Becky Norris Email and Phone Number

CFO responsible for Financial Shared Services, IT, Insides Sales Support and Logistics.

July 2017 - Present, Director, Business Systems & Analysis - Develop and integrate a strategy for ERP solutions company wide, that meet Compliance, Finance and operations needs while mitigating the types and number of solutions necessary to maintain a balanced and expected ROI. Promoting integration, automation and responsibility at the source. Developing tools that allow for external financial reporting while meeting the requirements of DFAR and CAS and producing automated government reporting and audit tools. Leading a team of expert Key Users and support organizations for the integrated template. July 2016 - July 2017 Sr Business Architect - Led a business team of Business Process Ownersin the design and implementation of Oracle ERP solution supporting both financial and operational needs of a Fully CAS Compliant defense contractor.

Manage teams responsible for Financial Reporting for the Americas Region in both IFRS and all local statutory reporting principles (US and Canadian GAAP)Tax planning and asset management for $300M of Deferred Tax Assets in US and CanadaTransfer Pricing Manager responsible for policy, pricing and agreementsNorth American Manager for all regional implementations of global ERP solutions including SAP and OTMMember of the Global Financial Services Management board designing and advancing the vision of financial shared services including Global Transactional Services, Global Closing and Reporting and Local Country FinanceCorporate Director and Board member,North American legal entitiesRegional Risk Management DirectorPension Fiduciary Board Director

Closing and Reporting (2006 - 2008)Manage the financial closing and reporting processes for the Americas region in both IFRS and local statutory reporting principlesManage the internal control environment thru SOX certification and ongoing audits of both operational and business controlling areasLead and partner with both Internal/External Audit teams for financial and internal control auditsManage all external tax and customs audits including: state level sales and use tax, Canadian governmental and provincial VAT tax, and US and Canadian customs audits and clearanceFinance Implementation manager for global ERP solutions focusing on legal operating models, transfer pricing controls and financial reporting integration.Responsible for business and financial analysis of transfer pricing methodologies and operating profitabilityTreasury Manager responsible for regional banking relationships and cash pooling Regional Transition Manager for the development and implementation of Financial Shared Services concept focusing on centralization of Global Transaction services and Regional Closing and Reporting. Centralizing AP, AR and CM to Tampere, Finland while regionalizing Closing and Reporting to a central location within the Americas responsible for GL, CO, AA, and Monthly, Interim and Annual reporting. Responsible for reducing monthly closing cycle times to 4 workdays and Annual reporting reduced to 7 workdays including external audit and full tax provision preparation.

Responsible for the Accounting operations team for the US Sales Company, responsible for General Ledger, Asset Accounting, Cash Management, Accounts Payable, Travel Expense and preparation of interim financial reporting packages. Design and Implementation of SAP FICO Module including business process designs, creation of period end closing template, implementation of the new SAP cash pooling and internal banking transactions and led the team to develop a global chart of accounts. Design and implementation of T/E corporate and PCard program. Program included proprietary interfaces for automated cash reimbursement, monthly corporate card transactional posting and processing, and automated accounting reclass processing.Led pilot for shared services in a region by centralizing cash management and accounts payable processing for all US and Canadian legal entities.

Managed Finance, Human Resources, IT and Order Entry teams for a mid size privately held 3PL in the bulk mail industry. Finance teams included A/P, A/R, Revenue, Invoicing and General Ledger.Transitioned company from cash to accrual basis to improve efficiencies and maximize tax benefitsResponsible for financial analysis and reporting for operational and services entitiesBuilt logistics profitability model to enable the NLRB to understand industry labor needsImplemented a proactive customer oriented collections process bringing DSO from 48 days to 32 daysMember of the Executive Management TeamImplementation Manager for operational and financial ERP solutions, including a proprietary order fulfilment solution designed by my team to be marketed externally for 3PLs. System included integrated EDI track and trace, document imaging, 24 hour procure to pay process for carriers, electronic invoicing and cash application. Designed and developed a real time scanning and inventory control system for the Warehouse to use to ensure accurate loading and tracking of warehouse inventory moves without leaving the forklift.

Managed the business implementation team for the global order fulfilment ERP solution for SAP integration. Business teams included pipeline operations/measurement, production scheduling, accounting, revenue and tariffs.Global Shared Services Design team member responsible for the definition and development of financial shared services including economics, site selection, function selection, roles and implementation.Led the first Buy vs Build cross functional analysis team to determine the best practices for Amoco systems implementation going forward. Partnered with external IT Consultants to design, develop, test, and implement the first fully integrated order fulfilment module. Started with a proprietary software base designed by an industry competitor and completed Fit Gap and Design analysis to determine ultimate scope of the project. Led a team a Change Management and Training specialists to assist in the effective roll out of a company wide business process and systems change. Developed own in house training model focusing on business process change and support.

Managed a team of Engineers responsible for the negotiation and optimization of Energy costs. Negotiated cross business group and product line Energy contracts with various Utility companies across the country.Member of the Oil and Gas industry regulatory advisory team to the FERC for energy rate development Developed an in house tool to analyze and optimize power costs across regions of pipelines that balances the negotiated rates for pump stations with the power necessary to minimize variable expense.Designed, developed and promoted a new global energy strategy for the pipeline and production companies

Lead a team of 4 Revenue accountants responsible for the monthly volume and value balancing of both crude oil and refined products gas systems. Responsible for all Joint Venture Accounting for operated and non operated pipeline joint venturesTeam member for Global Amoco wide project to develop and implement a template for integrating mergers and acquisitions into the Amoco system and accounting methods. Led all local acquisition teams for the pipeline division.Developed a tariff analysis model to support rate cases brought before the FERC to substantiate that revenue rates are within the regulated range of acceptability.Worked with E&Y to develop a pipeline industry benchmarking study and standards that are still utilized todayLead the business implementation of the first GUI based proprietary system in Amoco for inventory and sales volumes. Worked with the operations teams to develop a hand held system to remotely

Coordinator for all decentralized accounting teams responsible for A/P, Payroll, and budgeting.Developed AOPL analysis tool for water based pipeline breaks to allow industry to estimate risk expenses based upon breadth and depth of the loss

Responsible for full charge accounting for a small intercompany oil trading entity purchasing foreign oil and clearing customsDeveloped accounting process and policies for entering the crude oil options market during Gulf War