• Manage the overall direction, coordination, and evaluation of the Accounting/Finance & HR Departments • Develop, improve and issue timely monthly financial records for Leadership Team and Partners• Manage commercial banking relationships to facilitate an appropriate credit resource under highly competitive terms• Safeguard assets and assure accurate and timely recording of all transactions by implementing disciplines of internal audits, controls and checks across all departments• Manage the accuracy and productivity of day-to-day activities of accounts payable, cash disbursements, invoicing/billing, customer credits and collections, payroll, general & entity accounting, cost accounting, Human Resources etc.• Assure financial plans are consistent with organizational goals• Provide financial analysis tools to evaluate company ventures or special projects, programs, capital expenditures, products costing, etc. when necessary• Interface with outside audit firms(s), banks and lessors, casualty/liability insurance agent(s), credit card companies, and collection agencies• Provide a visionary and leadership implementation role on behalf of Finance and Human Resources to all departments

• Delivered financial and budget data to measure operational efficiency, providing “one version of the truth” with consistency, accuracy, and appropriate detail• Designed and built infrastructure to support business reporting needs; moving from high-level, manual Excel process to scalable, fully integrated planning and reporting system • Provided recommendations on program pricing, corrective actions, improvement opportunities and efficiencies as well as contract language• Led Financial Services, ensuring timely delivery of accurate invoices to clients and solve any invoicing issues• Worked with Technology team to improve invoicing processes and eliminate manual interventionAccomplishments• Supported M&A activities by creating repeatable processes and generating financial schedules during due diligence, closing and post-close for the acquisition of OnForce and sale of Beeline to PE firm.• Researched, procured, and implemented cloud-based Corporate Performance Management (CPM) tool to replace Excel-based manual budgeting, forecasting and reporting processes• Project manager for successful integration of the back office operations of the OnForce acquisition• Instituted standardized processes to improve invoicing efficiency. Led initiative to document processes for ~150 clients for the first time.• Led process improvement projects enabling 50% reduction in headcount of Financial Services department.

Financial Systems Consultant at EverBank ◊ May 2011 – August 2013• Lead accounting implementation and validation effort of new Data Mart that encompasses all loan platforms• Ensure all sources of data are captured and reconciled to produce reports for multiple reporting purposes• Work closely with IT to identify new work items and develop plans to enhance system• Member of the Temenos T24 core-banking implementation team (accounting) at EverBank World Markets• Conducted testing on accounting entries for multiple transaction scenarios to identify any potential issues• Developed and implemented reconciliation processes for T24 accounts in preparation for system go-liveFP&A Consultant at Winn-Dixie Stores ◊ February 2011 – May 2011• Provided ad hoc analysis on an as-needed basis as an interim member of the Corporate FP&A team• Created and reviewed monthly presentations to Board and Senior Management reporting business results

• Interim member of the Financial Forecasting team• Maintained Strategic Forecast Model for BCBSFL incorporating impacts Healthcare Reform legislation• Developed planning and forecasting calendar for 2011 deliverables, increased efficiency and provided tools to quickly update on a go-forward basis

• Managed the monthly and yearly budgets & forecasts and all reporting related activities for $900M International Division (total of 14 businesses in over 90 countries)• Operated as point person on Global Finance team for action and answers in the US• Oversaw, supervised, and led a finance team of up to seven financial analysts• Administered monthly reporting and consolidation of financial results on a regular basis• Implemented new processes and tools allowing the department to meet critical reporting deadlines that had previously gone unmetAccomplishments:• As International Business Lead for Hyperion Planning implementation, defined business requirements, tested system and trained 50 users in Asia, Brazil and Europe• Led move of the International Accounting & Finance Department to Jacksonville by hiring a staff of 14 in a 3 month time period with the International Controller• Launched a complete restructure of reporting team which resulted in improved department efficiencies, cross-training of team members, and zero headcount growth after a major acquisition • Executed a successful clean-up of CEY acquisition integration eliminating the need for a dual G/L process

Owner/Operator of a "Make and Take Entree" franchise

• Led International Division in deal structure, pro-forma creation, and tax payments/accruals for foreign personnel in multiple countries.• Monitored all revenue booked for proper recognition and provided various ad-hoc analyses to Controller• Supervised, trained, and led two direct reports• Researched and composed Revenue Recognition memos to memorialize treatment• Developed process to track new deals and document proper revenue recognition in accordance with GAAPAccomplishments:• Recognized as subject matter expert in Software Revenue Recognition including EITF 00-21, SAB 104, and SOP 97-2, despite having no prior software experience• Created training tools to educate accounting and sales teams in US-GAAP/SW Revenue Recognition

• Managed all aspects of the GL/Headcount tracking/Corporate Reporting and provided analysis and consolidation of franchise budget and forecasts to senior management• Automated reporting by using MS Query to extract and manipulate data• Demonstrated leadership by developing query tools for analysts and managers resulting in significant improvement of the firm’s financial reporting• Trained cycle owners and reviewed all finance cycles from initial Sarbanes-Oxley (SOX) internal control assessment and documentation to the testing, gap identification remediation and implementation plans • Provided Financial Audit guidance relating to SOX Compliance to Domestic and International affiliates• Reduced closing and HC cycle times and automated many manual data inputs to ensure consistency

• Administered financial guidance and support in operational decision-making and project analysis• Assisted Business Partners with developing budgets and forecasts• Performed month-end closing activities along with various accounting functions• Counseled with Distribution leadership to achieve needed HC reductions and close gap to budget• Revamped distribution closing and monthly reporting processes • Championed ABC model implementation and updated with revised cost matrix and methodology

• Led reporting and consolidating financial results, budgets and monthly forecasts of five varied business channels of GEA’s extended service contract business with $32.5M in operating margin (2001)• Performed required journal entries to book revenues and properly state financial position of GEWM• Analyzed sales and expense to provide direction to the GM of GEWM on areas of success and concern• Owned financial relationship with JV partner; disbursed cash and reconciled position of GEWM and JV• Successfully completed four Six Sigma projects that improved speed and accuracy of analysis

• Owned all financial processes of Water Systems and Monogram teams with combined sales of $185M• Performed program profitability analysis on a $6.8M budget for capital spending projects• Managed and reconciled balance sheets with combined balances of $4.3M• Analyzed revenue and expenses to provide regular estimates and direction to operating team• Achieved first time profitability for new product line by working with team to reduce base and variable costs• Reduced financial reporting time two days by developing financial infrastructure and processes

Control Systems Buying Team• Analyzed suppliers for potential warrant opportunities with the GEA Business Development Team• Reviewed financial stability of suppliers in order to create necessary abatement plans • Created pricing model with Six Sigma tools to better understand drivers of key commodity pricing• Analyzed suppliers for potential warrant opportunities with the GEA Business Development Team.• Generated $6.2MM in cash by coordinating movement of 35% of team’s buy to new pay terms.Sourcing Finance• Developed material cost reduction op-plans for Manufacturing, Sourced Products, and Buying Teams• Coordinated, forecasted and tracked progress in reaching GEA’s $90M material Cost Take-Out goal• Reconciled and maintained $12M in necessary balance sheet accounts

Operations Leader for PSS-Raleigh

Mortgage Loan Officer