Meet our DLC Finance and Accounting Consultant, Masis Oganesyan, MBA!

What are your favorite things to do outside of the office? I love spending time with my wife, very curious 11-year-old son, and a creative and artistic 13-year-old daughter. I love reading books, going to the movies, debating Star Wars with my daughter, going to concerts, and hiking. 

How has your background impacted your experience as a consultant? Having spent time in many industries such as biotechnology, vitamin production, clothing manufacturing, SW technology, car manufacturing, and food production, I have been able to acquire skills in various areas of financial management. These areas of competency include operational finance, sales and marketing, manufacturing analysis, supply chain, and logistics finance. In addition to this, over the years, I have refined my technical and data science skills to perform many comprehensive data analyses. I have leveraged these strengths and my expertise to go beyond the call of duty for my clients. 

What’s a typical workday like for you? My typical day starts with reviewing goals and objectives for the deliverables. I then plan out my weekly communications for the clients to ensure the client is engaged with the project and expected objectives. Throughout the day, I make sure to respond to all emails and requests from the client. As the day progresses, my efforts are focused on data analysis, building models, interacting with IT, automating processes, creating new automated reports, and reengineering new processes, just to name a few. 

What motivates you to wake up and go to work every day? I truly love interacting with clients and serving their needs. I enjoy solving problems; it is rewarding to know that I created value for the client and developed a new report or tool they did not have before. This symbiotic relationship hopefully strengthens DLC’s bond with the client.  

What kind of work have you been doing? My last few projects have been in sales and marketing analysis and managing sales data in Salesforce. Prior to that, I spent 18 months reengineering the transfer pricing process and global BPC reporting at a healthcare waste recycling company. All my engagements at DLC have been diverse and exciting. 

Where do you believe you deliver the most value to your client? Every project is unique, but one of my recent clients was a healthcare waste recycling company. The initial part of the engagement was to analyze the current transfer pricing process across the globe to understand how the company was determining the number of resources and costs to charge back to its global counterparts. After investigating, interviewing, and working with all operational and production teams, I created a detailed road map for the executive team on how the company conducts its calculations for transfer pricing. I also created an executive summary for the management team. After the current state was identified, I worked closely with IT to develop an automated model with input coming from various departments to help set up an annual process for transfer pricing calculation. This helped the company reduce its costs in transfer pricing calculations, as most of this work was done by a large third-party organization more recently at a very high cost. This meant that going forward the company can leverage this data to set arm’s length calculation for transfer pricing report. This reduces the over reliance on third parties. In addition to this, after this project was over, the client engaged me to develop Global BPC reporting on all its capital investments. 

How have you brought organization and solutions to environments with a lack of reporting infrastructure or inefficiencies? I have a strong passion for data science and automation to help reduce costs for organizations. Following are the solutions I have implemented at various companies: 

• Implemented Activity Based Costing at ice cream producer where they had inaccurate and vague costing methods. 
• Investigated increasing logistics costs at a vitamin manufacturer and identified steps in logistics that were causing the increase in cost. With a small capital investment, we were able to reduce costs and eliminate waste. 
• Developed an automated revenue package by business unit, by product line, and by geographical territories at a cosmetics company (This reduced time to prepare report from 2 day to 5 minutes). 
• Developed KPI models to show organizational performance across all functional areas. 
• Led the automation of perpetual inventory process, inventory receipts, intercompany transfers, manufacturing production order set-up and inventory issued, COGS postings, standard costs set-up, GL assignments, and BOM set-up process utilizing ABC enterprise application. Worked with IT to ensure implementation. 
• Created BPC reports to highlight activity by functional department, whereas before reports were created manually. 
   

What’s your process like? With every client, I approach projects as if it were my own company with great care and attention to detail. I approach the project by talking to stakeholders and understanding the scope of the project. Additionally, I make sure deliverables and deadlines are well established and agreed upon. At the beginning of the project, I make sure to set forth the clear expectations with the client. As the project progresses forward, I make sure to provide clear status updates at regular intervals.  

Not too long ago, I started an engagement with a specialty clothing manufacturer. The company was posting COGS manually which was time consuming and prone to errors with inaccurate data, which then had to be cleaned up quarterly using significant resources and time. To assist the client, I led and managed the implementation of automated COGS system in the enterprise database environment to automatically post COGS when an order was completed and shipped. This included addressing standard costing, order types, foreign geographies, billable options table, master tables clean-up, internal order issues, and GL mapping clean-up. The new process improved accuracy and timeliness of recording all COGS and helped to isolate real orders from internal orders. The client’s income statement saw instant improvements. In addition, this new capability gave the organization the opportunity to create COGS reporting by product lines.  

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