LOLA J.

HARRISON
910 Rock Dove Court, Arnold Maryland, 21012
410) 315-9144 (home) (410) 353-5354 (cell)
lh10130ac@westpos
t.net
Senior Financial Management Executive
Cross-Functional Experience & Cross-Industry Experience
Highly accomplished visionary Executive with over 35 years of financial manageme
nt and comptroller experience with the Department of Defense. Results-oriented,
decisive leader with a proven track record of success in strategic planning, and
problem solving and decision making. Proven track record in cost and program an
alysis, supervision, training of personnel, project and program management. Tend
ency is to thrive in dynamic and fluid environment while remaining pragmatic and
focused. Expertise in Department of Defense (DoD) financial management systems,
Federal Human Resource management interface requirements and business events.

CORE COMPETENCIES

aVisionary Leadership aAccounting Systems Deve

lopment a Mentoring & Coaching
aOperations Management aFinance Systems Development
aStrategic Business Planning
aChange Management aTeam Leadership & Collabora
tion aAccomplished Spokesperson

PROFESSIONAL EXP
ERIENCE
TSA-HR Access, Shared Service Center
Lockheed Martin
2650 Park Tower Ave.
Merrifield, VA 22180
Deputy, PM, Payroll, Personel & Benefits
January 5, 2009 to September 9,2010
As the Deputy, Program Manager for Payroll, Personel and Benefits, I directed d
ay-to-day operations which provides Human Capital support and management of the
Transportation Secuity Adminstration ( TSA) Pay Operations. This operation perfo
rms all of the pay, personel and benefits technical work for TSA to ensure succe
ssful operations and mangement. Additional responsibilities include directing a
comprehensive escalation divison responsible for urgent issues demanding action
and resolution to TSA. Addtionally I directed a branch of expereinced professio
nals in speical projects requring research, business process analysis and re-eng
ineering of TSAas current manual process, included is the Senior Executive mana
gement process, re-engineering into a fully intergrated process and requring a c
omprehensive business process review, and developed and delivered, Postion Manag
ement Organaztion System (PMOS) project. This was accomplished by providing the
functional requirements to create a Job Analysis Tool, and conducted classificat
ion reviews of TSA critical positions.
Key Accomplishments:
a Directed the effort that successfully addressed and eliminated transition pay
roll, personnel, and benefits processing functions and an associated 18 month ba
cklog, within seven months of my tenure commencing January 4, 2010, resulting in
 TSA processing at current to period status, a first for TSA, as stated by the T
ransportation Security Administration (TSA) Administrator, in laudatory remarks
provided to Lockheed Martin.
a Directed the development of fully integrated Transportation Senior Executive S
ervices, (TSES) automation system, thus eliminating a manual paper driven proces
s. Developed Process Flow Charts, Business Rules and Job Aids for the TSES, and
newly formed Executive Group.

Accenture HR Services Inc.

11951 Freedom Drive
Reston, VA 20190
Payroll Technical Services Unit Lead,
June 23, 2007-December 30, 2008
As an Operational Senior Lead, Human Resource, Payroll, for Accenture, I provide
d functional support and management of the Transportation Security Administratio
n, (TSA) payroll program. Served as Lead point of contact for the TSA Program Ma
nagement Office ( PPO), and Oversight teams for existing operations which includ
ed Personnel Actions, Special Handling, Hiring, and complex settlement cases, wh
ere existing rules of law, TSA payroll requirements, and operational expertise i
s a requirement. Worked directly with the TSA to develop payroll technical polic
es, procedures and standard operating procedures. I exercised leadership of over
all administrative elements of the payroll technician program and business acti
vities.
Key Achievements:
a Key Leader with vast Federal Payroll and operational expertise lead the effort
to successfully transition the TSAas payroll processing function from a previou
s service provider while performing the functions of astanding-upa the operation
al function within Accenture.
a Developed the requirements of Monthly Executive Report to provide the TSA with
baseline HR/PTO deliverables.
a Built a strong rapport with TSA key Operational, and Program Executives
a Addressed, and in some instances improved long standing problematic payroll is
sues with the intent of levering optimum payroll performance.
a Provided robust management to improve acustomer servicea and quality to the TS
A employee serviced.
a Developed and implemented operational plans to work and resolved and eliminate
long standing backlogs, while moving forward to expedite improved customer serv
ice to field activities.
a Produce areal-timea performance updates to TSA employees and Executives Offici
als on problematic pay issues.
a Established the PTO Escalation/Action Officer function with staff prior federa
l Payroll and Internal Control experience.

Independent Contractor
March, 2006-June 2007
Responsibilities and Accomplishments Included:
a Developed policies and procedures related resource management system integrati
on for a private sector client, MasterCard.
a Provided DoD subject matter expertise to facilitate the clientas understand of
the DoD environment and operating procedures allowing the client better integra
tion into the federal market place.
Urback-Hacker and Young Advisors, Inc.
1325 G. Street, NW, Suite 500, Washington, DC 20005
Senior Manager, Audit & Forensic Accounting, August 2004- January 2006
Served as the Senior Manager for the audit & forensic accounting division; UHY.
This highly specialized function requires an extensive understanding of busines
s information and financial reporting systems, accounting, auditing standards an
d procedures, evidence gathering and investigative techniques, and litigation pr
ocesses. During my tenure, I provided professional accounting and auditing servi
ces, vast knowledge of the Department of Defense financial systems, created opti
mum solutions designed to meet specific needs and requirements of the various cu
stomers we serviced within Department and collaborated with within other Federal
Agencies and Departments. With a thorough understanding of Department of Defens
e regulations and legislation positioned me to assist with complex reporting iss
ues involving Sarbanes-Oxley.
Services and Accomplishments included:
a Statutory audit and review of annual financial statements
a Internal review and review of internal controls
a Compilation of financial statements and other financial reports
a Risk assessment and recommendations to management
a Special purpose audits.
a Develop and Implemented a comprehensive UHY Project Management Office Program
.
Defense Finance and Accounting Service (DFAS),
1851 South Bell Street, Arlington, VA. 22202
DFAS Supervisory Operating Accountant/CFO Advisor
May, 2001 to August, 2004
Directed and coordinated Agency-wide financial management activity, serving as t
he principal advisor to the Agency Directoras, Chief Financial Officer on financ
ial issues related to the Agencyas $3.5 billion annual operating budget and $130
million capital budget. Provided cross-functional management and general oversi
ght in the long-range and strategic planning of the Agency, and the Agency's fis
cal policy and liaison operations; in addition to providing the Agencyas financi
al management requirements. Received Quality Step Increases (bonuses) for both o
f the last two performance periods. In addition, received two Special Act Award
s within the first 18 months of my tenure at DFAS.
Key Achievements:
aLed financial management efforts required to implement a new Agency-wide fully
integrated payroll system known as E-biz, resulting in cost saving to the Agency
of over 2.5 million in its first year of implementation...
This effort resulted in increased efficiency, greater fidelity of cost informat
ion, improved accuracy of the Agencyas financial and management reporting, and
resulted in the Agency four consecutive, aUnqualified opiniona. It should be n
oted the first of these consecutive aUnqualified Audit Opinion was achieved duri
ng my tenure as the principle advisor to the Agencyas CFO.
aProvided substantial operating expertise, and standardization of business, fina
ncial and systems practices.
Resolved a long standing travel card delinquency problem for the Department; by
working directly with Travel Card provider, in developing reporting and systemat
ic changes within their processes. Thus saving the Department millions.
.
Defense Finance and Accounting Service
1851 South Bell Street, Arlington, VA 22202
Deputy Director, Internal Review
June 1997 to May 2001
Headed a multi-disciplined government-industry team that transformed burdensome
paper-based contractor cost reporting practices to lower-cost, more efficient, w
eb-based submission methods.
Conducted internal reviews and training seminars on automated accounting informa
tion and management systems for both government and defense industry personnel a
nd have been a featured speaker on this topic for national professional organiza
tions.
Key Accomplishment:
aLed efforts which corrected material weakness and internal controls within cont
ract and vendor pay, and identified within the Agencyas Annual Statement of Assu
rance.

Defense Finance and Accounting Service

1851 South Bell Street, Arlington, VA 22202
Senior Supervisory Operating Accountant
September 1995- June1997
Designed and implemented comprehensive performance-based management and financia
l controls for ten of the 23 separate Defense Department infrastructure support
agencies. The resulting aDefense Agency Performance Contractsa provided senior
executives, as well as agency customers, visibility into each agencyas complianc
e with mission essential performance objectives and cost reduction goals.
Key Accomplishment:
aLed department-wide program analysis effort of, and developed alternative fundi
ng plans for, the Purchase Card Program known as IMPAC, within the Military Serv
ices and DoD Components. The result was new formed centrally managed vendor pay
procedure for processing billing statements and projected average annual cost sa
vings of $43 million.
Conducted independent life cycle cost analyses of major defense acquisition prog
rams with a total value of over $214million.
U.S. Army Regional Finance and Accounting Office,
266th Theater Finance Command, (Europe) Germany
Director, Regional Finance and Accounting Operations
May, 1985- September, 1995
Directed financial operations of five major subordinate divisions which included
, civilian and military payroll, accounts payable, and transportation, travel, a
nd operating accounting, located throughout Europe with an annual operating budg
et in excess of $1.2 billion. Considered a subject matter expert in the Federal
Acquisition Regulation, lead an effort which allowed the accounts payable divisi
on to resolve longstanding erroneous payments for the US. Army, with a net retur
n of over 400 million. Directly supervised a military and civilian staff of ove
r 165 with extended authority over more than 80 Foreign National employees.
Key Accomplishments
aConducted major financial reviews on all operational and support functions resu
lting in annual savings to the US Army of over $2.5 million and, successfully de
fended restoration of the organizationas previously reduced budget.
a Successfully negotiated agreements for electronic funds transfer (EFT) serv
ices directly with the Deutsche Bundesbahn (German Railway) resulting in saving
of $1.5 million to the US Army.
a Developed an aggressive contract review process resulting in recouping over
$2.5 million within a fiscal year from five major contractors within Israel, an
d an additional 400 million with prime contractors in Germany.
a Redesigned and implemented a new course of instruction for mid-career level
financial managers within the command.
a At the request of the Commandas General Officer, resolved the long standing pa
yroll and human resource issues for the command, which included systems, and tec
hnical related issues, payroll processing procedures, and customer service. This
effort led to our Finance and Accounting Command to by name one of the Top Thre
e Finance Commands in the US Army, by the Undersecretary of Defense, Comptroller
.
a Developed and implemented a massive transition of payroll operations from US A
rmy Germany to DFAS-PC, consisting of 162,000 employees thought out Europe.
EDUCATION
US Army Financial Management and Comptrollership Program,
Syracuse University, 1990, AMC
US Army Intern Program, 1980-1982
Lake County College, 1977 (AAS)
PROFESSIONAL ASSOCIATIONS
Association of Government Accountants
American Society of Military Comptrollers
Association of Certified Fraud Examiners
REFERENCES:
Elmer J. Nelson
VP, Programs IS&IG Civil, Lockheed Martin
2650 Park Tower Ave, Merrifield, VA 22180
PH: 703-629-6959 elmer.j.nelson@lmco.com
Brig.Gen,USA ( R) Roger W. Scearce, Senior Partner, Vanguard-LLC
12801 Worldgate Drive Suite 500, Herndon, VA 21170
PH :703-593-6760 roger.scearce@vanguard-llc.com
Debra S. Del Mar, Senior Partner, Vanguard-LLC
12801 Worldgate Drive Suite 500, Herndon, VA 21170
PH :571-203-7135 Debra.delmar@vanguard-llc.com
Maurice aMoea Brice, President, MoBre Consulting, LLC
416 Nature Lane, Rockville, MD 20850
CP 240401-1175 PH 301-294-7399 mobre1@msn.com