Hired to fill vacant Controller position to provide leadership to accounting team of 34 people (G/L, P/R, A/R, A/P, F/A, Tax), implement timely and meaningful financial reporting and develop high-performing team capable of supporting rapid growth.• As a senior leader, provided support, guidance and innovative/entrepreneurial thinking to help implement company strategy. • Responsible for producing monthly, quarterly and annual financial statements including footnotes to the financial statements. • Responsible for annual financial statement audits resulting in favorable opinions and no material errors, omissions or identified deficiencies. • Led accounting integration of two acquisitions, one of which doubled the size of the company to $1.2B in revenue and over 4,000 employees, identifying cost containment opportunities and driving synergies.• As a member of the Fiduciary Committee, exercised discretionary authority, control and responsibility, following ERISA rules, to support management of company retirement plan assets. • Applied Six Sigma business acumen to develop process efficiencies across all transactional areas, eliminating non-value added practices and reducing costs.• Responsible for improving cash flow and lowering DSO through streamlined/accelerated billing processes and cash forecasting.• Oversaw development of financial package to owners and lenders.• Other areas of responsibility included overseeing valuation and purchase accounting, tests for goodwill impairment, pension administration, rate swaps, self-insurance and lease accounting.• By utilizing effective communications and interpersonal skills, I partnered with leaders in all operational areas, including Contracts, H/R, I/T, B/D, Communications to foster a collaborative work environment.

Hired as a replacement for retiring director to lead the transactional accounting team, restore morale and create a high performing finance organization. • Managed department of 70 people responsible for billing, accounts payable, contracts, credit and collections and revenue recognition for print and digital advertising and circulation accounting.• Led the cleanup of outstanding receivables and implemented billing and collection best practices resulting in the reduction of DSO from 100 + days to an average of 45 days.• Utilized six sigma practices to implement process efficiencies, which reduced cost in the department by $500K plus annually.• Reduced reliance on bad debt reserve resulting in recovery of $8 million, which had a direct positive bottom line impact.• Streamlined accounts payable processes reducing cycle time for payables by 30 days• Leveraged technologies and streamlined customer service, which enabled headcount reduction while improving customer service.• Implemented Blackline reconciliation software for managing G/L account reconciliations and scanned based trading variances, resulted in shortening month-end close.

Hired to establish Controller’s group and build accounting team with government contractor compliant business acumen to support KPMG’s $500M growing government contracting division.• Designed, developed, documented and submitted valid indirect rates within 9 months, enabling the division to bid on cost type contracts. This action opened up multi-billion dollar market that was otherwise unattainable.• Developed and documented policies and procedures relating to time and expense reporting, accounting for unallowable expenses, home office allocations, incurred cost submissions, indirect rate monitoring, billing processes, etc. Few policies and procedures existed previously.• Established billing community to centralize fragmented, inefficient billing process, resulting in more consistent, timely and accurate billing, which also led to reduction in Days Sales Outstanding (DSO).• Supervised development, monitoring and documentation of forward pricing rate proposals (FPRP), Incurred Cost Submissions (ICS), disclosure statements and other required government contracting compliance reporting.• Hired, trained and mentored accounting staff of 7, ranging from associate director to staff accountant.

Promoted to Senior manager to lead IBM’s $1.8B Public Sector Financial Business Process and Systems team. Mission was to carry out implementation of Public Sector business strategy by delivering integrated and cost effective business process and system solutions focused on improving efficiency, profitability and competitiveness.• Implemented Deltek’s Costpoint system to support $2 billion dollar government contracting business. This implementation was delivered on time and on budget leading to significant efficiencies in billing, indirect rate development and competitiveness. • Migrated over 5,000 Public Sector employees onto government compliant time keeping system within three-month period.• Led team of 30, comprised of accountants, programmers and database administrators located in five separate sites across US, who designed, developed and deployed new business processes and system solutions, and who operated and maintained existing financial systems.• Partnered with corporate IT and finance organizations to define and align strategic financial system and business process objectives. This partnering led to sharing of best practices and improved efficiencies within other lines of business outside Public Sector.• Developed, coached and mentored high performing team that was recognized by its Public Sector customer as outstanding in delivery of value-added solutions in support of IBM’s government contracting business.

Hired by IBM due to acquisition of PricewaterhouseCoopers (PwC) Consulting business. Led successful system integration of PwC into IBM system environment with minimum disruption to financial process.• Migrated 2,500 PwC employees into IBM’s HR and Payroll system• Evaluated and implemented combined cost accounting standards (CAS) structure and migrated over 300 contracts• Generated 95% of all possible invoicing during first billing cycle following the migration, resulting in $120M in invoices submitted to customers on schedule• Developed and delivered training to Project Managers and Financial Analysts, supporting seamless integration.

Hired to act as catalyst in PwC’s $750M government contract division to lead finance team toward improved systems and processes, increased use of technology to improve efficiencies, speed flow of financial data for improved business management, and program control.• Managed team of 16 in functional areas comprised of A/P, A/R, time and expense reporting, financial analysis, budget and forecasting, and P&L preparation.• Achieved high levels of productivity through staff restructuring and process improvements.• Introduced best practices, new technologies and training, creating an efficient high-- performing finance organization.• Implemented new system set up of Deltek’s Costpoint system, increasing speed of reconciliation and generation of more detailed financial reporting and analysis.

Managed Accounting/Finance staff of 10. Directed daily operations of A/P, Billing, A/R and Cash Collections, Time and Expense Report and Financial Analysis teams. Responsibilities included budgeting, planning and forecasting for three lines of business with combined annual sales of $150 million. Provided budget-to-actual analysis reporting to regional and national line-of-business leadership. Developed best practices, ad-hoc reporting tools and process improvements in a variety of database and spreadsheet programs, resulting in the most improved regional internal audit report, and generating more timely and accurate project analysis.Many of the best practices developed at this time are still in use throughout the firm today. Financial Analyst for $30 million Mid-Atlantic Region tax practice. Supported tax line-of-business Partner-in-Charge through budgeting, forecasting and budget-to-actual analysis. Monitored, analyzed and reported on work-in-process for gross margin and profitability targets, A/R with a focus on aging to anticipate provisions, and cash collections, according to targets set by partner and manager. Reviewed results with tax partners and project managers and provided portfolio analysis. Developed P&L statements by service type.

Actively facilitated growth in annual sales from $5 million to $25 million as a result of acquisition in 1994 and merger in 1995.• Managed all aspects of accounting, information technology and human resources• Implemented internal controls and aggressive A/P policies to reduce expenditures• Prep ared weekly ARC reporting• Coordinated all banking activities