With a solid foundation as an Oracle NetSuite Consultant, my focus at NetSuite revolves around driving strategic solutions and gap remediation to address our clients' most pressing challenges. We, as a team, have successfully collaborated with clients across various sectors to enhance their operational efficiency and align their business processes with industry standards.

My proficiency in Celigo Integrations and MVC, honed through impactful project management and solution architecture roles, empowers me to design and implement complex ERP systems tailored to the unique needs of each client. This dedication to client success is bolstered by a NetSuite Certified SuiteFoundation and a passion for continuous personal and professional development.

Sabran Hameed

Your expensive NetSuite might not be broken.

I see this constantly.

A company invests $200K in an ERP. Six months later, the finance team is drowning in manual workarounds. The warehouse manager is running a shadow system in Excel.

Everyone blames the software.

But when I dig into the original requirements, I find the real ghost.

The implementation partner asked what the system needed to do.
No one asked how the people actually worked.

I remember watching an accounts payable clerk spend 30 minutes every morning manually copying vendor data into a spreadsheet. She thought NetSuite couldn't handle the bank format.

It took two clicks to fix. The feature was already there.

She had been wasting hours of her life because the implementation focused on technical configuration instead of human workflow.

The system was working exactly as designed.

It just wasn't designed for the people using it.

You don't need new software. You probably just need to have the hard conversations about process that you skipped the first time around.



#NetSuite #ERP #BusinessProcess #DigitalTransformation #WorkflowOptimization

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Oracle Cloud Infrastructure 2025 AI Foundations Associate (1Z0-1122-25)

Oracle NetSuite AI Foundations Associate

NetSuite Certified Administrator

NetSuite Certified Financial User

Communication Foundation

Effective Listening

Interpersonal Communication

SKILLED

Accounting Foundation

NetSuite Advance Revenue Management

NetSuite Certified SuiteFoundation

Project management 

MBCS

Project Management Professional

Gap Remediation Leadership: Drive strategies to address client gaps, fostering agreement through effective communication and consensus-building.

Strategic Solution Design: Employ strategic decision-making in crafting solutions and architectural recommendations to meet client needs.

Client Collaboration: Collaborate closely with clients to identify and resolve their most critical challenges, prioritizing their success.

Leading NetSuite Practices: Guide clients and partners in implementing leading NetSuite practices, ensuring alignment with industry standards.

Complex Solution Architecture: Architect solutions for intricate business requirements, leveraging configuration, integration, and technical components in partnership with our Technical Services team.

Subject-Matter Expertise: Develop expertise and thought leadership, working with Product teams to ensure effective adoption of new features and capabilities.

Detailed Requirement Definition: Define precise functional requirements for automations, integrations, and data migrations, ensuring alignment with client objectives.

Technical Collaboration: Collaborate with technical teams to design and unit test automations and integrations, ensuring quality and reliability.

Quality Assurance: Perform quality reviews of deliverables developed by team members, providing valuable feedback and guidance.

Continuous Learning: Pursue ongoing product knowledge enhancement and relevant certifications to stay updated on industry trends and best practices.

Senior Principal Consultant

Senior Oracle NetSuite Consultant

Some of the responsibility covers:
•	Manage the implementation life cycle in coordination with the project team of the customer and deliver within the budget and time frame.
•	Manage customer expectations and ensure customer satisfaction.
•	Creating project plans, monitoring project progress, and preparing project progress reports.
•	Gathering, analyzing, and documenting customer business process requirements.
•	Preparing solution specifications and demonstrating the blueprint of the solution to the customer based on their requirements.
•	Managing HCM SuiteApp product development with multiple legislation incorporation.
•	Implementing the ERP/HCM software to best meet the customer business process needs.
•	Customer training.
•	Promote consultancy services to existing customers and generate consultancy revenue.
•	Preparing pre-sale demonstrations and presenting solutions to prospects.
•	Responding to RFP and RFQ’s.

Oracle NetSuite Consultant

Managing the whole project from the first to end. The project is broken into module / phases and each modules will contain the each project plan to archive the target. I was very enthusiastic to work with the challenges. 

Managing and handling wide range of customers who are into many sectors without any hurdle and balancing their satisfaction. It was really fascinating and challenging work but this was smoothly handled by myself and my team.Archiving each milestone ends positively. This gives us the good strength to start the new targets.

Working with customer to identify and define the scope of the project.
Coordinate project schedules, resources, timelines and information 
Check Coordinates project activities and ensures all project phases are documented appropriately 
 Work on Risk Analysis and the mitigation plan
 Monitor project progress and handle any issues that arise 
Create and maintain comprehensive project documentation, plans and reports 
Present solutions and recommendations in written or oral reports to key decision makers. 
Prepare documentation and present progress reports to customers 
Identify issues, create hypotheses and execute analysis; Translate data into meaningful insights. Ability to understand and design functionalities 
Analyze IT requirements within companies and giving independent and objective advice on the use of IT
Liaise with staff at all levels of a client organization
Assume responsibility for project tasks and ensure they are completed in a timely fashion

Project Leader

Developed  Reporting and Custom Application with latest technologies. Using MySQL , MSSQL and for database tools. Starting from Planning to Testing , Following SDLC (Software Development Life Cycle ) methods to complete the project..

•	Initiated the GreenHR a cloud based SaaS HCM.
•	Developed Complete GreenHR product.

Programming & Implementation Consultant

I involved to develop .NET Application , PHP Websites and Applications, Converting the mobile prototype to a native mobile application. It was a really great experience when working with ITSthe1 Solution. There are a lot of ways to learn and execute to our career.

Software Developer

Certified Oracle NetSuite & AI Consultant

English

Sinhalese

Tamil

Kempinski Customer Portal is a web application which made easy for customers to communicate via Kempinski Customer portal. Which can handle more than 200 Owners and contain modules such as in built email system, Request Management , Financial Documents , Bulk Messages etc.

Kempinski Customer Portal

EPRE is a Real Estate Company Web Application which manage property and its make EPRE Users to manage their property easily.

EPRE Web Application

The application run in SSRS and the parameters are passing through ASP.NET page and the drop downs are filling with AJAX request . 

Reporting Application

This is a bridge which all the device go across this path to make payments to Kodiaksnow Company

KodiakSnow Paypal Payment Bridge

This is a custom CMS  and E-Commerce Website to update content , Product details and upload photos to website  . Paypal payment method available in this website.

StripWhites

This application allow Facebook users to search friends using their image. The technology used in this application is Face Reorganization . Using uploaded image searching the matching image and displaying for this i used Facebook API to get data from Facebook


Facebook Friend Seek Appliction

This is a custom CMS to update content and upload photos to CMS. Some additional functions like gallery sorting using jQuery used in this project.

Sunbird

Tropical Homes

NetSuite ERP Implementation for CofeApp

One of the simplest Human Resource Management System built with cutting edge technologies.  It helps the  employees to do their work easily with collaboratively. This has dramatically reduced the HR Administrators time and help them to think strategically  for the organization. 

My role in this project is, project leader, I started building the simplest but more technical product from the scratch to end. 

GreenHR

The Website gives an elegant look the website. and with Multiple languages. 

Emerald Palace -  Kempinski Hotel

We made a huge modification on the existing code, Using many latest technologies and avoiding classical way of web development

EPG Hotel & Resorts

KodiakSnow is a Canadian company. The Android application allow KodiakSnow Customers to make their payments through the android device and can see the tractors available position. And they can request KodiakSnow to send tractors to users address.

KodiakSnow Android Application

Everyone's building AI agents wrong.

McKinsey recently released data showing fewer than 10% of companies have scaled autonomous AI agents.

Meanwhile OpenAI reports that 20% of enterprise usage happens through simple tools like custom GPTs.

I'm starting to see a pattern emerging from the noise.

The market has stopped waiting for full autonomy.
It voted for human supervision instead.

We spent the last year obsessed with the idea of AI replacing us... ignoring the reality of AI multiplying us.

The friction is rarely in the model performance anymore.
The models are converging. They are all "good enough."

The real gap is in the workflow architecture.

Autonomy fails because models lack the context that lives in your head. They hit a wall when they need specific organizational nuance (the "fact gap").

Workflows succeed because they keep the human in the loop for judgment. They offload the heavy lifting but keep the steering wheel in your hands.

> A pharmaceutical company reduced clinical study prep by 60% using this exact approach.
> They didn't ask an agent to "figure it out."
> They built a specific workflow where AI analyzes data and a human validates it.

Stop trying to build a digital employee that works while you sleep.

Start building the integration layer that makes you better while you work.

Technology serves human capability expansion.
Not replacement.

What do you think? Are you seeing more value in agents or workflows?

Like & Share if you prefer control over hype ♻️

#AIWorkflows #HumanInTheLoop #AIAgents #EnterpriseAI #AIImplementation

The AI models you chase may not matter.

We treat ChatGPT, Claude, and Gemini like sports teams.

We cheer for the updates. We compare the leaderboards. We think the secret to winning is picking the right jersey.

I used to spend hours testing prompts across five different windows to see which one was slightly smarter.

I thought I was being rigorous. I realized I was actually wasting time.

The gap between these models is shrinking to nothing.

They are all converging. Intelligence is becoming a commodity.

The companies winning right now aren't the ones with the "best" model.

They are the ones who stopped shopping and started building.

The real gap isn't intelligence. It is context.

Models know everything about the world but nothing about your business.

They don't know your quarterly goals. They don't know your brand guidelines. They don't know why your last project failed.

A slightly smarter model doesn't fix a broken workflow. It just generates the wrong answer faster.

I'm seeing a clear pattern with the clients I work with.

The ones who succeed don't ask "which model is best?"

They ask "how do we feed our context into any model?"

-> They map their workflows first
-> They build integration layers
-> They treat the AI as an engine, not the whole car

Stop waiting for a smarter model to save you.

The competitive advantage is hiding in your boring, unmapped processes.

It is going to be hard work to map it all out.

But that is where the value lives.

What do you think?

Like & Share if you are done with the hype train 🚂

a679493205ab5a6f6a91134c5f3f0399.pdf

AI is writing its own upgrades.

I used to think the biggest AI risks were obvious, but I've learned many critical dangers are hiding in plain sight, often overlooked. There's a subtle pattern emerging in AI's rapid growth that demands a different kind of attention we aren't yet giving it.

We tend to look at the loud stuff. Robots. Hollywood scenarios.

But Dario Amodei from Anthropic points to a structural shift that is actually happening right now.

He calls it a "country of geniuses in a datacenter." 🧠

Imagine 50 million geniuses.
Working 100x faster than humans.
Available instantly.

That sounds great for productivity.

But here is where the math breaks:
These systems are starting to write their own code.

-> Current AI writes code
-> That code builds better AI
-> That better AI writes even better code

This is a recursive loop. 🔄

We are used to linear time. We implement systems based on static capacity. But this capacity expands faster than we can validate it.

Traditional safety checklists fail here. You can't write enough rules for a system that evolves this fast.

The fix requires better architecture.

Amodei suggests "Constitutional AI."

We have to teach the models principles, not just commands. We have to instill values deep in the training layer so the system aligns itself, even when it outpaces our ability to monitor it.

It creates a system that wants to be safe, rather than one forced to be safe.

This is the only way to survive the speed of recursion.

We need to stop optimizing for speed and start optimizing for architectural integrity.

What do you think? Does teaching AI "values" sound safer than hard rules?

Like & Share if you agree we need a new approach ♻️


#AIAlignment #Anthropic #SystemArchitecture #TechStrategy #FutureOfWork #AIrisks #SabranHameed

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You spent how much on NetSuite? And your team is still reconciling data in Excel. I see this pattern everywhere. Companies talk about their NetSuite i

Why Your NetSuite Investment Isn't Working

Nobody told you what you actually bought.

I walk into projects where the CFO is frustrated and the controller is exhausted. They can explain exactly what reports they need. They know precisely which workflows are broken.

But nobody can tell me what they asked for during the original implementation.

There is a gap between "what we wanted" and "what we communicated" that costs companies years of productivity.

I saw this recently with a revenue recognition project.

The CFO wanted to see deferred revenue broken down by product line and customer segment in real time. That was the business need.

But the technical request that went to the implementation partner was just "configure deferred revenue."

So the partner built a rigid chart of accounts that tracked revenue only at the highest level. They delivered exactly what was asked for technically. And it was completely useless operationally.

We ended up having to bolt on a separate reporting tool just to get the data the CFO thought he had already bought.

The vendor didn't fail them. The software didn't fail them.

The translation layer never existed.

I used to think implementation was about configuring software correctly. I thought if you knew the features, you could solve the problem.

Now I realize the real work happens before you touch the keyboard.

It is about asking "what does success look like for the end user" instead of "what are the technical requirements."

If you don't build that translation bridge first, you aren't implementing a system.

You are just configuring a very expensive disappointment.

Stop buying tools. Start building systems.

We used to measure innovation by how many new tools we could procure. We assumed that if a problem existed, a purchase order would solve it.

The data now tells a different story.

Knowledge workers are juggling nearly double the applications they used just a few years ago. We are losing almost an hour every week not to work, but to the friction of switching between the tools meant to help us work. That is forty-four hours of pure waste per employee annually.

We need to change how we evaluate technology investment.

My mental model for this has shifted from acquisition to consolidation. I no longer look for the tool that adds a new capability. I look for the architecture that removes an existing barrier.

When I audit a tech stack, I ask specific questions. Does this addition integrate or isolate? Does it require a bridge we haven't built yet? Does the cost of fragmentation outweigh the benefit of specialization?

We often see CFOs viewing software simply as a line item expense. But the real cost isn't the license fee. It's the operational drag caused by a patchwork environment where data lives in silos and workflows break down at the seams.

ROI doesn't come from buying more capacity. It comes from integrating the capacity you already have.

The most effective leaders are moving toward centralized platforms. They are rolling out technology in stages to manage the cognitive load on their teams. They understand that a consolidated system offers visibility that a fragmented one never can.

Stop adding noise. Start building coherence.


#StopBuyingTools #BuildSystems #TechStackConsolidation #WorkplaceEfficiency #DigitalTransformation

Your NetSuite limits might not be real.

I see companies hitting walls with their system every week. They assume they've outgrown the platform or need a third-party app to fix it.

But usually, the wall is just a permission problem disguised as a platform problem.

I remember watching an accounts payable clerk spend 30 minutes every morning manually copying vendor payment data into Excel. She was reformatting it by hand to send to the bank.

When I asked why, she said NetSuite couldn't handle their bank's specific format.

We looked at the native payment file export feature together. It took two clicks to generate exactly what she needed. She stared at me for a second and realized she had been doing six months of manual work for nothing.

The companies getting 80% value from their ERP aren't smarter. They don't have better technical teams.

They just refuse to accept "that's how the system works" as an answer.

They treat NetSuite as a business process tool, not just accounting software. They involve operations, sales, and warehouse teams so the system reflects how work actually gets done.

If you find yourself exporting data to Excel to finish a task, that is your signal.

The capability is likely already there. You just haven't unlocked it yet.

OpenAI just admitted they broke GPT-5.2 on purpose.

Sam Altman recently admitted OpenAI deprioritized writing quality in GPT-5.2 to focus on reasoning and coding.

This isn't a failure. It is actually a perfect example of reality.

I see companies try to ignore this dynamic every day.

You buy a massive enterprise suite and expect it to be both infinitely customizable and instantly usable out of the box.

You push for rapid feature deployment and are surprised when system stability degrades.

You want deep analytical complexity but demand a simple, intuitive user interface for junior staff.

There is always a cost.

When you refuse to choose what suffers, the system chooses for you.

Usually, the thing that suffers is the user experience or the integration quality.

The difference between a strategic leader and a reactive one is simple.

Reactive leaders find out about tradeoffs when their support tickets spike.

Strategic leaders decide where the friction lives before writing a single line of code.

You can have speed. You can have depth. You can have simplicity.

But you cannot optimize everything at once.

Pick your poison before the market picks it for you.

What do you think?

79aa59259ca56964427fed69d44dbef2.pdf

Non-technical people are easily building applications and websites.

I'm starting to notice something that feels somewhat overlooked.

Pure technical skill doesn't carry the weight it used to.

OpenAI found that 75% of users complete tasks they couldn't do before AI. Not faster. Different entirely.

Salespeople write their own scripts now. Marketers build internal tools. Operations managers automate spreadsheets without calling IT.

They aren't learning to code. They're mixing what they already know about their work with enough AI literacy to move forward.

I used to think technical gatekeepers would stay ahead because they understood the systems.

But domain experts are moving faster because they understand the problems.

You don't need to know how the engine works if you know where you're going.

The people moving forward right now? They understand their work well enough to ask AI better questions.

Technical polish comes after you solve the right problem.

What I'm seeing: if you know the business context, you have what you need to build solutions.

Does this match what you're seeing? Leave your favourite AI app builder in the comments.  

#AILiteracy #NoCode #DomainExpertise #AITransformation #FutureOfWork

The NetSuite feature existed. For six months.

I watched a client spend six months vetting vendors to find the perfect platform.

A year later, their AP clerk was still manually copying data into Excel for 30 minutes every morning.

The system could do it in two clicks.

The clerk didn't know because the implementation team never asked how the payments actually happened.

I used to believe selection was the critical phase.

I see now that the tool is rarely the bottleneck.

The friction lives in the translation layer.

A suboptimal system works with great integration architecture.

A perfect system fails if it simply mirrors your existing chaos.

The priority is translating the business reality into the configuration.

What do you think?



#NetSuite #SystemImplementation #BusinessProcess #DigitalTransformation #ChangeManagement

Selection committees waste months on nothing.

I've been losing sleep over this one lately.

We spend months picking the right enterprise system. Committees form. Feature comparisons get built. The whole selection process feels like the hard part.

Then we spend years building workarounds for what we just bought.

I'm starting to notice a pattern. The selection process might be the decision that matters least.

Here's what I think we're missing.

We buy systems to fix our chaos. We expect the software to organize us. But software doesn't organize anything on its own.

Software amplifies what you feed it. You feed it fragmented processes, you get faster fragmentation.

The friction isn't in the tool. It's in the translation layer between your reality and the system's structure.

You're buying potential. But someone needs to translate your operational mess into configuration logic. Someone needs to know both worlds.

I'm seeing a lot of organizations skip this entirely.

They bring in vendors who know the tool but don't understand the business. Or they hand it to internal teams who know the context but don't see the technical limits.

You end up with a shiny platform. And the same manual processes running underneath.

The tool works fine. The translation layer is what's missing.

If you're stuck in this loop, you might be asking the wrong question. It's less about which system to buy. It's more about who's going to make the system fit your world.

What do you think? Do you have someone playing that bridge role, or does it feel like everyone's just working around the software?

#EnterpriseSystem #SoftwareImplementation #DigitalTransformation #BusinessProcesses #SystemIntegration

SuiteScript isn't dying. Your old role is.

Is SuiteScript truly becoming obsolete?

I honestly don't think so.

For a long time, the job was mostly syntax. We spent hours memorizing API calls and object structures, acting as human translators between business logic and the terminal.

Now, tools like Claude handle that translation almost instantly.

But here is where I think people get confused.

The bottleneck didn't disappear. It just moved upstream.

If you ask an agent to build a solution but you don't actually understand the record lifecycle or the governance limits... you're just going to create a structural mess at record speed.

The machine can write the function. But it can't feel the friction in the workflow.

-> You still have to define the trigger point.
-> You still need to map how data moves between systems.
-> You have to catch the logic errors that look syntactically perfect.

We are shifting from bricklayers to architects.

Claude is just a really fast trowel. You still have to know how to read the blueprint.

I suspect the value of "pure coding" drops, while the value of "system integration" is about to skyrocket.

What do you think?

Like & Share if you're ready to be an architect. ♻️



#SuiteScript #NetSuite #SystemIntegration #DeveloperEvolution #AIandCoding

Why spend $15K when NetSuite features you already own can do the job?

Most organizations I walk into are paying double for problems they've already solved.

They have the full suite.

They use about 30% of it.

Then they go shopping for third-party apps to fix gaps that don't actually exist.

I recently watched an accounts payable clerk spend 30 minutes every morning manually copying payment data into Excel to format it for the bank.

She had been doing this for six months.

We enabled the native payment file export feature.

It took two clicks.

Her 30-minute daily headache became a two-minute task.

The gap wasn't capability.

The gap was knowing what they owned.

I see finance teams buying inventory tools for $15,000 a year when NetSuite Advanced Inventory is sitting right there in their subscription, dormant.

I see revenue teams bolting on reporting software because the implementation partner built a rigid chart of accounts instead of asking what the CFO actually needed to see.

This isn't usually a software problem.

It is an awareness problem.

You don't need another tool.

You need to integrate the one you already paid for.

Helping companies close that gap is what I do.

If your team is exporting to Excel just to do their job, we should probably talk.



#NetSuite #ERP #FinanceAutomation #SoftwareOptimization #BusinessEfficiency

Amplify Advisors

AMPLIFY ADVISORS is an entrepreneurial organization that is inspired to work with growing businesses, by helping them envisage their complete financial picture.

Finance Leader

Clients:
Accurate Screen & Grating Ltd., Interim Controller
Northern Metalic Sales (FSJ) Ltd., Chief Financial Officer

Finance and Accounting Consultant

PLC Consulting

Provide senior leadership, accounting and financial services to clients.

Professional Finance & Accounting Consultant

Accurate Screen & Grating Ltd.

Led the finance and accounting function of the organization while a search was conducted for a new permanent finance leader.

Interim Controller

Northern Metalic Sales (FSJ) Ltd.

Led and executed the daily finance and accounting functions of the business, including the management and development of a team of accounting and administrative professionals.  Responsible for Finance, Administration and Accounting functions, including budgeting and forecasting, treasury, accounting, financial and management reporting and tax compliance.  Worked closely with external financial advisors and independent professional accountant which culminated in a very successful sale of the business at an attractive price.

• Provided finance and accounting support in all due diligence matters relating to the successful sale of the business in October 2019
• Maintained monthly financial accounting and analysis reporting relative to plan and performed required updates of monthly and yearly budget models 
• Prepared year end working papers for external review of the companies consolidated financial statements
• Led the company’s annual insurance renewal and ensured adequate insurance was in place to protect against loss
• Matured key processes to increase transparency, sustainability and scalability that resulted in improvements to the control environment and to increased organizational capacity

Chief Financial Officer

Higher Landing Inc

Led and executed the daily operations of the business, including client intake and program management.  Responsible for Finance, Administration and IT functions, including planning, treasury, accounting, financial and management reporting and tax compliance.  Managed all vendors, contactors and consultants.  Influenced the strategic direction and growth of the company.

• Led a successful RFP process that secured a two year $1M contract with the province of Alberta
• Negotiated and successfully restructured share ownership structure of the business
• Signifily improved profitability and cash flow by increasing revenues by $30k/month
• Matured key processes to increase transparency, sustainability and scalability that resulted in additional organizational capacity to add additional clients without requiring additional staffing resources
• Streamlined system applications and licences following a comprehensive review and analysis resulting in an operating expense reduction of 20%/month

Chief Operating Officer & Director

Brion Energy

Led and managed the planning, forecasting and management reporting functions.  Worked collaboratively with operations management to drive financial analysis across asset business lines while acting as a catalyst in identifying solutions to improve financial and operational reporting.

Manager, Financial Planning & Analysis 

Murphy Oil Company Ltd.

Led and executed strategic direction of the Procurement, Marketing, Marketing Accounting, IT and Field Data Capture functions, managing a team of 35+ members with four direct reports.  Built new Procurement Team with significantly improved alignment to the business and global function.  Built new Field Data Capture Team that brought deficient practices up to industry standards in less than six months.  Member of HSE steering committee and Finance Lead on Incident Management Team.

•	Achieved annualized operating expense and capital cost savings in excess of $11M through contract management, negotiation and implementation of a qualified supplier list
•	Provided direction to Marketing Team to capture commercial third party processing arrangements generating $5M in revenue from underutilized heavy oil facilities
•	Structured a fluid hauling contract which resulted in reduced charges of $3M per year and through billing streamlining improvements resulted in significant administrative efficiencies while enhancing EPAP compliance
•	Focused IT department in achieving improved customer service to the business while reducing expenditures by $2M annually through hardware, software and subscription reviews

GM Business Services

Led and executed strategic direction of the Financial, Operational Accounting and Treasury functions, managing a team of 35+ members with three direct reports.  Implemented new organization structure and integrated approximately thirty new team members with minimal turnover.  Identified, developed and coached successor.  Oversaw the upgrading of hardware and financial applications which reduced the close cycle time by four days.

•	Played a key leadership role in a multi-disciplinary task force that achieved a 15% reduction in heavy oil operating expenses resulting in annual savings of $12M
•	Created an Oil Sands Royalty Team with subject matter experts that significantly matured organization’s royalty planning and application capability and recovered in excess of $2M in overpaid royalty and realized annual savings of $0.5M going forward
•	Reviewed all joint venture agreements and billings and recovered $2M in disputed partner billings
•	Developed career maps and instituted a career development program for the entire Finance organization
•	Led the annual budget preparation process and reviewed and analyzed all financial and operational information to ensure appropriate accounting treatment of planned activities

Controller

NuVista Energy Ltd.

Led the implementation of IFRS within the organization.  Assisted the Controller with the preparation of quarterly Canadian GAAP financial statements and notes.

Senior Financial Accountant

Rocor Resources Inc.

Led the finance and accounting functions of a private, junior oil and gas company focused on the Montney resource play in North East British Columbia culminating in a successful liquidity event for shareholders.

•	Raised $23M in private equity in a challenging capital market environment
•	Strategic planning and business development on a continuous basis
•	Presented and communicated financial results to Executive, Board of Directors and Shareholders
•	Successfully sold Rocor to an intermediate public company for total consideration of $55M

Vice President Finance & CFO

Burlington Resources Canada

Managed team responsible for the coordination of the Deep Basin Asset Team’s annual Long Range Plan, Budget and all facets of monthly and quarterly financial reporting, forecasting and variance analysis.

Lead Business Analyst

Managed team of professional accountants responsible for legal entity and consolidated financial accounting and reporting.  Led the coordination of the Division’s annual and quarterly budgeting and forecasting along with management reporting and variance analysis.

Supervisor, Financial Reporting

Transformational Finance Leader able to generate alignment and engagement while influencing and improving the organization.  

Recognized as a very effective leader and team player with a proven track record of delivering exceptional financial services over a 20 year career in professional services and the energy industry.

As a functional leader, recognized for successfully transforming organizations through relentless pursuit of process, systems, and organizational improvements.  

As a business partner, seen as providing invaluable insight and analysis in support of key decision making.  Expert in leading multi-disciplinary teams in generating and achieving strategic initiatives designed to maximize earnings and create value by providing direction and the required resources and support.  

As a functional head, recognized for setting the right leadership tone for strong internal controls and financial reporting integrity.  

As a leader, known as an enthusiastic motivator capable of building high performing teams and providing superior coaching and mentoring to help individuals achieve their career aspirations and perform their best possible work.

paulc72@telus.net
587 577 6957

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Sabran Hameed

Paul Christensen, CPA, CA

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Paul Christensen, CPA, CA

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