Lead and manage the Finance and Accounting, Information Technology, Human Resources, Procurement, Subcontracts, Prime Contract, Records Management, Document Control, Performance Documents, and Strategic Initiatives organizations and programs (133 employees)P&L responsibility for entire program (~$350M annual)Primary responsibility for site-wide employee benefit program implementation and administrationInterface with DOE to establish department practices and resolve outstanding issuesDevelop/Improve departmental procedures to maintain contractual compliance, minimize risk and maximize profitabilityInterface with operations directors and project director regularly to communicate mission progress

Lead and manage the FBP Finance and Accounting organization and programTrain and qualify Finance and Accounting personnel (21 employees)Administer compensation, performance appraisals, and personnel development programsPrepare and execute annual Finance and Accounting budgetsDevelop, maintain, and implement Finance and Accounting policies, procedures, and processes to contractual and regulatory requirementsAdvise and assist other organizations with Finance and Accounting related mattersInterface with DOE and other external entities as necessary on Finance and Accounting program activitiesPrescribes and maintains an adequate system of internal controlsEnsure the safety of finance and accounting personnelPrepares and furnishes to the member corporations and President statements of account showing the financial position of the company and the results of its operationsManage care and custody of all funds (~$100M)Certify all financial documentsResponsible for all local and state tax returnsResponsible for all financial aspects of uranium sales / barter transactions of ~$65M per quarter

Responsible for planning and reporting on project operations revenue of ~$350MAnalyze & submit monthly financialsWork with Project Controls on Plans, Forecasts, and PMAR updatesDevelop financial support for quarterly Board of Managers meetingsSupport analysis/questions for LLC, Fluor, and B&WReview financials for compliance with the contract, FBP policy, and GAAPDevelop analysis and forecasts on annual fee of $10M – $20MManage and forecast cash of ~$100MProvide analysis and support for uranium sales / barter transactions of $70M quarterlyDevelop, review, & assess Finance metricsReview costs incurred for compliance and allowabilityPerform/review account reconciliationsManage, develop and train staff of 18 people in General Accounting, Payroll, Accounts Payable and Project CostLead audit contact for FBP external auditor (Balestra, Harr, & Scherer), DOE auditors (DCAA, KPMG, and RSI), Fluor internal auditors, and Fluor external auditors (E&Y)Continually review and refine Finance processes and procedures to improve efficiency and job performance while strengthening controls and complianceWork with Fluor’s Risk group in obtaining project specific insurance

Project Manager – Business Efficiency Initiative. Led a team that worked directly with senior management and their direct reports that conducted a comprehensive analysis of global overhead and project cost identifying opportunities to drive significant process improvements and hundreds of millions in savings across the organizationAdditional portfolio assignments included: new venture opportunities; cost optimization; cloud offerings and financial model development; and upgrade/replacement of legacy systems

Country Manager – Audit Response Team. Manage staff across multiple forward operating bases throughout Northern & Southern AfghanistanDefense Contract Audit Agency (DCAA) primary field interface in TheaterEnsure Fluor remained in compliance with Government contractPerformed internal audits on sub-contracts, material acquisitions, & labor charging practices through analysis of SAP data reports, process documents, and adherence to policyProvide analysis and support to all DCAA inquiries related to field performed operations

Managed overhead budget of +$3MPlanning and Reporting on domestic project operations revenue of +$500MDirect oversight of 2 office staff and indirect oversight of over 40 field staffOverhauled Monthly Site Reporting process for Management reviews allowing current and historical comparisons against Management and Financial reporting, Plan, and prior OutlooksCreated Compliance Checklist to track projects status against required reconciliation proceduresDeveloped standardized internal control procedures for project sites accounting and invoicing processes to facilitate consistent detailed reviews helping to identify PGM leakage and non-compliancePerform financial reviews of all bid proposals, contracts and amendmentsDeveloped standardized pricing models to simplify the bid process and allow for follow up compliance checksReported directly to Vice President on financial and operational performance

Worked directly with CIO and IT Executives on strategic initiative development, financial planning, and budget management. Accomplishments include:Simplified internal billing process by eliminating ~50% of internal billing material ID’s.Assisted CIO in management of a Global IT cost base driving costs down $9m from 2003 to 2006 while increasing support base +10% through global standardization of services and renegotiation of existing contracts for services, hardware, and software.Renegotiated SAP contract reducing maintenance fees, which included a license upgrade from SAP R3 v4.5B to MySAP ECC 6.0.Renegotiated AT&T Voice/Data contractReduced server outsource and license feesComplete responsibility for managing financial aspects +$50M annual Global Standard Outsourcing contract. Scope of countries include: Australia, Chile, China, India, Ireland, Netherlands, Philippines, Poland, South Africa, Spain, US, and UK with support in Indonesia, Kuwait, Puerto Rico, Qatar, Saudi Arabia, and United Arab EmiratesRenegotiated portions of Global OnDemand contract and Standard Outsourcing contract. Savings generated through PC buyouts, post settlement negotiations, lease stream counting convention, and PC damage liability cap.Provided leadership to globally based finance team as well as indirect leadership to IT operations staff.

Temporary additional role to manage staffing and transition of FP&A relocation from Aliso Viejo, CA to Dallas, TX. Interviewed, hired, and trained 7 new staff (15 total staff reporting under me, including new hires)Oversaw ~$500M annual budget. Major groups included IT, Real Estate, Finance, Project Execution Services, Human Resources, Dallas Relocation, Corporate Administration, and Legal

Developed billing reconciliation model that identified $600K in under billings to clients for 50/50 Joint Venture operation, providing $300K PGM to FluorReviewed all home office and project general ledger activity on a monthly basis for compliance with the contracts, Fluor policy, and US GAAPReconciled all projects from field books to SAP and BW. Responsible for project and overhead plan/forecast for all Fluor Constructors operations in US and CanadaCoordinated Timberline Accounting and Payroll implementation at field sitesLead audit contact for all Fluor Constructors operations in US and CanadaOverhauled field accounting practices for consistency of application and ease of review. This included creating formal accounting policies and procedures to improve efficiency and job performanceDeveloped and led monthly Knowledge Transfer sessions between home office and field staff employees to share new procedures and identify any potential issues

Extensive involvement in SAP/BW implementation. Created procedures for conversions from legacy platfom and reconciliations in SAPReviewed domestic, foreign, and Strategic Business Unit consolidations for compliance with US GAAPCost center manager for all domestic payroll burden transactions. Consisted of monthly analysis, annual projections, and monthly presentations to executive managementLead audit contact for all domestic payroll related liabilities, including pension and health plansRestructured Irvine payroll accounting group. Implemented formal accounting policies and procedures to improve efficiency and job performance. Developed documentation on account usage and reconciliation procedures for 72 accounts across 43 companiesPerformed extensive interviewing and placement of candidates for general accounting and payrollProvided continuous feedback to staff of job performance and progress on meeting predefined goals for future job-growth

Taught Audit, Financial, and Law sections of CPA examination from January 1998 to December 2001Coordinated and participated in marketing events at select colleges in Southern California (CSU Dominguez Hills, CSU Fullerton, CSU Long Beach, CSU Northridge, Devry, and University of Southern California)

Researched and interpreted SEC and GAAP issues for applicability to client financial statementsResearched accounting and business issues and presented conclusions to engagement managementDocumented and evaluated the propriety, efficiency and effectiveness of the internal control structure and accounting systemsSupervised financial statement audits for large and small, public and private companiesProvided supervision, on-the-job training and counseling to staff (from 1 to 6 per engagement)Developed and monitored audit budgets and fee proposalsConducted audit planning and status meetings with engagement team and client managementReviewed staff working papers and recommended areas for improvementMajor Clients Served - Boeing, Lamps Plus, Merisel, Pacific Coin, and Western States Petroleum