Responsible for defining and delivering the strategic direction of the Visa Inc. deployment of Oracle Hyperion Enterprise Performance Management (EPM) utilized globally to manage $8B annual operating expense budget and report full P&L serving the FP&A, Controllership, Tax and Treasury organizations. Provided input and thought leadership on use of other finance related software products. Sustained data integrations between systems as various software platforms were enhanced or replaced.• Leveraged Oracle client support to build business case for major version upgrade of Hyperion; received approval; partnered with Technology to install and leverage $4M hardware & software upgrade which improved end-user response time by 10x and resulted in end-user satisfaction increasing from 60% to 90%.• Migrated acquired Europe subsidiary from stand-alone forecast process and platform to global process and platform. Converted historical data to allow for pro forma reporting.• Provided oversight of metadata maintenance of the cost center, country and activity dimensions, limiting hierarchical changes to scheduled windows so as to minimize disruptions during reporting cycles. Partnered with business to define hierarchy structures to facilitate ease of results reporting. Created process for maintaining alternate cost center hierarchy to support separation of global and regional reporting views as organizational matrix management continually evolved.• Assisted team members to deploy Oracle Business Intelligence Enterprise Edition to automate the capital asset reporting and planning needs of Technology FP&A. Developed other auto delivery reports for various finance groups which reduced monthly cycle time by 2-3 days per month by eliminating time spent extracting and manually manipulating data.• Partnered with Marketing FP&A to conduct proof-of-concept as to viability of using Oracle Project Management and Oracle Project Costing modules to track marketing initiatives.

Led team of external consultants in developing and implementing at a cost of $5M a global “bottoms-up” expense planning and global P&L reporting platform using Oracle Hyperion Planning/Essbase, which replaced 5 regional legacy tools. Utilized change management team to ensure successful deployment in all locations globally. Coordinated scheduling of all budgeting/forecasting cycles. Organized resolution of system problems impacting forecasting and reporting processes. • Established integrations with Oracle General Ledger and with PeopleSoft which enabled pre-seeding of financial forecasts with expense data, capital asset depreciation projections and salary & headcount data.• Deployed software to 700+ users in multiple locations. Developed and managed process for end-user access requests, approvals and provisioning. Prepared and delivered training in two international and five domestic locations. Leveraged internal website and email to inform end-users of process and software changes.• Implemented constant dollar reporting allowing FP&A organization to internally report and analyze results without the impact of foreign exchange fluctuations.• Conducted user forums and surveys to detect user pain points. Used results to prioritize enhancement requests and obtain funding.• Delivered 10-15 enhancements each year including a separate reporting cube that enabled attributed views of P&L by country or product, alternate planning forms to simplify user experience, mass data upload to ease data submission for multiple cost centers, alternate forecast scenarios to support FP&A projections, SmartView client upgrade, customized metadata clean-up process which reduced data clutter and modification of salary forecast automation to separate base pay from anticipated merit increases.• Mentored team members to provide global quality checks of $5B operating expense budget and forecast submissions so that they could resolve issues prior to closing budget/forecast cycle.

Cross-matrix manager leading team of 25 professionals in 8 different departments responsible for consolidating all regional forecast/budget submissions using Cognos Business Intelligence.• Evaluated forecast submissions to ensure all six regions had complete submissions and directed follow-up when major cost components were inconsistent with expected target of $3B+ annual operating expense.• Partnered with Accounting to establish and implement process for capitalization of Internally Developed Software.• Standardized global IT forecasting process by deploying IT forecasting and time tracking packages to offshore IT units.

Led a team of four analysts performing Financial Planning & Analysis for IT operations organization including annual budgeting and monthly forecasting of expenses and labor hours and monthly, quarterly and annual consolidated Global IT expense and headcount variance reports.• Improved team efficiency by developing MS Access databases to allow rapid reporting of actuals versus budget/forecast.• Coordinated Capital Funding Committee which allowed senior management to prioritize and select which investments to proceed with.• Delivered various finance projects including financial models of the data center build-out and inter-state migration, forecast accuracy improvement, review of capital asset lives, and EDP expense optimization initiative.• Developed and implemented new process for finance business partners to review large purchase requisitions prior to senior management approval.• Managed operations and enhancements to internally developed forecasting software, including scheduling of monthly forecasting and annual budgeting cycles.• Governed activity code creation for tracking projects and services, including the annual Project to Business As Usual (BAU) conversion.• Oversaw Oracle Financials Cross Validation Rules to enforce various business rules around purchases.• Directed Ariba purchase requisition routing rules.

• Led a team of three analysts in measuring resources consumed by IT services and assigning costs to those services delivered by the $650 million Information Technology unit. • Prepared trend analyses which allow service managers to take corrective actions to reduce unit costs.• Developed IT Service Pricing and implemented General Ledger cross charges to client organizations.• Partnered with Controller’s team to develop and manage annual budget and targets for the IT unit.