Managed team providing analytics, and drivers for the Parking segment - the company portfolio’s largest.Drove weekly calls with Ops and executive team to improve bottom line discussing risks, opportunities, and key drivers.Prepared budget and quarterly forecasts while involved in multiple ad hoc projects related to Covid-19 impacting cash flow.Integral part of periodic calls with Business Intelligence and Strategic teams on key company initiatives.

Partnered with VP of Finance and Operations to bring financial insights and deliver $6M savings in food and labor. Introduced “Admin-on-the-Move” concept – a live interactive dashboard to manage daily Ops. with timely decision-making in addition to providing insights with user-friendly reports and decks displaying opportunities with key driver highlights.Developed a pricing financial model for an RFP with USMC and provided the Sodexo Leanpath deployment status and waste savings.Tasked with performing on-going financial analysis, budgeting and forecasting with emphasis on business process improvement.

Business partner to the executive team building the FP&A and BI teams delivering weekly analytics and monthly performance vs prior year, budget, and forecast. Responsible for multiple consultants throughout the Vena Solutions implementation after proposing the BI & Reporting tool.Developed user-friendly templates focusing on KPIs, utilized on monthly P&L calls with Operations.Built a KPI scorecard and established monthly P&L discussions with the field team increasing financial awareness.

Business partner to VP of FP&A and Company Ops with 137 shops and $370M in annual sales and $55M in EBITDA.Created annual budgets, monthly forecast, and key reports to manage performance identifying drivers.Introduced interactive, multi-dimensional BI tool and acquired 16 licenses to transition to real time analytics.

Business partner to Company regions and international markets (13 countries) with 282 restaurants and $545M in annual sales.Delivered annual budgets for company restaurants (three months earlier than normal), periodic performance reports and decks for leadership discussions.Revealed $1M surplus food inventory days-on-hand, overdue par levels adjustments, and $6.5M waste opportunity.Supported Denny's non-traditional concept (16 college fast casual restaurants) building profitability cost model, menu mix, sales analysis, quarterly forecast, case studies to build stronger pipeline and financial models.Created Financial Training manual for all restaurant and district managers to understand the restaurant business side. Traveled to all major markets across the country to present the best practices in food, labor, systems, reports, bonus, 401K, break-even calculation exercises, fun trivia, and much more.Built a food cost model and menu mix for international franchisees - accounted for FX and international transactions (taxes, transportation costs etc.).Volunteered for the in-restaurant training (labor, inventory, shift management, and more) to be the finance back-of-house expert for Ops Finance team.Supported Operational Excellence Coach initiative to improve execution in company and franchise restaurants by creating analytical reports and shadowing coaches in multiple occasions to understand entire process.Participated in a franchise business leader market blitz in Albuquerque, NM to understand competition and franchisee restaurants reviewing curb appeal, food presentation and taste, food safety, cleanliness, and customer service.

Delivered analytical and competitive intelligence for guidance and industry recommendations, and prepared ad hoc analysis.Prepared quarterly investor relations update and shareholder summary analysis for EC and Board of Directors.Analyzed Denny’s performance vs. competitors and restaurant industry for quarter Executive Committee discussions.Shared highlights/insights from quarterly earnings and other key events on key competitors and overall industry.Provided detailed quarterly tracking of research analyst models compared to Denny’s actuals and forecasts.Supported the Denny's non-traditional concept (16 college fast casual restaurants) building profitability cost model, menu mix, sales analysis, quarterly forecast, case studies to build stronger pipeline, and financial models.

Managed P&L for major areas in company – DTV, Cable, & Residential ServiceTook over monthly reporting and special projects.Prepared budgets, forecasts, and financial decks for executive committee including MD&A for strategic discussions.Researched a multi-dimensional analytical system and created dashboards for decision to bring system on-board.Created forward-looking trend reports and dashboards resulting in lively discussions to understand and find solutions.Built financial models as needed to assist with decision making in new business ventures.

Prepared a weighted average KPI scorecard (MTD, QTD, YTD) for 1,000+ Profit Centers and 40 markets while on cross-functional team preparing annual budgets, quarterly forecasts, and analysis on multiple profit driven projects.Proposed/managed a key FGP project resulting in 80bps ($10K/unit) savings reducing inventory-on-hand based on volume.Organized monthly calls with divisional VPs and field operators to discuss KPI results, Labor, and Food Gross Profit (FGP).Built a financial training guide for field managers to comprehend trends and utilize systems to effectively manage their P&Ls.System administration (Oracle Financial Analyzer) for the Ops Finance Team.Managed theoretical food cost interacting with multiple stakeholders - distributors, IT, Marketing, and others.

Created/maintained recipes for North America – a monthly $33M operating cost and liaison between Finance, IT, Marketing, and Restaurants.Managed and resolved commodity cost movement and made improvements for month ending inventory process.Developed an efficient deposit lag report for Canada, allowing for quicker reaction to deposit outliers and potential theft.

Managed collection team of 4 to process over 6,000 clients’ monthly payments and ran payroll and commissions.Prepared monthly cancellation outlier report to demonstrate improper activity, which initiated a new audit process.

Oversaw 12 business centers’ financials and produced monthly variance analysis for discussion with management.Identified trends and forecasted results, resulting in the creation of a new business center – saved $0.5M.