Manage initiatives & provide value added analysis to support key decisions around simplification & reduction in costs for Finance & other functions.• Lean: Finance rep. Two successful Lean projects to reduce G&A expenses. 1) Reduction of Contingent workers spend by $6MM compared to PY 2) Reduction of IT costs by $2MM compared to PY. Collaborated with HR, & IT & other cross functional teams. Developed monthly trackers & KPI’s to pace continual reductions & developed future process for consistency among functions.• Led the successful migration & launching of Grid’s Fusion ERP as Project Manager. Partnered with stakeholders, functions, & businesses in managing the roadmap to implementation. Managed & prioritized simplification of the 74 LE’s for Grid ERP Fusion going forward based on total cost of $17MM for all LE’s.• Finance rep for Workday Migration Project & Org. Design for Headcount. Continually collaborated with HR to simplify & redesign the Digital headcount model through listening & anticipating needs that will work for all functions. Finance & HR implemented simplified visualization to automate HR reports for mgt.

Sales Operations Manager ( Business Intelligence) (2013 to Present)North Forecasting Leader ( Business Intelligence) (2011-2013)Managed & Owned data quality & metrics in Sales Force (CRM) to drive commercial intensity for an accurate total forecast of an installed base of 14k outage units to support outage pipeline opportunities, targeting, campaigns, & Operating Plan. Implemented sales operations strategies, streamlined processes & initiatives around simplification, & developed resource plan to ensure customers goals were met for short & long-term growth across NA. Communicated to key regional stakeholders regularly regarding targeted growth plan; including delivering the commercial forecast to the business. Implemented dashboards through Sales Force (CRM), Tableau & Spotfire to enable sales team visibility to forecast data & processes through data analytics & continual training. Built relationships & collaborated with cross-functional teams to ensure high data quality & mgt reporting. Partnered with Global team to identify growth & strategic levels for improving sales & drive best practicesSelected Achievements:♦ Digitized monthly tableau dashboard in ‘18 for IB & market intel in a centralized location which replaced an interactive dashboard created in Excel (’16) which included a consolidated unit view of operational data & market information from multiple data sources. The tool was used as a best practice & used by over 200+ people in the NA to improve visibility.♦ Drove data quality & process improvement by 30% in ’17 &18 for 14k. units which directly impacted opportunities, forecasting, targeting, entitlement & pacing.♦ Improved visibility in Sales Force by 26% in ‘17-‘18 for account planning purposes & targeting.

Held full accountability for providing financial guidance and support to business unit operations within North America and Canada. Lead high-performing 3-person finance team in all phases of annual short- and long-term planning, period forecasting, and “bottoms-up” performance analysis. Partner with Operations and General Managers on initiatives to drive gap closers, control variable costs, and optimized results across all areas of business. Perform bi-weekly analysis of actual results versus plan and advise managers on issues concerning unfavorable variances. Conduct quarterly reviews of regions and communicate opportunities for improvement, and follow-up on identified action items. Prepare and present monthly business and operating results to senior management, along with offering recommendations on fix/sell/close decisions on branch operations. Selected Achievements:♦Improved EBT 164% in 2009 and exceed 2010 operating plan by 187% through gathering of key data, analyzing revenues and cost trends, and proactively offering growth solutions to operational management.♦Generated $4M in operational plan cost savings by working collaboratively with all areas of operations on translating financial objectives in manageable regional targets.♦Successfully controlled $80M in variable costs by partnering with Operations Manager on implementation of cost rigor.♦Drove and reported on $70M restructuring reserve that included disposition of 27 branches.♦Instrumental in improving financial performance, controllership, and forecasting by providing hands-on support and finance training to branch General Managers.♦Played key role in transitioning business focus from regional P&L to operational management at branch levels.

Joined organization with original focus of improving finance and accounting processes for railroad division. Assumed management role in 2002 and led integration of manual accounting functions to Oracle automated systems. Managed preparation of monthly financial statements that included budgets and forecasts on $4M in sales and $10M in net assets. Conducted continual reviews of finance and accounting processes, identified inefficiencies, and lead initiatives to improve productivity, accuracy, and internal controls. Provided direction and support to remote accounting staff located in India and monitored system entries ensuring correctness of charges. Worked collaboratively with CIO and managers from customer service and marketing on controlling operational costs. Selected Achievements:♦Created and executed business plan for closing of business segment, ensuring relationships were maintained with the railroad, open business was appropriately transferred, and final negotiated payouts were made according to agreements.♦Reduced accounts receivable collection cycle time from 60 to 30 days through development and introduction of collection metric that monitored receivables.♦Worked closely with largest customer service account on effective resolution of collections issues.