Responsible for driving operational excellence through sustainable change, streamlined operations management and continuous improvement for all divisions of the finance shared service center operations including payables, receivables, payroll, indirect tax, general accounting, fixed assets and project accounting. Manages multiple teams with an organizational chart of 47. Key Achievements:• Developed and implemented robotic process automations (RPAs) for 3-way credit card reconciliations for 730 merchant id numbers (MIDs) at 158 hotel locations, eliminating over 4,000 annual hours of manual reconciliation work. • Created comprehensive forecasting and budgeting models for corporate overhead departments, which replaced the previous single-scenario excel template. Modeled agile new service scenarios to senior leadership, ultimately securing support and approval for service expansion and resource increase of 18% year-over-year, projected to help improve hotel P&Ls by approximately $12M. • Spearheaded automating daily income journal postings, eliminating over 70,000 manual journal entries postings per year.• Engaged outsourcing vendor on chargeback responses, increasing total win rate by 58%, improving portfolio results by over $250,000 in 10 months, while eliminating manual work for shared services & property teams. Streamlined write offs for lost chargebacks through enhanced reporting. • Lead the organization in team development with over 20 successful promotions of individuals on the team, including the new Director of General Accounting.

Focused on technical and tangible outputs. Leading two teams totaling 31, areas of responsibility included full cycle financial statement preparation, balance sheet reconciliation and accounting support for 232 hotels in N. America, as well as Fixed Asset/ Capital procure-to-pay support for full 270 hotel portfolio. Key Achievements:• Developed & implemented onboarding and training programs to staff 28 new hybrid positions. Aggressively recruited a complementary mix of managers, senior accountants and staff accountants. Assisted VP with evaluating candidates for peer level roles in other divisions. Lead the organization in team development with over 14 successful internal promotions, including the new Director of Fixed Assets.• Developed new robotic process automations (RPAs) workflow systems using existing licensing to record Key Control reviews of over 6,000 reports with approximately 13,000 schedules annually. • Implemented new tools to manage financial statement preparation closing status efficiently, reducing total time to prepare statements to approx. three hours per individual location on a four-business day close, while meeting key control requirements. • Developed RPAs & AI machine learning to read and identify risks on the 200+ hotels’ guest ledgers for high balances and open folios. Built automated workflow to communicate to individual property teams and operational leaders a concise listing for action. • Implemented several new systems including Transcendent for capital workflow and planning, OneStream Account Recs for balance sheet reconciliations, Cass for telecom expense management, and Reactornet ePro for procure to pay. Lead the team on partnering with outside consultants on future planning of implementations of complementary systems to support the reduction of manual workstreams and produce additional efficiencies to free up resources for more analytical applications.

Responsible for entire operation of the Centralized Accounting Office. Leading team of directors, support staff and property based team members for a portfolio of 27 select service and full service hotels over all financial processes including financial statements, tax preparation, accounts payable, balance sheet, forecasts, and ownership presentations.Key Achievements:• Successfully expanded centralized accounting office from 8 hotels to 27 hotels, focusing on long-term strategic hiring and team building.• Rolled out new staffing structure to effectively direct value priced, remote financial management, with a reduction in overall FTEs. Within the first 6 months was able to stabilize the monthly cycle from allocated 1.5 FTE per property to .675 FTE per property to current .37 FTE. • Managed complex cash needs on behalf of ownerships groups, successfully negotiating reduced contracts while quickly scaling expenses, working with brands on deferrals and actively participating in key collection efforts. • Improved forecast accuracies dramatically: ~20% variations to >~3%, with a reduction of time commitment well below company average, through focused operational and finance team training. • Led the organization as key user and trainer for the Oracle Cloud ERP rollout. Conducted live web-based company-wide training for 150+ DOFs, ADOFs & other key accounting management for a variety of key functions including but not limited to journal entry templates/ uploads, AP efficiency best practices.

Responsible for maximizing the return on the assets by managing financials policies, procedures, controls and reporting systems. Oversees costs and general accounting, accounts receivable, purchasing, payroll, and risk management. Key Achievements: * Configured initial property setup to new property management system. Oversaw property training and rollout* Focused property team on achieving improved labor management through in-depth schedule & business level review, resulting in 21.6%/ 17.6% reduction in overtime YOY.

Provided leadership to controllership, accounting, and finance initiatives for 4 new build hotels. Handled financial statement preparation duties. Prepared budgets and variance analyses. Key Achievements:* Lead team in new Oracle Cloud ERP conversion. Oversaw region training and rollout* Established all financial controls and financial infrastructure for the four properties. * Streamlined financial processes and ensured financial data integrity.* Supervised and mentored teams in performing at optimal levels.

Maintained accountability for all aspects of controllership, financial management, accounting, and P&L management for a hotel with 689 rooms. Led forecasting and modeling initiatives. Trained and coached the Assistant Director of Finance in daily duties. Played a key role in preparing expense forecasts. Reviewed and approved financial statements, balance sheets, and variances.Key Achievements:* Prepared accurate and reliable financial statements and cash flow statements.* Directed internal financial controls policies and procedures while mitigating risk and provided corrective analysis for deviations from policies.

Managed all aspects of accounting including accounts receivable, accounts payable, payroll, and financial reporting. Prepared tax reconciliations. Administered F&B inventory. Completed reconciliations for all balance sheet accounts comprised of 41 asset accounts and 40 liability accounts. Produced weekly cash flow forecast based on revenue and expenditure projections as well as escrow and debt requirement by mortgage lender. Reviewed all expenditures in excess of $100 against budget, forecasts, goals, and spending guidelines.Key Achievements:* Played a key role in budget preparation and analysis, forecasting, modeling, and strategic planning. * Set-up financial controls for the property after transition. * Directed incoming and outgoing cash activity including providing cash draw information from cash trap.* Charged with accountability for talent acquisition, training, and developing 4 accounting associates. * Performed union labor reporting duties.

Charged with sole responsibility for overseeing, documenting, and directing all internal controls implemented by management company and ownership group for a hotel with 934 hotels. Prepared balance sheet reconciliations and financial statements. Partnered with the Director & Assistant Director of Finance to manage month-end closing process of the general ledger. Supervised and coached the team in performing at optimal levels.Key Achievements:* Managed internal controls including precise procedures designed to comply with the SOX Act of 2002. * Contributed to the transition of ownership including preparation of proration statements and detailed supporting documents. * Updated schedules on a variety of liabilities including utilities, vacation balances, and union benefits.