Lead a cross-functional team supporting the Oilfield Services and Equipment Global Supply Chain organization. Responsible for delivering business-wide Product Cost-out, improving Cash and AP performance, managing CAPEX investments and reducing functional costs.

Finance Manager for all new equipment for the Reciprocating Compression business. - Drive commercial rigor, from inquiry-to-order cost modelling, to final order-to-remittance execution. Build strong relationships with the supply chain and manufacturing operational teams to ensure product profitability and on-time delivery. Streamlined project cost tracking process, to identify cost variances at the product component level for enhanced root cause analysis on variances between as-sold and as-delivered margins.- Deliver commercial, operational, and cash targets to new equipment teams on a quarterly basis, and communicate variances to plan to senior executive management on a weekly basis. - Manage team of direct reports and indirectly influence broad global team to meet personal career goals and drive productivity within their roles.

Responsible for audit planning, execution, and establishing team priorities, aligned to those of the Corporate Audit Staff and the GE businesses. Had overall responsibility for business reviews, communicating audit goals and results to executive-level management, and establishing best practices. Developed and coached teams of 6-7 associates on immediate team and within the African American Affinity Forum to obtain their personal development goals.June 2015 - September 2015: Led team of 6 associates to perform financial audit of GE Oil & Gas Pressure Control. Drove the development of 2 simplification tools to automate the inventory turns calculation, eliminating the need to consolidate over 1,000 inputs from remote sites across the globe.February 2015 - May 2015: Led team of 5 associates to perform a financial audit of the Tax controls in Latin America, with specific emphasis on Brazil. Drafted recommendations for an update to the GE Management Accounting Principles to include accounting guidelines for the review and valuation of the tax credits balance.September 2014 - January 2014: Led team of 7 associates to provide operational support to the Power Conversion Order-to-Remittance team, to increase on-time delivery and manage project margins. Developed a quarterly projects operating rhythm to review the top 75 projects for current status/timelines, margin erosion risks, and risk mitigation plans.

CAS is GE's top-tier, executive development program driving financial integrity and operational excellence across the company, while exposing high-performing employees to diverse experiences within the GE businesses. This program is designed to build leadership, communication, and high-performance execution.

2-year leadership program, gaining analytical skills through classroom training and 4 key assignments. Gained hands-on experience in financial planning, data analysis, and operational finance.Risk Finance Analyst - Atlanta, GA(February 2012 - August 2012)-Supported quarterly margin review process and delivered margin review analytics at quarter-end-Managed a $9.8MM annual base cost budget and provided cost-out opportunities-Managed variable cost productivity project for 2 cost buckets and drove productivity for the business-Developed a training package for the Risk function to detail the purpose and processes of the functionHQ Global FP&A Analyst - Trevose, PA(August 2011 - February 2012)-Managed a $27MM annual base cost budget for 3 functions-Developed a template to track the FX impact on financials-Increased visibility into base cost spend through root cause analysis on all variances over $10,000-Developed sustainable processes to track and report other income from JVsGlobal Supply Chain Finance Analyst - Houston, TX (February 2011 - August 2011)-Developed a manufacturing dashboard to track plant performance on 9 different metrics-Worked with the manufacturing team to increase on-time delivery by 3 points-Developed a dashboard to track variable cost productivity across 9 different manufacturing plants on 3 different continents-Identified over $18MM of obsolete inventory that was redeployed to other regions/businesses-Tracked P&E projects and developed a policy to account for these assets in CFOA calculationsHQ FP&A Analyst - Atlanta, GA(July 2010 - February 2011)-Digitized dashboard process to increase productivity and provide data to key stakeholders quicker-Drove $3MM cost out through restructuring and bullet train actions-Decreased the process time of creating quarter close pitch pages through linking charts to Hyperion reports