Tristan Mure, PMP, CFE, CSM, CICA, SSBBP
Senior Business Process Manager at Chevo Consulting, LLC- Claim this Profile
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Bio
Credentials
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Certified ScrumMaster (CSM)
Scrum AllianceMay, 2022- Nov, 2024 -
Six Sigma Black Belt Professional (SSBBP)
Management and Strategy Institute, LLCFeb, 2017- Nov, 2024 -
Certified Internal Controls Auditor (CICA)
Institute of Internal ControlsJul, 2012- Nov, 2024 -
Certified Fraud Examiner (CFE)
Association of Certified Fraud ExaminersJun, 2012- Nov, 2024 -
Project Management Professional (PMP)
Project Management InstituteApr, 2007- Nov, 2024
Experience
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Chevo Consulting, LLC
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United States
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Business Consulting and Services
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1 - 100 Employee
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Senior Business Process Manager
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Apr 2019 - Present
• Supports the Department of Labor (DOL) assisting DOL to monitor and improve the effectiveness of internal controls, as required by FMFIA• Conducts quarterly controls A-123 assessments for the Office of Financial Systems (OFS)• Produced and maintained the Management Assurance project plan/work breakdown structure• Developed the internal controls standard operating procedures for OFS• Provides strategic and subject matter expertise on federal financial systems• Develops NCFMS policies for the operation of the change control board (CCB)• Creates the DATA Act-related requirements• Provided audit liaison support and quality assurance reviews of all Provided by Client (PBC) requests• Works with DOL on key OMB and Treasury milestones, including drafting the Departmental DATA Act Agency Implementation Plan and associated Project Plans• Developed SharePoint archive for artifacts used to support findings, audit tools• Supported the Department of State (DOS), Bureau of Consular Affairs (CA), Office of the Comptroller (CA/C) as Project Manager leading the evaluation of the bureau’s Cost of Service Model (CoSM) to improve the accuracy and efficiency of the tool and methodology• Evaluated the accuracy of the Cost of Service Model, methodology, and output to recover costs of service provision• Evaluated the adequacy of CA’s approach and ability to recover the bureau’s portion of the cost of services to fund and manage risks of the bureau• Provided recommendations of best practices for federal fee-funded organizations that addressed gaps identified during the evaluation and strengthen the ability of the bureau to fully fund its operations within legal authorities
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Thomas & Herbert Consulting LLC
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Business Consulting and Services
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1 - 100 Employee
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Business Process Manager
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Feb 2018 - Apr 2019
• Supported the Securities and Exchange Commission (SEC) responsible for organizing, directing, and managing all aspects of the operational risk program management (ORM), internal controls over financial reporting (ICOFR) and enterprise risk management, and technology support• Assisted with facilitating, and monitoring compliance with A-123, FMFIA, FISMA, and NIST• Utilized the 3 lines of defense to assesses risks for core operations and effectiveness of programmatic financial and non-financial internal controls across the 28 SEC divisions/offices including controls testing and developing mitigation plans for gaps or deficiencies• Served as a consulting resource for divisions and offices crafting their own risk and internal control plans• Submitted weekly Project Status Reports and Monthly Status Reports with ongoing budget estimates to complete • Assessed enterprise risks and controls within the SEC enterprise operational risk framework• Oversaw technical support for the Governance Risk and Compliance (GRC) tool RSA Archer • Developed and maintained SharePoint archive for management assurance testing artifacts used to support findings and remediation results• Provided overall direction of program activities
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PotomacWave
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United States
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Business Consulting and Services
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100 - 200 Employee
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Senior Program Manager
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Oct 2015 - Dec 2017
• Supported the Bureau of Fiscal Service (Fiscal Service) providing Strategic Planning and Analysis, Performance Management, Revenue and Accounting, as well as OMB Circular No. A-123 (Management's Responsibility for Enterprise Risk Management and Internal Controls), and Program Management Support• Managed a team assisting the Executive Board and other stakeholders with the formulation of the FY18-FY22 Strategic Plan to include framework development, strategic-level integration, alignment, and training• Made recommendations based on emerging trends and internal business process changes• Facilitated workshops for each division/branch to assist with developing performance measures supporting their program/mission and aligned with the agency strategic plan • Developed an annual process for monitoring and reassessing existing performance metrics to monitor their success and identify the need for updates• Utilized a balance scorecard approach to facilitate the communication to executive leadership• Aligned bureau-wide strategic goals and objectives with its tactical and operational level plans as well as synchronizing to the Department of Treasury’s Strategic Plan• Supported the development of key components of the Internal Control System to enhance the control environment in A-123 testing• Aided the Surety Bond Section in completing a rigorous financial analysis, ensuring the regulatory compliance of Property and Casualty insurance companies• Developed SharePoint archive for artifacts used to support audit findings, remediation results, and stakeholder responses to performance metrics data calls
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Integrated Finance & Accounting Solutions (IFAS)
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United States
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Business Consulting and Services
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1 - 100 Employee
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Program Manager
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Feb 2013 - Sep 2015
•Project Lead for strategic assessment of Department of Navy audit-readiness efforts for the Department of the Treasury's Financial Management Service Invoice Processing Platform (IPP) web-based system•Facilitated the remediation of material weaknesses in the processing of intergovernmental transactions•Interfaced with both client/customer and performance management and technical personnel to establish standards and performance metrics to ensure full contract performance from all aspects •Project Lead for strategic assessment of Department of Navy audit-readiness efforts for the Department of the Treasury's Financial Management Service Invoice Processing Platform (IPP) web-based system•Facilitated the remediation of material weaknesses in the processing of intergovernmental transactions•Interfaced with both client/customer and performance management and technical personnel to establish standards and performance metrics to ensure full contract performance from all aspects
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Kearney & Company
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United States
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Accounting
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700 & Above Employee
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Senior Process Manager
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May 2009 - Nov 2012
•Served as Project Manager for several federal clients such as the National Transportation and Safety Board (NTSB), United States Department of Agriculture (USDA) Rural Development (RD) Washington Headquarters Services (WHS) Pentagon Renovation and Construction Program (PENREN), and the U.S. Air Force (AF) reporting directly to the COTR•Refined Management Control Review (MCR) Process for budget execution•Assisted with the Talent Management System (TMS) implementation•Drafted SF-182 Request for External Learning Operations Bulletin and assisted in development of Workflow Diagram•Performed deep-dive and self-assessment interviews for selected program work streams, business cycles, Government Purchase Card Program, and Labor Cost Accounting Process to assess risks and effectiveness of internal controls•Oversaw documentation of general business processes, standard operating procedures, internal controls, business objectives, performance measures, and process re-engineering methodology•Developed sampling methodologies, performed testing, and documented findings and recommendations for corrective actions to mitigate risks•Developed the strategic technical approach to assess program performance and compliance with laws regulations, and policies, effectively executing management internal controls of the Management Internal Control (MIC) Program in concurrence with OMB A-123 Circular, FMFIA, Financial Management Regulation (FMR) and Department of Defense (DoD) FMR, Federal Acquisitions Regulation (FAR), Defense Acquisitions Regulation (DFAR), DoD Instruction 5000.2, Yellow Book, and Red Book•Represented the AF along side 24 other federal entities providing policy/compliance subject matter expertise to the Accounting and Auditing Policy Committee’s (AAPC) General Property, Plant, and Equipment (G-PP&E) Use Task Force•Prepared documentation requirements for completion of Systems Assertion Packages related tasks related to the FIAR plans and audit-readiness
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Senior Financial Manager
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Dec 2007 - May 2009
• Supported the Defense Logistics Agency (DLA) with the KPMG team for two tasks as the Procure to Pay Deputy Lead managing a geographically dispersed team responsible for the data cleansing, research, reconciliation and resolution of residual accounts payable balances, unliquidated obligations (ULOs), undelivered orders (UDOs), and abnormal balances• Served as the Order to Cash Deputy Lead managing a team responsible for OMB Circular A-123, FISMA, and FMFIA compliance. • Assisted with the development of CAPS, POAMS, FIPS, Process Cycle Memorandums, Flowcharts, and Risk Analysis• Oversaw the identification, collection, and reconciliation of computer data files to their respective financial statement account balances; and performance of specific data mining to support audit-readiness • Assisted with the development and execution of corrective actions on behalf of the data cleansing team • Researched causes for mismatches between buyer and seller data precluding accurate posting of eliminated entries• Documented end-to-end business processes to include service provider organizations and supply centers• Facilitated the development and implementation of an accounts payable data cleansing database; and developed standard operating procedures for results reporting along with a database user’s guide
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Robbins-Gioia, LLC
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United States
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Business Consulting and Services
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200 - 300 Employee
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Consulting Manager
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Sep 2006 - Dec 2007
• Supported the Department of Homeland Security (DHS) United States Customs and Border Protection (CBP) for the $1.4 billion TECS Modernization project• Provided subject matter expertise and portfolio management support in areas of IT governance best practices and regulatory compliance• Developed Risk Management Plan, performed Risk Assessments, and risk mitigation strategies• Monitored and evaluated the Rough Order of Magnitude (ROM) on an ongoing basis • Formulated and tracked approved budgets from inception through execution, providing detailed periodic reports with summaries to the ESB Branch Director, and other stakeholders• Provided input to the SDLC, System Development and Demonstration (SDD) budget process, Resource Allocation Planning, and DHS Planning Programming, Budgeting and Execution (PPBE) process• Tracked and maintained the status of funds commitments and obligations• Utilized key performance indicators (KPIs) to track the TECS objectives and report progress• Drafted clear and concise SOWs/SOOs, IGCEs, sole source justifications, acquisition plans, risk management plans, project management plans and other documentation to support branch acquisitions• Produced OMB 300’s and Exhibit 53’s in support of investment justifications for new acquisitions
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Senior Budget Analyst
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Mar 2006 - Sep 2006
• Supported DHS/CBP compiling and analyzing data to prepare budget proposals• Recommended program cuts and/or reallocation of excess funds• Developed and monitored budget models and provided budget to actual analysis along with expense forecasting for project managers and department heads• Reviewed invoices for direct and indirect cost comparisons as projected in budget allocations • Supported DHS/CBP compiling and analyzing data to prepare budget proposals• Recommended program cuts and/or reallocation of excess funds• Developed and monitored budget models and provided budget to actual analysis along with expense forecasting for project managers and department heads• Reviewed invoices for direct and indirect cost comparisons as projected in budget allocations
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Orr Group
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United States
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Philanthropic Fundraising Services
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100 - 200 Employee
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Finance and Internal Auditing & Controls Consultant
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Oct 2005 - Feb 2006
•Performed internal audits of client financials•Served as quality-control overseer for all internal and external financial reporting•Performed reconciliation of revenue, expense, and investment accounts
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Director of Finance and Adminstration
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Jan 2003 - Oct 2005
•Developed annual budgets and reconciled multiple financial accounts for multiple clients•Implemented guidelines and policies governing the formulation and maintenance of the budget, and also measuring performance using key performance indicators (KPI) for client accounts•Developed accounting and policies and procedures for the accounts receivable aging process as well as the accounts payable process for client accounts•Provided spending analysis in support of federal grants and projects •Provided budget to actual results, ratio and variance analysis, and forecasting for department heads •Interfaced with board of directors and lead audit committee meetings•Negotiated contracts, developed and distributed RFP’s (request for proposals) for “bidding out”•Developed and enforced all financial and investment policies and procedures•Managed A/R, A/P, petty cash, and performed monthly and yearly closeout procedures•Facilitated filings and communications with regulatory authorities regarding personal property, business licenses, sales tax and occupancy returns•Provided analysis, such as sublease cost, buy vs. lease, and cost accounting projects and analysis•Accounted for investments, including allocation of earnings, charging fees, and reconciliations with investment managers and custodians; and managed banking relationships•Assisted in the annual audit and preparation of account analyses and research on account activity as requested.•Ensured compliance with applicable tax and other regulatory agencies and facilitated annual audit•Supervised and trained administrative team and new-hires as needed
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Union Pacific Railroad
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United States
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Rail Transportation
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700 & Above Employee
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Operations Supervisor
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Apr 2000 - Aug 2002
•Directed and supervised the safe and efficient movement of trains, equipment and railroad employees connected with on-track operations.•Demonstrated the ability to problem solve and multitask •Responded to any emergency situations such as dealing with hazardous material spills, crews that fall ill or injured, collisions of trains or trains and automobiles, cars stuck on the tracks flooding issues, high wind issues, etc.•Managed 60 to 80 field personnel daily and collaborated with every level in the company directly or indirectly
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Fixed Asset Accountant
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Sep 1998 - Apr 2000
•Performed monthly reconciliations, tracking, analysis, audit and reporting of all expenditures related to capital projects, working capital, construction in process, and property taxes•Produced depreciation schedules, amortization schedules for fixed assets, and ad hoc financial reports•Performed financial analysis of proposed capital budgets pertaining to expansion projects and fixed asset purchases evaluating project effectiveness•Managed accounts payable for corporate property taxes
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Finance and Operations Manager
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Dec 1997 - Sep 1998
•Managed payroll, accounts receivables & payables, monthly closeout, scheduling, interviewing, call center supervisors, and customer specialist representatives (13)•Designed Access databases for processing client orders•Implemented incentive programs for employees to help to increase productivity•Implemented new payroll system to more accurately track and report employee work hours and leave of absences •Managed payroll, accounts receivables & payables, monthly closeout, scheduling, interviewing, call center supervisors, and customer specialist representatives (13)•Designed Access databases for processing client orders•Implemented incentive programs for employees to help to increase productivity•Implemented new payroll system to more accurately track and report employee work hours and leave of absences
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Education
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2005 - 2006
University of Maryland University College
Master of Business Administration (M.B.A.) -
2002 - 2005
University of Maryland University College
Masters in International Management (M.I.M.), International Finance -
1994 - 1998
Creighton University
Bachelor of Science in Business Administration (B.S.B.A.), Finance, General -
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Creighton University
Bachelor's degree, Finance, General -
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Creighton University
Bachelor's degree, Finance, General
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