Our team rolled out, managed, and governed the first Integrated Facilities Management (IFM) outsourced initiative within Global Facilities. Due to the achieved success, the program expanded to include Food Services, Maintenance Repair & Operations, Lab Asset Management and Lab Support Services.• For the original outsourced initiative, acted as a liaison and trained 11 Amgen sites, finance, sourcing and legal teams on the MGSA terms and structure. Removed roadblocks, built strong partnerships, interpreted and improved the agreements which help set the foundation for future expansion. • Developed robust internal controls and processes for budgeting, revenue recognition, contract changes, month-end close, performance (KPIs/SLAs) and savings calculations which resulted in zero audit findings and allowed speed to market with future bids.• Improved processes and educated program teams for the next generation expansion which significantly increased contract value, year over year savings and held providers accountable for true savings on each initiative. • Managed multiple program teams to deliver contractual obligations and built a best-in-class contract structure that led to faster process time (savings realized quicker) for new scope and change orders.• Defined business requirements, negotiated terms and acted as a liaison with providers, legal and sourcing for RFPs to increase scope of work and savings.

Provided strategic analysis for Colorado and Washington real estate portfolios of sixteen owned and ten leased properties. Determined business needs and negotiated leases. Led cross functional teams through the capital approval process to ensure project execution for multimillion-dollar capital projects and tenant improvement investments. Justified the business case, analyzed options, and recommended solutions to executive management.

Business partner to Colorado Operations. Led the process to develop long range plans, budgets and estimates for capital, expense, headcount, and occupancy. Integral member of the site capital governance approval process with oversight of a $100M capital budget.

Expanded role to serve as a financial leader to the entire supply chain team including manufacturing, delivery and warehouse costs. Provided co-pack and sourcing contract evaluations, recommendations, and approvals. P&L management, return on investment and price-volume-mix variance analysis for various brands to determine optimal profitability. Served as a member of the due diligence transition team for mergers and acquisitions and as a key player with integrations and transitions. Drove the process to properly assign supply chain costs to appropriate brands to rationalize and optimize profit margins.

Provided financial and accounting guidance and support to five manufacturing facilities. Collaborated with plant managers and controllers to deliver annual budgets, SLAs, KPIs, financial analysis, monthly close activities, and timely reporting. Assisted in the annual standard costs process. Supported leadership with potential acquisitions, created valuation models to predict accretion/dilution, analyzed and audited financials and calculated synergies. Served as interim controller for a new snack production facility; implemented initial processes, metrics and costing models required from the first production run to increased volume.