• Main contact for the BPO team of 109 members located in New Delhi, India. Manager of all transition and transformation projects related to the BPO

• Managed a P2P Transition Team moving 84 FTEs into a Deloitte-managed shared-services center in Hyderabad, India as part of a broader 5-year, +$300M engagement.• Managed the virtual knowledge transfer of 6 P2P processes across 3 ERP systems. Developed and implemented strategies to further optimize P2P processes post transition.• Developed strategies and created material templates to establish a repeatable process to further define and scale the model for future PTP transitions.• Created in-depth maps for 13 processes to help develop the recommended scope, future state delivery model and transition roadmap for the second phase of the PTP Transition.

• Developed and executed a strategic plan for standardizing, integrating, and improving processes across the Customer Service and Finance departments of America Fujikura.• Developed and executed a strategic plan for standardizing, integrating, and improving processes between America Fujikura and a newly acquired enterprise.• Reviewed current IT system capabilities and recommended new processes to further leverage Salesforce, Oracle, Power BI, and OneStream technologies to reduce manual work efforts.• Facilitated the alignment between the different project workstreams and the IT department by establishing formal service level agreements and project status reports. • Communicated monthly deliverables and project statuses to executive leadership.

• Trained and supervised a global team of seventeen within the US, Mexico, Brazil, and The Philippines. Traveled internationally approximately 25% per annum to maintain business relationships with outsourcing vendor and shared service employees.• Negotiated intercompany portion of outsourcing vendor contract. Created and monitored outsourcing service level agreements. Managed intercompany outsourcing budget. • Identified system and process inefficiencies in the Americas by analyzing intercompany flows between 324 legal entities within 65 countries. Recommended solutions and worldwide best practices to senior executives in Europe and America.• Developed and managed 10 key performance indicators to effectively measure the success of the intercompany process. Raised all metrics to passing levels within two years of process ownership.• Identified and assessed all intercompany business and fraud risks. Created and completed action plans to mitigate internal control failures. Raised internal control compliance rate from 68% to 100%.• Reduced monthly accounts payable invoices not booked from US$30M to US$500K. Realized zone cost savings of US $10M per annum by identifying incorrect billings from intercompany suppliers.• Decreased intercompany month end close discrepancies from .28% of total transactions to .01%• Fully transitioned all intercompany process work from Michelin North America headquarters to the shared service organization and outsourcing vendor.

• Directed the planning, design, and management of a project aimed at strengthening the internal controls of signature authority affecting one fifth of North America Zone spend.• Examined over 300 contract agreements to determine overlap and inconsistencies. Recommended strategic plan to senior management to increase efficiency and encourage cost savings of 10%.

• Worked directly with CFO to design and develop all accounting procedures (quarter close, financial statements, managerial budgets, and flash reports) for a new business arena. Trained and supervised three new staff accountants after creating and implementing new accounting policies.• Processed arena cash receipts, disbursements, and reconciliations related to sporting events and entertainment performances. Managed US $50K annual budget.• Created, implemented, and performed all accounting procedures and functions for the Texas Stars Foundation. Raised US $100K in donations annually.

• Audited payroll processes and records to ensure compliance with company policies and government regulations including Sarbanes-Oxley. Generated US $20M cost savings by correcting payroll errors• Presented quarterly balance sheet information to senior executives to highlight critical problem areas that required immediate action. • Recognized US $1B of revenue upon review of revenue policies, shipment records, and accounting distributions for two product business groups.

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