Manages employees in defining, implementing, sustaining and optimizing compensation and equity strategies, plans and administration.

Built a growing team providing core delivery support to the organization in the areas of data integration, audit and controls, participant experience, project/program management, process improvement and integration, and implementation of new strategic plans and programs across the Financial Benefit Delivery organization service delivery work streams.

Managed a group of Project Management Professionals (PMPs) who support HR Systems on various priority projects around HR systems. Launched new system implementations, enhancements to current functionality, and vendor management around integrations with our HR systems. Additionally, consulted with our business units and leadership teams on HR tools, techniques, and processes.

I had responsibility for all aspects of Domestic US Payroll: Payroll Tax, International Assignee Tax, Pay Administration, and Timekeeping, with four managers as my direct reports to run Operations and a team of twelve direct reports that were the business analysts focused on the systems and integrations. My overall responsibility was for eighty employees. In 2019, I oversaw our Second Century HR implementation, which went live. I met HR partners and developed collaborated strategies for Workday and Payroll. There are dozens of bargaining units (in over forty countries) and both government and commercial contracts. The payroll operations system is complex to administer with domestic and international tax laws. Our solution was to build a bridge from HR’s platform to our Oracle system. I supervised that build, which ended up taking around 9 months. Additional projects I handled were bringing our Canada (Boeing Canada Winnipeg) payroll onto the Workday platform from their original system of Ultipro. I also merged three subsidiaries onto our domestic payroll systems: Aviall, Jeppesen, and CDG. It enabled those subsidiaries to align with the same pay and benefits tools and offerings as Boeing Co. ══ SPECIALTIES ══ Leadership | Accounting | Analysis | Management | Financial Analysis | Process Improvement | Forecasting | Customer Service | Strategic Planning | Program Management | Project Management | Team Building | Training | Time Management | Invoicing | Business Planning | Sales | Project Planning | Account Management | Business Process Improvement | Teamwork | Employee Engagement | Strategy | Management Communications | Managerial Marketing | Customer Relationship Management (CRM)

I was part of the Shared Services International Finance team and my responsibility was for the service delivery of accounts payable, international local hire payroll (ILHE) and transactional general accounting being managed out of three finance centers located in Amsterdam, Hong Kong and Renton/St Louis with a significant portion of the work statement being performed by third-party providers in India and Romania. Primary responsibilities are the operational, process and compliance oversight of accounts payable supporting international offices, assignees, and international local hires; payroll for 2,600 ILHEs in 43 countries; liaising with Travel & Expense Services on travel and expense service delivery issues impacting assignees and ILHEs; system implementations as it pertains to the payment/banking processes; on-boarding of new work statement from the business units and non-fully integrated subsidiaries; and day-to-day operational sub-contract management of third-party providers.

Boeing Commercial Airplane (BCA) Finance manager. My responsibility was to lead the Fabrication division finance team responsible for financial operations and business performance commitments. I was responsible for integrating disciplines from multiple functions and applying independent, specialized technical expertise to a wide range of business objectives. In addition, I was responsible for development and leadership of a team of financial operations analysts; long range business plans and coordination/consolidation of Manufacturing Business Unit resource forecasts; associated risks and opportunities; compliance with Boeing policies and procedures; complete and accurate audit documentation. I supported integration of costs with Fabrication Program Integration team to ensure we stayed aligned on business case, LRBP (long range business plan) and forecast assumptions; acquired resources and developed and maintained relationships and partnerships with customers, stakeholders, peers, partners and direct reports. Also, I championed continuous process improvement and implementation, drove a culture of affordability, and managed ad hoc requirements and a team of analysts within a dynamic and ever-changing environment.

This Business & Planning Manager position is required in support of the Learning, Training & Development (LTD) Business Management organization. Responsibilities include: Managing a group of employees performing consolidation of financial forecasts, development of Long Range Business Plans, EAC (estimate at completion) updates, rate submittals and variance analysis. Track opportunities & risks and perform financial statement analysis.

I was the focal for the 737 program. Within my role I reviewed all 737 contracts and supplemental agreements to existing contracts to ensure accuracy and completeness in our forecast. Each month I calculated our company's current backlog quantity and dollar amount, as well as closed our monthly, quarterly and yearly books.

•Performed the monthly forecast and expenditures •Integrated the AP Monthly Forecast and prepared the analysis for earnings and challenge •Lead AP Coordination meetings and discussions with all programs on a weekly basis•Supported Executive Leadership by providing analysis needed to make LRBP and forecast decisions

•Standards Focal for Company 625 in ERP•Prepared monthly metrics for our customers, MMO and Supplier Management, which helped them with forecasting. •Lead an Employee Engagement Team and successfully planned networking activities for Accounting•Drove LEAN improvements •Established a Cost Classification Board to ensure proper cost classifications

•Responsible for all the accounting functions such as A/R, A/P and cash flow management•Reviewed the financial statements and assessed the company’s position•Prepared commission reports for the sales staff•Recorded and tracked the company’s fixed assets and depreciation schedules.