Service personnel.
Federal Communications Commission - Geospatial Technical Lead
Deloitte is integrating tens of millions of broadband accessibility features submitted by some 54 States and territories into a
single dataset and other products to support the NTIA National Broadband Map. This data is updated every six months and
Deloitte then prepares new mapping products on an expedited schedule within two months following each update.
90

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