Overall accountability for short and long range Financial, planning and analysis activities for USC business.Leading a team of three analysts to deliver FP&A process streamlining, harmonization and automation across newly merged legacy organizations that make up the USC.Established new cohesive monthly performance management framework to enable effective Leadership team financial stewardship of the organization.Delivered insightful long range strategic forecast for the business, working through challenges of disconnected systems, process, and functions of legacy organizations.Finance lead on integration of Travel Centers of America post acquisition by bp, ensuring accurate timely financial reporting and standardized FP&A processes implemented.

Overall accountability for external financial reporting, audit management, accounting policy application, internal control as well as planning, forecasting and financial analysis. Leading a team of 14 personnel ensuring timely and accurate delivery of month end reporting to bp Group.Managed end to end external audit process from onboarding through close out on time and on budget, including full preparation of Financial Statements under first time adoption of IFRS.Managed implementation of new fixed asset system, driving process overhaul and eliminating over 100 hours/quarter of non-value add work from across the organization.Ensured seamless accounting execution for the bp buyout of the Thorntons JV, transitioning the entity to a subsidiary under full consolidation accounting as well as handled the close out of the former JV credit agreement.Finance lead for the budget cycle under new ownership structure, ensuring accurate representation of business projections and drivers, supported CEO/CFO in securing approval from bp and delivered to tight deadlines.Facilitated post buy out integration activities for accounting and finance department, including adoption of new policies, procedures, and best practices in addition to supporting implementation of new ERP.

Serving as Vice President & Chief Financial Officer of TLK Holding Company LLC, a convenience & gasoline retail Joint Venture (JV) that acquired Thorntons in February 2019. Supporting JV board members to discharge their duties and obligations through implementation of the governance structure and delivery of ongoing monthly reporting packages. Primary relationship management responsibility with private equity JV partner ensuring adherence and interpretation of LLC agreement contractual obligations. Primary relationship management with Thorntons Executive Leadership team, working closely with the Thorntons Company CEO, CFO and Finance directors to lead significant change through the organization with the new JV Partner ownership structure.Ownership and administration of the credit agreement for sizeable debt financing. Management of the Lender group relationships to ensure compliance including covenant and financial statement reporting requirements and negotiating credit agreement amendments in support of business growth agenda.Instrumental in the successful resolution of post-acquisition transaction commercial dispute, working with third party counsel, functional experts and JV partners to drive alignment.Drove specific action and focus on COVID19 financial response plans to ensure appropriate cost and capital reduction measures and enabling performance forecasting transparency to key stakeholders.

Responsible for the internal control environment; ensuring appropriate process risk management and leading the ethics and compliance agenda for the Fuels business in North America, bp’s largest Downstream contributor in terms of revenue, profitability and capital expenditure. Relationship manager for Global business services center, internal and external auditors. Annual planning and ongoing performance management oversight for the global Refining, Technology & Engineering and US procurement functions - $130m combined cost budget. Oversight on marketing and sales organization credit risk management process. Leader of the Staff development network with the vision to mobilize finance talent and facilitate capability development in the organization.Led a team of six analysts in the delivery of initiatives including IFRS16 implementation, organizational efficiencies, new business integration and a control review and mitigation plan for a key business unit.

Finance Manager for the global Refining, Technology & Engineering and US Procurement functions with accountability for internal control, accounting and planning and performance reporting.Member of Functions Leadership teams driving ethics, compliance and risk management best practices.Led finance team of two analysts to drive process simplification initiatives implementation of new reporting tools to deliver improved organizational efficiency, transparency in reporting and enhanced performance management (delivered 40+ hours of efficiency per quarter eliminating non-value add activities).

Finance lead in the setup of a JV for the Supply Business ensuring appropriate accounting, controls and planning, performance and reporting processes established.Finance lead for the Specialty products business supporting commercial activities and delivering monthly performance management reporting requirements.Oversaw the internal control environment managing all control related processes and reporting as well as leading projects including the rollout of IFRS16.

Directly supported the CFO through a business transformation program, providing finance performance reporting and led the Finance Leadership Team's organizational redesign.Responsible for design, implementation and delivery of weekly, monthly and quarterly forecasting and performance management processes as well as coordinating the annual planning processes with the Marketing & Sales business.

Supported Head of Internal Control in assurance of control processes across the business and ran the quarterly due diligence reporting cycle with the Finance leadership team.Developed subject matter expertise in corporate card monitoring activities and drove fraud awareness across the business.Led a procurement process review project ensuring a robust control environment was developed for a business unit.

Completed projects for the Segment Head of Control including Anti-Corruption Due Diligence Practice implementation reporting, Accounting Policy documentation and a Downstream leadership team delegation of authority review. Responsible for process improvement and efficiency initiatives for Risk Quantitative Analysis team.Managed the Integrated Supply & Trading enterprise risk management process.

Responsible for the migration of finance processes from multiple international entities to a Shared Service Centre in India as part of the Global Shell Finance Functional Plan (project budget circa US$2 million).

Responsible for ensuring business compliance with the global governance, risk and assurance processes and management of all financial activities for the LPG Global Office in support of the business CFO.

Responsible for end-to-end delivery of audit engagements and developing client relationshipsManaged multiple audit engagements and teams with a typical size of 5 to 6 people