Payroc is a high-growth, multi-national payments platform, merchant acquirer, and processing powerhouse processing over $80 billion in annual volume for more than 151,000 merchants. Founded in 2003, Payroc offers best-in-class sales enablement and merchant processing technology. Payroc enables unified commerce that helps businesses grow faster by delivering proprietary, innovative, and full-service solutions with key card brand network payment sponsorship registrations.

Payscape offers financial products and services guaranteed to satisfy your cash flow needs whether you accept credit cards at your retail storefront, process payments on your mobile phone, promote gift cards, operate an online shopping cart, or electronically invoice clients. Our dedication to payment technology and industry innovation is consistent; our mission is clear: to make it simple for business owners to collect money.

• Built the Customer Operations department which was positioned in the matrix organization between Sales and Operations. Managed 108 associates in 35 U.S. locations.• Implemented a process to Train, Coach, and Mentor associates which resulted in 18 promotions.• Collaborated closely with the three Sales Channels on Customer Pricing totaling $3B.• Standardized outbound Customer Service communication which enriched the overall Customer Experience through timely notification of delivery issues and clarity of responsibility.• Streamlined Order Entry using Salesforce.com Service cloud which improved workload efficiency by 71% and reduced overall headcount through attrition. • Improved the S&OP Demand Plan (Sales Forecast) through sustained root cause analysis and corrective actions which resulted in the 60-Day Accuracy climbing from 52% to 62%. • Identified changes to Order Entry Team to save $550k annually through more efficient use of the Salesforce.com Service cloud and workload standardization.• Scoped a Self-Service Website to achieve 26% IRR over five years by $3.0M labor cost reduction, $1.6M EBITDA through revenue growth, and $0.8M manufacturing cost reduction. Oracle Commerce and SAP Hybris were the lead vendors.

• Led Sales Operations department positioned in the matrix organization between Sales, Marketing, and Finance. Managed 18 associates focused on Sales Enablement.• Administered pricing for $1.4B in top line revenue. Managed dealer subsidies of $325M including the approval, calculation, accrual, and payment. Analyzed $45M of G&A expenses.• Developed and maintained technology to allow the Sales Team to devote more of their time to driving sales and less of their time addressing non-sales activities. Reduced workload through process improvement that saved 4800 work hours in 2014 and $135k in travel costs. • Generated Competitive Intelligence to identify sales opportunities. Generated weekly Executive Sales Summary and monthly accountability reports resulting in a 34% sales increase of $360M. • Provided monthly sales unit forecast for Sales & Operations Planning (S&OP) and developed a consensus forecast for senior management in Finance, Operations, and Sourcing.• Managed and reported Business Intelligence such as Store Doors, Floor Sample Placements, and Revenue Velocity per placement to highlight key revenue drivers. • Collaborated with Product Development to shorten the Product Launch cycle by 43% to 4 months generating $45M incremental revenue. • Developed SG&A Expense Control measures for T&E and Point-of-Sale Materials in 2013 which saved $3M due to improved visibility and effective management.• Implemented software to handle incentive payments which simultaneously improved the customer experience and reduced workload. Achieved 267% IRR over three years through 2.8 FTE reduction, $200k non-compliance avoidance, and $90k credit card load fee reduction. • Scoped a CRM installation to achieve 18% IRR over three years by 10.8 FTE reduction, $590k cost reduction, and $500k EBITDA through revenue growth. Salesforce.com was the lead vendor along with Acumen Solutions as the integrator.

• Provided leadership and strategic direction to a team of financial analysts and pricing administrators. Reviewed and approved pricing for 32,000 skus at 2,400 dealers. • Created a pricing tool to review pricing and subsidy requests from the sales account managers which resulted in $10M top line sales increase in 2012.• Provided senior management with monthly reporting of brand, dealer, and product performance.• Generated profit analysis for product launches and established product classifications.• Provided monthly sales unit forecast for Sales & Operations Planning (S&OP) and developed a consensus forecast for senior management in Finance, Operations, and Sourcing.• Enhanced the sales metrics tool for tracking dealer doors, placements, and balance of share for key accounts. Also, integrated a forecasting piece into the same tool.

• Developed and executed a Strategic Business Plan to maximize retail prices, customer wholesales, and improve product margins by 200bps for the 2011 product lines.• Created a price increase model by product family for the President and SVP Sales Operations to determine what was necessary to counteract the $10M increase in raw material and fuel costs. • Worked directly with the President on forecasting and budgeting domestic sales, AUSP, and units by region and by product. • Minimized product complexity by restricting allowable variations which resulted in the active sku count decreasing by 65% to 32,000. • Worked with Product Development on strategic product differentiation for key customers.

• Created Finance, Sales Accounting to handle revenue recognition, customer subsidies, and SG&A expenses for the Beautyrest brand. • Developed a sales and SG&A expense reporting database on Hyperion Essbase for use in calculating compensation and providing reporting for the Sales Team.• Designed and built a budgeting process on Hyperion Planning used by all sales associates with dealer responsibility.• Streamlined and improved dealer subsidy calculations and subsequent credit processing.• Identified and implemented internal controls over the point-of-purchase materials program which resulted in $4 million in savings for the Marketing Department.• Provided financial planning and analysis for issues on product returns and the outside call center. • Provided monthly report to sales management highlighting significant variances to budget.• Prepared monthly sales and expense forecast for Corporate Finance. • Acted as the primary contact for the sales organization with Audit, Accounting, and AR/AP.

•Managed the plant-level accounting, product costing, payroll, and accounts payable functions.•Prepared the plant’s annual budget and monthly forecasts.•Analyzed expenditures, determined the cost drivers, and worked with plant management to reduce, defer, and/or eliminate wherever possible. Although production decreased year over year, the bottom line percentage remained strong due to this consistent focus on expenses. •Identified and implemented best practices for freight accrual, floor sample discounts, and finished goods transfer process in order to tighten controls and enhance reporting.•Designed and prepared monthly material usage and weekly cycle count reports. Reviewed with supervisors to increase their understanding on how to impact the results.

•Planned and conducted financial audits and operational reviews of corporate departments, manufacturing plants, and outlet stores.•Facilitated a plant committee for over a year to standardize key internal controls for compliance with 404 Section of Sarbanes-Oxley. Updated and maintained a database for efficient reporting.•Developed queries on JD Edwards and reports on Essbase to analyze the financial statements.

•Planned and conducted operational audits of manufacturing plants in Honduras and Guatemala. •Conducted forensic accounting work at a distribution center to determine value of product loss.

•Prepared semi-annual budgets for ten areas based on history and anticipated market conditions.•Analyzed the division’s sales and gross profit at a product level for necessary sales adjustments.•Prepared monthly reports on profit, inventory turns, average accounts receivable, and return on net assets. Reviewed the reports with departmental management.•Worked on special projects including customs reconciliation, unit losses, and freight reporting.

•Performed the monthly closing process for eight manufacturing companies. Prepared all necessary journal entries and balance sheet reconciliations.•Reviewed income and expense accounts for reasonableness and accuracy. Analyzed variances between actual and budget. Prepared written explanations for all unusual or significant items.

•Conducted financial and operational audits for six companies with over 25 locations. •Verified accuracy of physical inventory counts on a quarterly basis.