Barry Cooke
(732) 759 8470
Fax (509) 561-0988
bcooke@ebgroupllc.com
www.ebgroupllc.com
Ben
Professional and Business Experience
OFSA & EPM Experience
OFSA Implementation at Bank
Role Description: Solution Lead and Architect
 Inbound/Inbound System Interfaces development for Fee + Gen/Pen Trust System, Cash Sweep –
TBR, Northern Funds, Fund Co-administration, Fund Management, FX, Global Cash Management,
Manual Sources, National Trust System, and Fundmaster
Summary of Role in Data Management, Aggregation, Consolidation and Decision Support

Build NPR using Oracle OFSA platform that serves as a trust profitability system accounting for the
revenues from all 90,000 + trust accounts both domestic and foreign.

Deploy the Oracle delivered interface tool monthly feeds from the trust source systems provide NPR
with the data required for profitability processing and reporting.

Map volumes for cost allocations come from interfaces to the National Trust System and
Fundmaster.

Fed other factor files and costing information are also into NPR from operations.

Fee + provides automated monthly feed containing fee information by client account.

Map Gen/pen provides automated monthly feed containing revenue not processed by the Fee Plus
system such as tax, non-recurring, estate/guardian and securities lending.

Map the TBR provides automated monthly feed of cash sweep revenues by fund and by trust
account for the Common, Collective, Institutional, and Northern Mutual Funds.

Map the Northern Funds System (NFS) provides the calculated revenue and rebates for equity, bond
and money market funds. The money market fund calculations do not contain revenues associated
with Trust accounts.

Fund accounting and NTGI finance provide fund co-administration fees and fund management fees
by fund. Involves some manual intervention.

FX revenues are interfaced from the Management Reporting tables and also require manual
intervention.
Customer/Product Profitability Implementation: At a regional financial institution, led the
development team that implemented customer/product profitability, aggregated from an instrument
level, for a mid-sized regional bank. Activities included extract development, system design,
development and implementation utilizing OFSA (TP, PA, B&C, Admin) and PL/SQL stored procedures.
Methodologies included full-absorption activity based costs, risk based capital attribution and funds
transfer pricing.
Role Description: Project Lead / Solution Architect
 Day-to-day team lead for the Profitability Management and Design group that provided
integrated performance and risk-based profitability. The calculation engines were developed in
Oracle OFSA (FTP, PA, BC, RM, Admin, stored procedures) with reports delivered via Custom
Excel (VBA), and Hyperion Essbase. Methodologies included full-absorption activity based
costing-ABC, risk-based capital attribution and matched-maturity funds transfer pricing-FTP.
 The development project work streams included: Conceptual Design for data and systems,
Build, UAT and Deployment for calculation engines and the reporting tools, and project
management. The monthly production efforts included managing system and staff resources to
meet management reporting SLAs, change management, reconciliation and problem resolution.
 Completed vendor-delivered training for: Oracle OFSA (Funds Transfer Pricing-FTP, Balance and
Control BC, Rate Manager RM, Performance Analyzer PA)
 Extract Development: Led the data extract efforts to capture instrument/customer level data
used to calculate risk-adjusted product, instrument and Line of Business profitability for the
organization. The project work streams included: requirements gathering, technical
specifications/data design, testing, reconciliation and implementation into the data warehouse.
 Training/Deployment: Created and administered hands-on training for Oracle OFSA
functionality, as well as, providing information on the various methodologies employed for riskbased profitability reporting. Created an implementation-specific OFSA training doc and
methodology specific materials for FTP and profitability allocations.
 Project and People Management : Led multiple, full life cycle systems development projects
ranging from teams of 5 to 20 people, both functional and technical resources through all
phases of project lifecycle, including requirements gathering, conceptual and detail design,
build, user acceptance testing, deployment and end-user training. Efforts included: creating and
maintaining project plans, communication to executive management on progress and
challenges, resource planning, facilitating design sessions, creating training materials and
transition plans.
Profitability Solution using OFSA implementation. A Large Regional Bank bank aimed to be a leading
regional player by adopting and implementing multi-discipline best practice models across the bank
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and group. The bank wished to position itself on a par with global players by riding on the momentum
of a group-wide initiative to update and replace its core banking systems, general ledger, and CRM
capabilities.
Role Description: Project Lead / Solution Architect
 Design and implement an end-to-end Integrated Performance Management capability covering
Funds Transfer Pricing, Activity Based Costing and Capital Allocation at account level. Also included
Management of Credit, Market and Operational Risk as well as Strategic Planning and Rolling
Forecasts
 Design and develop a data warehouse for the bank to address performance management and
bank-wide reporting requirement needs
 Leverage performance management work done in the previous years on Funds Transfer Pricing,
Activity Based Costing and Capital Allocation
 Upgrade the old version of the Oracle OFSA tool and use it as the basis for the bank's data
warehouse
 Leverage current project work in Portfolio Management, credit scoring and risk ratings for inputs
into the performance management model
 Tied Performance Management project to overall Symphonia Programme which implemented
Oracle Financials as well as new Retail, Commercial and Treasury Banking systems, giving the bank
all new systems.
 Develop single data repository for performance management and other reporting requirements
such as regulatory reporting
 Improved performance management capabilities that supports customer and product level
profitability analysis
 Promoted a value-based management culture across the bank through the matching of costs to
revenue, and recognising the capital costs associated with doing businesses. Incorporated Planning
for Value
 Completed a three-year effort in 7 months using primarily Accenture assets.
For one of the largest asset backed and installment lending firms in the US, day-to-day team lead for
the Business Performance Measurement group that provided integrated performance and risk-based
profitability reports for one of the largest financial institution in the US. The calculation engines were
developed in Oracle OFSA (FTP, PA, BC, RM, Admin, stored procedures) with reports delivered via
Custom Excel (VBA), and Microstrategy OLAP. Methodologies included full-absorption activity based
costing-ABC, risk-based capital attribution and matched-maturity funds transfer pricing-FTP.
Hands on implementation manager for Hyperion Enterprise system used for speeding up ledger close
and running complex tax rule calculations.
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The development project work streams included: Conceptual Design for data and systems, Build, UAT
and Deployment for calculation engines and the reporting tools, and project management. The
monthly production efforts included managing system and staff resources to meet management
reporting SLAs, change management, reconciliation and problem resolution.
Finance Transformation & Related Experience
Finance transformation initiative at Neuberger Berman for mutual fund, Asset servicing, and private
equity line of businesses. Finance transformation initiative led to design and rebuild new finance
function including process, technology, Org structure, compliance, and control.

Facilitate finance function capability model on Control, Compliance and efficiency dimensions;
Conduct workshop for finance future state operating model, build consensus on vision and
strategic role, identify high priority agenda for new company, and facilitate recommendation for
operational capabilities; design new Chart of account structure and hierarchal structure to
accommodate complex mutual fund and private equity lines of business; facilitate new
management structure to support 32 legal entities and minimum required statutory, local and
regulatory reporting requirements; design a multi-dimensional Code block to facilitate
management reporting by LOBs at product and money managers' level, drive a thin GL structure
approach to avoid over simplification in chart of accounts; define high priority finance management
processes to meet the GAAP accounting requirements, and keep the design close to IFRS structure,
design finance core data dictionary, security control and compliance; facilitate finance function
requirement gathering workshop, and led vendor selection process for a General Ledger system,
provided recommendation on vendor -product capabilities and fit-gap analysis to accommodate
the business model.
 Co-led finance organization assessment (approximately 1,600 people) for a global bank. The
primary objective of this project was to identify opportunities for efficiency and centralization,
driving toward a new operating model and a world class finance organization.
 Worked with Top 5 Global Investment Bank to drive comprehensive finance/risk transformation
to lay groundwork for: new Bank Holding Company (BHC) regulatory reporting requirements, Basel
II data and process standards, IFRS Reporting and Capital / Risk Management analytics.
 Global Reporting Solution Lead for Top 5 Investment Bank's Implementation of Financial System,
laying the groundwork for enhanced Financial Reporting, IFRS reporting and calculations.
 Tax compliance and forensic study at a large custodial bank (Asset and wealth management):
Lead Tax compliance and forensic study project to help the bank with potential tax withholding
exposure and high magnitude effect on annual tax reporting process.
 GL integration and regulatory reporting for a Global Bank: Led global GL implementation project
at a large investment bank. The project goals included GL, Sub GL interfaces, Securities borrowing &
lending, CoA localization, GAAP to IFRS conversion, regional & global consolidation, and regulatory
reporting.
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 Lead for Global Bank’s Americas Implementation of a Financial Data Warehousing and Reporting
Solution and Consolidation System to Address Financial, Management and Regulatory (Basel II)
Requirements.
 M&A Business Integration and “One Bank” Solution at a large European Investment Bank:
Managed and led the team implementing process and data integration at a large European
investment bank. The project goals includes: provide an integrated system to manage post merger
financial and workforce processes consistently across organization, people, product and region;
provide analytical capabilities to Executive management.
 Development of Performance Management Strategy - Market Oriented Operating Model: Lead
program to help a large retail company for a performance centric operating model. Key
responsibilities includes define performance management processes, financial planning model, key
performance metrics and alignment to channel and retail organization, manage executive
management & key resources, capability lead for market focus strategy, standard operating
processes and planning management.
 Global Financial Solution Lead for a large P&C Insurance company: Led a reporting and data
strategy assessment project for P&C Insurance Company. The project goals included providing a
reporting strategy to align finance operation and business segment reporting for CFO office. The
business segments included were Personal, Business and International insurance service lines. The
assessment project has covered management, regulatory, statutory and investor relations
reporting and alignment to business goals across all insurance offering segments.
 Financial Data Strategy & Architecture Solution Design: Design lead for the Financial Data Strategy
and Solution at a large global investment bank in New York. Led and conducted current state
assessment, future state design, strategic roadmap and global implementation team. Provided the
implementation roadmap for the Management and Regulatory reporting, Master Data
Management, Quick-Win data models.
 Led Financial Consolidation Strategy for a large Asset Manager: Led financial and customer
intelligence strategy program for Asset Manager. Program includes: Corporate Financial
Consolidation; manage team of financial experts, Data Center and Technical/Infrastructure
development teams.
 Overall Program Manager / Lead Executive for Enterprise Financial Performance Management
and Balance Scorecard at a large P&C Insurance company: Manage the implementation of the
EFPM and balance scorecard to provide the Strategic Finance Organization with five year strategic
relationship model at a large North American Financial and Insurance company. Led the effort of
developing reporting and data management strategies to use PeopleSoft or non-PeopleSoft
information assets and enhance business decisions by working in close coordination with the
Strategic Business Services units, data stewards in business and business solutions team;
Developed reporting strategies/ solutions for organization’s current and future information
delivery needs.
Technology Capabilities
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Proficient in Microsoft Office Packages, VISIO, PowerPoint, Excel, Word, Access
Implemented - PeopleSoft Financial & HR, PeopleSoft EPM, Oracle OFSA, SAP BW/BeX, Cognos CPM,
Business Objects Suite, HFM, Hyperion Essbase, Hyperion Reports, Hyperion Analyzer, Informatica,
Ascential Data Stage.
Evaluated, trained in, developed in or worked with the following: SAP, PeopleSoft EPM, PeopleSoft
Financials, Cognos Planning, Business Objects, Hyperion 9, Abinitio, and variety custom applications to
address financial reporting, dashboards and analytics.
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