Program & Delivery Leadership for Financial Systems, ERP-Adjacent Integration, and Process Automation
Years ago, the CFO’s office called. A million dollars a month was disappearing off the balance sheet, and nobody could explain why.
I found it — a timing gap between inventory booked as shipped from the distribution centers and inventory booked as received at the stores. I fixed the process. That same experience is a big part of why Oracle hired me a few years later — the retail platform I’d just spent months inside was the one they went on to acquire.
That’s the kind of program manager I am. Finance doesn’t just get a project plan from me. They get someone who understands where the money actually goes, and who makes the numbers hold up.
I’m Dylan Cornelius — MBA (Finance concentration), PMP, 20+ years running technology and financial-systems programs inside companies where getting the numbers wrong isn’t an option. Four moments from that career:
1. Ross Stores — The $1M-a-Month Reconciliation
After a warehouse management system go-live, Ross Stores’ CFO’s office personally identified me to lead the investigation. I traced it to a timing mismatch — inventory booked as shipped from the distribution centers before it was booked as received in-store — and led the corrective fix. I then ran User Acceptance Testing personally: six weeks on-site with a team of six testers, two more weeks at the software vendor’s site, 200 test scripts authored and executed. This is the work Oracle hired me on the strength of.
2. Oracle / 360Commerce — 27 Integration Points, Zero Room for Error
At Oracle, I managed the integration of a central store-inventory system spanning 27 distinct integration points across two companies — 360Commerce and their client, CVS — plus other Fortune 500 retail engagements including Best Buy, Circuit City, and Sears. When systems from different companies have to agree on the same numbers in real time, there’s no room for a shrug.
If a financial system, an ERP-adjacent integration, or a process-automation initiative at your company needs someone who can own outcomes like these — not just track them — book an intro call.
3. Dun & Bradstreet — The Reconciliation My Boss Was Afraid Of
My boss pulled me aside one day and told me he “lived in fear” of the monthly financial reconciliation. It inevitably overcharged his budget, Finance clawed back funds to cover the gap, and there was no real relationship with Finance to even ask why. He asked me to fix it — not patch it, own it. I partnered directly with Finance, learned the process end to end, and took over department accounting and payables. For three straight years, we hit budget every month. No surprises, no variances. I eventually handed the process off to the department’s executive assistant, fully documented and running clean.
4. Charles Schwab — Scaling Execution Without Losing Control
At Schwab, I coordinated a 24-team Agile Release Train and drove a 400% velocity increase on the Everest design system team — supporting a mobile trading and account management platform used by 6 million people. Growth without financial or delivery discipline just moves the risk downstream. I make sure it doesn’t.
If the Numbers in Your Program Aren’t Adding Up
Maybe it’s a financial system rollout that’s stalled. A reconciliation nobody trusts. An ERP-adjacent integration where Finance and Delivery aren’t speaking the same language, and the risk is quietly compounding while everyone waits for someone to own it.
That’s the room I walk into. If that’s where you are right now, let’s talk before it gets more expensive to fix.
Book an Intro Call — a low-pressure conversation to see if there’s a fit, not a sales pitch.
Dylan Cornelius, MBA, PMP, CSM, CISSP
Dylan Cornelius Management, LLC | dylancornelius.com