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About the bison
Charles "Chuck" Hauge began working with technology in a manufacturing company, Minco Products in 1984. His understanding of technology and accounting propelled him to champion, manage and develop Minco’s first integrated finished goods inventory / order handling / accounts receivable system. The completed system spanned the sales, order entry, engineering, inventory, shipping, and accounting departments. The system significantly reduced internal paper handling, and finished goods inventory at the same time improving customer delivery times and satisfaction. Chuck went on to become the IS Manager for Minco and worked with every accounting system, sub-system, and engineering system, including hardware and internal networking.
While attending the University of Minnesota, Chuck worked with a team of developers at the Minnesota Daily rewriting the accounts payable and general ledger systems and integrating with other accounting systems. He also managed the University Housing Services computer labs located throughout the Minneapolis and St Paul campuses.
After completion of a Bachelor of Science degree in Accounting and Finance, Chuck combined it with his technology background to work as an Information Systems Auditor. In this role, he worked on over one hundred different client engagements. He observed which IS practices were good and those needing improvement. Chuck was responsible for reporting observed concerns and their potential risks. He made sound, financially-practical best-practice recommendations. Some suggestions were to improve current technology, others systems would require upgrading or newer equipment.
With a team of IS auditors, Chuck directed a high-profile engagement with the Saudi Arabian Monetary Agency (SAMA) for McGladrey & Pullen. A few years prior to the engagement, SAMA had moved to a fully integrated mainframe accounting system (it had never been audited). SAMA also required the engagement include a detailed IS Audit strategy and implementation program that Chuck documented and tailored to SAMA’s requirements.
Chuck was hired by the University of Minnesota to spearhead and manage the Carlson School contact management system project. The school’s MBA program needed a new and modern student tracking system. They soon realized that all programs and departments within the school needed a contact management solution, and––since many offices and programs had common individuals––it became the central system for all people who had an affiliation with the school. This database included students, faculty, staff, alumni, speakers, donors and vendors. A major challenge in this project was the requirement for educational institutions to keep certain records confidential; accessible only to those responsible for it under the FERPA laws.
Attendance was required at FERPA training for all developers, end-users, technical department liaisons and other project managers who need to be cognizant of the legal requirements. Detailed evaluations were necessary to determine who was able to see what information and roles were defined for those users. Further, each program and department had its own information it wished to keep confidential, thus development of common data retrieval and entry systems was complex and tailored to individual departmental needs.
Chuck negotiated with University of Minnesota IS departments to acquire data from central sources and ancillary systems including the PeopleSoft data warehouse and the University Foundation data store. Lengthy discussions were required to submit data to central University systems, which later became the model for other University schools wishing to submit data to the central systems, reducing duplicate data entry.
Chuck has worked in many different consulting and teaching environments, performing tasks as developer, technical support specialist, networking guru, accounting specialist, and volunteer for Minnesota Habitat for Humanity. Chuck’s broad knowledge and experience with technology combined with his accounting and finance background allows him to offer a vast set of skills to his clientele. He can determine IS technical requirements based upon detailed accounting and finance needs assessments. Chuck is as comfortable in a Data Center as he is in a boardroom, and can effectively communicate technical needs in financial terms.
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