Directed a team of finance and accounting professionals and work with third party accounting/audit resources for budgeting, reporting, tax and other functions for privately owned real estate partnership. Evaluated and recommended changes to financial systems and processes for improvement in accuracy, savings in time and disaster planning purposes. Established profit/loss analysis by real estate asset to direct the focus of highest yielding growth opportunities. Restructured staff and department processes in order to improve efficiency and reduce costs and turning a budgeted loss for 2009 into a profit. Analyzed various options and providers of health and benefits and successfully transitioned to a new group health provider with a net cost savings while retaining the same level of coverage. Implemented a Health Savings Account (HSA) as an optional health care coverage alternative with shavings shared with employees to create mutual benefits. Led the Property Management group through an aggressive post hurricane Ike recovery effort and successfully retained all tenants from storm affected offices buildings through communication and collaborative efforts.

Managed team of finance/accounting professionals responsible for the budget planning, forecasting and financial analysis of the worldwide Purchasing, Material Services, Maintenance and Food Service divisions. Responsible for a $1.2 billion expense budget and $100+ million capital plan. Collaborated with the purchasing and maintenance business divisions on a various activities, including: contract review, outsourcing analysis, cost benefit analysis – while ensuring high product reliability and quality. Presented monthly, quarterly and annual business segment results and analysis to executive management. Developed operational performance indicators that impacted financial results. Maintained an effective working relationship with internal and external audit teams to ensure financial controls and compliance. Served on the steering committee for the implementation of the Ariba procurement system.

Re-hired by the company to lead the Airport Hub Standardization Project: Performed business process re-design of hub airport finance and administrative activities through the use of Activity Based Costing (ABC), Process Value Analysis (PVA) and best practices. Created and analyzed workflow processes. Established strategic direction for providing internal financial and administrative services at hub airport locations. Presented improvement recommendations to executive management and hub airport leadership. Implemented change recommendations with the consensual assistance of all layers of employees at the hub locations (Houston, Newark and Cleveland).

Developed methods to measure performance of cross-functional operations. Performed process re-engineering using an Activity and Process Value Analysis (AVA/PVA) for the departments of Sales Promotion, Advertising, Agency Training, Public Relations, Plan Administration and Pension Technical Services. Presented process/system improvements to management. Assignments also include the areas of Facilities Management, Purchasing, Human Resources, Graphic Services, Electronic Imaging and Record Retention.

Led a team of analysts to support the industrial engineering group in an effort to quantify customer experiences in the airport environments. Assisted in the project leadership in the development of a graphical user interface (GUI) for the legacy airline reservations system