Oversaw the annual budget and quarterly forecast modeling process by ensuring alignment with organizational goals providing accurate financial insights for decision-making. Supported business units in monthly close analysis including General Ledger research and reporting, increasing reporting efficiencies.● Created process that reduced the timeframe to receive and process forecast/annual budget updates for P&L with $300MM in revenue. Established regular update intervals with operations/sales/accounting teams. Result: Eliminated back and forth communications and established hard deadlines for updates. Prevented "bottle necks" at the end of the update cycle.● Created a reporting/tracking template that improved a $25MM Capital Expenditure forecast. Worked with strategic finance and operations to evaluate project purchase orders and progress on construction. Result: More accurate, educated view of capital expenditures to give the C-Suite a more accurate snapshot in guiding the company in anticipating future needs.● Established reporting metrics for Month End C-Suite reporting package for a $300MM P&L. Worked with accounting/sales/metrics teams to collect accurate data related to sales bookings/installations/churn. Result: Decision makers had accurate data as the basis for strategic decisions.

Oversaw $300MM Global Intercompany Charge Out for Citigroup Operations and Technology group using allocation methodology and Oracle based systems ensuring accurate posting and recording. Participated in annual financial plan/quarterly forecast process, as well as monthly variance analysis by researching detail in the General Ledger providing feedback and expertise to FP&A, improving efficiencies in the Planning process.● Coordinated audit for controllers group liaising between audit and controller teams. Assigned audit activities, monitored/interpreted results and ensured timelines were met. Result: Passed audit ensuring controls were in place and organization policy was being followed.● Oversaw $300MM+ Global Intercompany transaction process including on-boarding of manual models into an automated modeling tool. Result: Reduced processing errors from 15% to 3% while increasing analysis bandwidth.

Created models for global intercompany expense plan using various allocation methodologies within an Oracle based allocation system which ensured Legal and Management Plan/Actuals reporting per organization policy. Allocation subject matter expert in onboarding new units to the allocation system platform by interviewing stakeholders and scoping details ensuring business fit strict criteria for onboarding.● Facilitated initiative to move some operations offshore. Trained individuals in concepts, process, and execution of the expense allocation system. Result: Successful transition and positive feedback from offshore team and management.

Managed and supported implementation of a new General Ledger for North America businesses (Global Consumer Bank and International Clients Group) by engaging with Technology partners in the resolution of system defects through UAT testing. Designated a subject matter expert during the training phase while onboarding users to the new GL Platform, assisting the head trainer in online training providing a knowledge base for the GL conversion.● Participated in GL conversion project including data attribute mapping, testing/reconciliation of feed data, as well as "training the trainers" for end user training. Result: More timely and accurate GL feeds/reports ensuring the stakeholders in North America obtained a more accurate view into data for Month-End close activities, while enhancing view into the Plan/Forecast process. Reduced number of ledgers from 6 to 1.

Contributed to Financial Month End Close process, reconciling expense accounts between posting and reporting systems, identifying gaps and errors in journal posting. Researched, prepared, and posted financial adjustments to support month-end financial close entries and reporting as needed, ensuring an accurate month end close process.● Implemented/Managed an automated global intercompany expense allocation system (total transactions of >$B) involving testing/training/development. Project turned a manual process into a largely automated one with the saving of untold FTE hours. Result: Reduced manual intervention by upwards of 60%, while reducing the transaction error rate from 25% to 5%.

Assisted in the processing of monthly expense recoveries for the Global Functions Allocation group.Prepared monthly upload of transactions to Cash Processing system.Ensured accurate reporting during month-end close by investigating variances from monthly expense .plan. Provided assistance to Financial Regional Officers on an as needed basis via ad-hoc reporting