KG HOBBES LLC is a certified Lean Six Sigma Black Belt delivering fixed-scope, fixed-price improvement projects for the financial operations that federal agencies and shared-service centers depend on.
Each engagement is fixed in scope and price, delivered by one accountable expert, and handed over with a control plan the agency keeps.
A diagnostic of your order-to-cash, billing, and collections operation: a current-state map, the defects and delays quantified, and a prioritized fix list with an executive briefing.
A scoped DMAIC project on one defined financial process: define, measure, analyze, improve, and a control plan that keeps the gain in place after I leave.
Stand up governance, cadence, and KPI dashboards (Tableau, Power BI) for a cross-functional initiative, with one hand on the metrics and the stakeholders.
The analysis is grounded in how receivables and billing actually behave, because I led them at enterprise scale. These are commercial results; no federal past performance is claimed.
KG HOBBES LLC is led by Kevin Gannan, a finance-operations leader with more than fifteen years running enterprise receivables, billing, and order-to-cash at scale.
A certified Lean Six Sigma Black Belt, Kevin has recovered millions in bad debt annually, sustained best-in-class DSO, and delivered six- and seven-figure process savings through disciplined DMAIC improvement. He has stood up PMOs with governance and KPI dashboards, and built playbooks for eighteen-plus acquisition integrations.
He pairs that operational depth with modern analytics (Tableau, Power BI) and systems fluency (Oracle, NetSuite, Salesforce), and holds the Google Project Management certificate, with FinTech study underway at Cornell. Based in Boulder, Colorado, he delivers remotely as a single accountable expert: fixed scope, fixed price, and no hand-offs.
Meeting today's financial-integrity mandates is process work: documenting how operations really run, finding the leakage, and installing controls that hold. That is the discipline of DMAIC.
| Agency pressure | What the engagement produces |
|---|---|
| OMB A-123 internal control and payment-integrity obligations | Documented current-state controls, identified gaps, and a control plan that evidences sustained improvement. |
| Improper-payment risk and reduction targets (PIIA / Appendix C) | Root-cause analysis of error and exception sources, with a prioritized remediation roadmap and projected reduction. |
| Debt Collection Improvement Act referral timelines | A faster, cleaner receivables-to-referral cycle, with fewer aged balances slipping past the clock. |
| Audit and GAO Green Book risk-assessment expectations | Process documentation and metrics an auditor can follow. |
| Shared-service standardization goals | Repeatable standard work that scales across the agencies a center serves. |
Planning ranges, adjusted per requirement. Each tier is a defined deliverable with a tight scope and a fast turnaround.
A single process map plus a rapid current-state assessment and quick-win list, or a standalone KPI dashboard. Designed to open a relationship.
A full DMAIC engagement on one defined process: current-state map, root-cause analysis, improvement roadmap with projected savings, and a control plan.
A broader effort spanning a process family or several linked sub-processes, with a more developed control and roll-out plan.
Engagement starts with a 30-minute scoping call to pick one process and one success metric, followed by a one-page fixed-price proposal.
Identifiers for contracting officers and partners.
Tell me the financial process that is costing you time or money. I will come back with a tight, fixed-price scope you can act on.
Email [email protected]