Provided global end-to-end process leadership for a 400-member O2C team. Drove a finance transformational effort delivering annualized savings of $5M via automation, process improvement, standardization and global policy implementation. Transformation included assessment, build and deploy phases in a disciplined, measured, PMO-based approach.As Working Capital Director for AMER, directed a 300-member team throughout the US, Canada, India and the Philippines providing $5B in annual billing, receivables and cash applications services for the AECOM North American footprint. Exceeded annual targets for all years owned. Transitioned work to centers beyond NA borders in order to derive cost and efficiency benefits.

Managed a 50-member Purchasing and Payables organization providing shared services to all North American locations for the first time. Migrated 20 locations onto centralized service platform. Developed Service Level Agreements and associated metrics reporting and controls mechanisms. Managed transition to offshore business process outsourcing partner. Reduced departmental budget by 13% in 2 years prior to outsourcing via process improvement and standardization.Implemented electronic invoicing to enable outsourcing of 50% of invoice processing volume.

Provided executive financial management for a $20 million national freight transportation brokerage. Managed all finance and accounting functions (account receivables / payables, billing, credit, close process, annual planning / budgeting, analysis, reporting, audit), human resources and information technology.Improved past due receivables by 55%, increasing cash flow by $370K.

Provided operational / general management to ensure the success of statewide healthcare transportation management contracts totaling $50 million, governing 250 transportation service providers and 250,000 Medicaid trips per month. Supplied operational, financial and strategic leadership in support of a 65-member call center serving multiple states, an 8-member analysis and reporting team and 6 regional offices.Implemented 2 new HMO contracts totaling $3 million in annual revenue.Reduced call center overtime expense by 60%, producing an annualized savings of $100,000.

Provided financial and strategic leadership for an entrepreneurial telecommunications start-up organization. Supplied financial guidance to executive management, the board of directors and regulators.Orchestrated a $725 million structured financing arrangement in support of a regional network build-out. This financing included equity investment and secured notes components.Developed all initial financial systems, processes, measurements and controls.Created the financial staffing needs assessment / plan and completed the hiring process to fulfill the plan. Managed the resulting professional staff of accountants and analysts in support of: the annual plan, business case & financial analysis, mergers & acquisitions, forecasting & reporting, capital budgeting, credit / risk evaluation, audit, accounts payable & receivables, pricing & billing.Introduced the Six Sigma methodology of process improvement into the organization. Identified and successfully led three projects which delivered $750K in annual hard savings.

Provided controller and financial planning services for a $100 million start-up organization delivering utility services in a competitive market for the first time. Furnished financial thought leadership to executive management, a 26-member account management team and a 30-member product delivery group.