Drove enhancements in financial visibility and operational efficiency of $1B revenue global, public company across a continuously increasing functional scope to deliver CEO, CFO, and board objectives. Led team of 14 across FP&A, Treasury, Accounts Payable, and Billing.

-Support for PSL VP in significant cost cutting that resulted in improving profitability margin percent and dollars in a declining market and staying below all expense and capital budgets-Improvement in capitalization processes for both better efficiency and lower internal control risk-Major intercompany reconciliation between non-US offline entity and ERP-managed entities-Improved visibility into hidden profitability drivers and drags through enhanced clarity of revenue and profitability at the well level

-Creation of asset reporting platform driving increased asset visibility and ultimately unlocking better tool utilization, improved ROI, and increased ability to capture additional business-Validating and challenging all business cases on customer bids and tenders valued at $5M and higher for profitability, returns, and business risk-Quantification of value for the highest level business initiatives and mapping each one to the overall business strategy and financial objectives