- Developed new ERM framework including updates and training for new Policy, Program and Procedure documentation - Develop risk appetite statements for each business unit working with executive and senior management - created Key Risk Indicators for top 5 risks to present leading quantitative metrics to executive leadership and Audit and Risk Committee to improve decision making effectiveness - supporting subsidiaries in the development of risk programs to better manage operations- develop quarterly risk report with top risks and mitigation activities to ensure effective risk management program in place and reported to executive leadership and the board

Enterprise Risk Management (ERM)- Oversee an integrated ERM program to ensure the efficient and effective execution of the company's corporate strategy and business plan - Present risk information (key risks, mitigation plans, risk tolerance) to the Board of Directors, Audit Committee and Executive Leadership Team and address concerns - Execute risk assessments of key initiatives to support effective decision - Develop all governance documentation including ERM policy, framework, risk appetite/tolerance statementsCorporate Performance Management (CPM)- Developed and executed CPM framework to ensure the successful execution of the company's strategy by measuring annual progress - Reported quarterly progress updates to Executive, the board and its sub-committees - Developed priorities, objectives, measures and targets linked to strategic priorities - Worked with Human Resources to align results in order to determine executive compensation

- Responsible for tactical management and development of process framework which includes 400+ processes for all functional groups (Finance, Supply Chain, Construction, Project Controls) which included management of a team of 3 individuals, execution of weekly update sessions with overall team, meet with all functional teams to ensure execution of process flows and procedures, development of Finance processes, change management process, and standardized job titles- Direct oversight over one employee in the management of the systems function for Capital Projects group which included determination of operational system needs, development of needs requirement document with management, working with technical systems group to develop solution, execute phase gate sessions to ensure system is ready for go live, weekly status updates to assess timing of system implementation and issue resolution. - Development of Authority For Expenditure and Spending Policy for Capital Projects both high risk areas. These included authority matrix for each expenditure type and approach for high risk areas.

- Overall Lead of the successful execution of an Operational Readiness Plan for the conversion of a $4B project to an operating mine. Responsibilities included: - interviewing and selecting a Project Manager and direct oversight over the employee - managing a multi functional project team of 15 individuals including issue resolution, execution of multi function workshops and development of execution plans - transition of all Finance functions including reporting, budgeting and planning and governance - development and project management of project plan - development and delivery of quarterly Steering Committee updates - issue management and resolution - development of metal sales process and royalty models- As Regional Governance Lead, Improved the control environment of a high risk and region reducing deficiencies by 70%. Role included: - providing updates to the Audit Committee on resolution of significant deficiency, control deficiencies and management of Internal Audit issues, - managing a team of 2 site Compliance Managers, - presenting updates to VP Finance, - executing presentations on risk to develop regions knowledge on controls, - development of the internal controls program, - working directly with External Auditors on coordination of testing and control issues, - reviewing results of operational internal audits, assessing impact on controls and working with management in the timely resolution of high risk issues - managing Internal Audit in the execution of controls testing, assessing test results, concluding on issues and managing the resolution of control deficiencies.

- Global Finance Lead in the successful implementation of Oracle R12 including standardized processes, training plan and sponsorship for 3 regions in South America which required managing regional and site leads in the execution of CRP and UAT testing, training development and implementation of standardized processes. - Corporate Governance Lead for multiple Corporate functions, North American region which included 5 sites and Capital Projects group- Manage regional teams ensuring execution of internal controls testing and financial reporting risk assessments- Reviewing results, concluding on control deficiencies and developing remediation plans- Developing Audit Comittee presentations- Coordinating testing with Internal Audit and establishing regional testing dates- Reviewing Internal Audit Reports and assessing impact on control environment- Development of test strategies and control descriptions and testing scripts

- Manage and develop quarterly entity level financial reporting program to ensure accuracy of external financial reporting and disclosure.- Development of 40 high risk Finance process flow charts and procedures supporting the system conversion of the company to Oracle R12. This required the hiring of a team of 6 consultants that I co-interviewed and selected as well as directly supervised and reviewed processes developed by the team. I also developed more complex area documentation independently. - Development and execution of a company wide Financial Reporting Risk Assessment program. - Development of test scripts and management of CRPs and UATs For Finance modules for Oracle R12 including issue identification and resolution.- Involved in the interviewing and selection of one employee whom I had direct supervision over during the course of a six months.- Developed process documentation high risk complex for Good Received Not Invoiced, Metal Sales and Vendor Chargeback.

- Provided risk advisory services including process improvement, SOX compliance, 52-109 certification and internal audit in the entertainment, manufacturing and insurance industries. - Managed teams of up to 10 people.

- Execution of external audits for clients in the Entertainment, Technology and Communications industries.