Ann Lewinsky Email & Phone Number

Hoedspruit Wildlife Estates, South Africa

Nyaleti Lodge has 3 en-suite rooms that are detached from the main lodge with private decks, outdoor showers and a common lounge, boma (outdoor fireplace) and plunge pool area. (Currently undergoing construction - opening Feb 2019)Nyaleti Villa (only 100 meters away) is a separate house with a gorgeous honeymoon suite and two additional en-suite rooms sharing the common areas of the house which include a pool, upstairs viewing patio, boma (outdoor fire area) and braai (bbq) area. You can rent the entire villa for your next family vacation!Everyone has access to our elevated viewing platform which you won’t want to miss.The quaint tourist town of Hoedspruit is only 5 minutes from our front door with many fantastic restaurants to enjoy your lunch or dinner. Hoedspruit Wildlife Estate is home to zebra, giraffe, impala, nyala, warthog, wildebeest, waterbuck and hyena that roam freely. The absence of Elephant, Lion, Buffalo and Rhino make it safe to explore on foot or by mountain bike. If you are lucky, you might see one of our elusive resident leopards! The estate has several walking trails, mountain bike trails (bikes available on a first come first serve basis) and dirt roads for self-game drives. There are also 3 dams that give you excellent wildlife viewing opportunities. The estate is very secure with gated access and 24/7 private security.

Plano, Tx

Instrumental in developing and driving the strategy to embed RCI into the DPS culture. Administrated the financial and metric reporting for all lean projects (approx. 120 per year), capital planning and company-wide communications. Provided oversight on departmental standards and strategic framework to the 30+ RCI employees based across North America.• Orchestrated the creation and strategic deployment of a company-wide Lean Assessment “DPS in ACTION” which created a roadmap for annual objectives to grow the lean mindset and capabilities of employees from senior leaders to the front line. • Established an internal Developing Leader program aimed at high performing directors and managers that provided training of Lean & Six Sigma tools, HR leadership skills coupled with 12 months of 1:1 coaching from an RCI Black Belt to develop future leaders who think with a lean mindset and leverage data to make decisions.• Developed Visual Management Board standards and the communication and support plan that was rolled out company-wide, resulting in 600+ physical boards, driving employee-led improvements in the areas of Safety, Quality, Delivery, Productivity and Growth.• Consolidated and reported $240MM in type one project savings from 2011-2017, which improved DPS profit margins creating shareholder wealth. • Partnered with executive leadership team regularly to identify strategic areas of opportunities, gain alignment and support for annual RCI initiatives, which included local training and support and to provide status updates.• Standardized and maintained all internal processes for the RCI department including financial tracking, control metrics, project standards and training modules.

Plano, Tx

Recruited by the CFO to lead a field realignment project responsible for evaluating field accounting activities. Created the PMO, defined the business requirements and identified where technology and the existing controller structure could be leveraged to maximize efficiencies while maintaining controls. Overall, 8 FTE’s were eliminated, and several activities were centralized.

Plano, Tx

Provided accounting and financial leadership to Senior Executive Team and key stakeholders throughout the DSD organization. Led a team of 7 colleagues in the areas of General Accounting and Reporting partnering with Field Accounting and Finance in 9 different geographic regions. • Led accounting and reporting of financial results for three business units with strong emphasis on internal and external reporting of the operational balance sheet and cash flow, building and enhancing the control environments and leading internal and external audit compliance.• Financial reporting module lead for SAP Implementation to establish the chart of accounts and define the balance sheet and income statement structure. This had to align with the DPS Hyperion implementation, which was being executed concurrently. • Established SOX controls for area of responsibility, as well as creating standard policies and procedures in key risk areas during DPS Year 1 (2008). Processes were evaluated for efficiency opportunities before being finalized.

Responsible for DSD financial reporting and all balance sheet reconciliations.• Formalized new, risk-based balance sheet reconciliation controls and processing ensuring integrity and completeness.

Accounting manager in the shared business group supporting the Cadbury Adams business.

Irving, Tx

2000-2005 - Corporate Accounting - Team Leader 1999-2000 - Corporate Accounting - Senior Accountant 1996-1999 - Corporate Accounting - Accountant 1993-1996 - Corporate Reporting - Accounting Associate1991-1993 - Corporate Accounting - Associate Accountant1988-1991 - Tax Intern• Prepared and reviewed monthly financial statements, including data analysis, trending and budget comparisons for 40 legal entities with $190M in operating expenses and $22B in assets.• SAP extended team member involved in blue printing business processes, identifying conversion issues and developing implementation plans.• Implemented and maintained the inter-company cash management system (XRT) which automated all domestic debt accruals, amortizations, payments and daily cash journals with $150M in daily cash movement.• Assisted in the Hyperion implementation with consolidation logic development and history conversion issues – a worldwide consolidation and reporting package which enabled KC to successfully integrate the $9.4B merger with Scott Paper Co. • Streamlined the corporate budgeting process by implementing an Access database collection tool which reduced the number of days required to collect the budget for more than 250 cost centers allowing more time for analysis.• Coordinated financial transactions with domestic and foreign subsidiaries for complex tax structures and related business acquisitions, dispositions or mergers.• Developed desktop reference guide and departmental procedures to achieve internal control objectives and to aid in employee training and development.• Automated numerous routine processes to gain departmental efficiencies, which increased data accuracy, expedited the close process and resulted in reduced staffing by 1 ½ positions.