Conduent's FastCap® Finance Analytics, is a set of solutions focused on working capital and quickly bringing cash back into a client’s organization. Our goal is to streamline the process and move from recovery to prevention. The primary focus is on procurement spend and accounts payable erroneous payments.Through data-driven insights and predictive analytics, FastCap enables clients to analyze spending patterns, identify inefficiencies, and optimize procurement strategies. By uncovering hidden costs, reducing maverick spending, and negotiating favorable contracts, Conduent helps clients achieve significant cost savings and improve overall financial performance.Conduent's FastCap offers advanced spend analytics capabilities, allowing clients to uncover hidden cost-saving opportunities and enhance procurement performance. Unlike competitors with basic analytics tools, FastCap leverages advanced data analytics and machine learning algorithms to deliver actionable insights. This enables clients to make informed decisions, negotiate better contracts, and optimize their procurement strategies, resulting in significant cost reductions and improved financial performance.

Strategic consulting in the finance and accounting space. Assisting companies move beyond just labor arbitrage with shared services and business process outsourcing into the next generation of thinking. Enabling marketplace agility as companies grow and transform their operations through development of strategic partnerships with service providers, to add quantifiable value.• Strategic consulting in finance and accounting space, saving companies 30% - 60% in working capital optimization, improved compliance and control and process efficiency with "digital first" approach.• Drove strategic improvements to enhance operational and organizational efficiencies across team with development and implementation of "proposal to contract" RACI matrix and standard operating procedures, for 20+ global team members, accessible in SharePoint.• Experienced in establishing shared services and business process outsourcing, successfully enabled by transformation into next generation of best practices, with “digital first” approach for clients with TCV of $500K to $20M.• Instituted formal operating procedures and enforced adherence to policies and regulations that impacted bottom-line.• Fostered work culture of collaboration and inclusion to increase morale and reduce turnover.

Responsible for solution designs, project management and governance of F&A transition and transformation programs. Global Project Management • Baker Hughes – International: Accountable for the solution development and proposal defense to win the work and then effectively transition 300+ resources providing RTR, OTC and PTP services into standardized processes and technology solutions. This role required the leadership and establishment of controls to confirm transferred data integrity and system performance, as well as the establishment of an evaluation approach to insure successful transformation of 90 countries and 13 languages into a “One Finance” model.• Westinghouse – Delivery lead for transforming procurement operations and accounts payable for US, UK, and five other European countries into a standardized Ariba process with concurrent movement from a predominately “paper” process to electronic data for purchasing and accounts payable processing.• BP -- Led the movement of Finance and Accounting processes and applications (Procure to Pay, Record to Report, and Production and Revenue accounting roles) from BP’s previous outsourcing provider to Accenture. This transition required onsite management of processes, resources and technology provisioning in Buenos Aires, Argentina.Process Solution Development• North America Solution Architect: Designed or approved 30 projects, with a total contract value over $800M in 2014 as the Resources Portfolio owner for N.A. Member of the sales, solutions, and operations leadership teams for Oil/Gas, Utilities, and Mining opportunities, with responsibility of objectively verifying that processes are defined and people are trained, and the delivery team is set up for success on day 1.

• BP (USA): Single point of accountability for overall project management associated with a $46M transition project. • NiSource Corporation: Managed client relationships and business services excellence, for which the F&A portion of the contract was priced at $200M. I was accountable for providing the process design and defense in a competitive bidding approach.• BP (Canada): Managed program for SAP implementation. Assumed responsibility, at BP’s request, for SAP implementation that had overrun the budget 3 times and was still not working. Solved systems and cultural issues. Resolved personnel issues and completed the program on time and under the revisedbudget.• BP (Canada): Managed program for moving transactional roles from an outsourced provider to an offshore location, with the more analytical roles in-sourced back to BP. Interfaced directly with the client to identify process improvement opportunities and implementation strategies. Coordinated the transition plan implementation process, project budget, and issue resolution with the Steering Committee.• BP (Colombia): Analyzed and recommended improved business processes. Developed business processes to effectively integrate with the new SAP system. Directed a change in the financial close review process that improved the accuracy and review time from several days to 2 hours. Established a Six Sigma process to improve the timeliness and accuracy of financial recordings. • BP (North America): Managed the project to improve working capital. Surpassed target savings of $175M by an additional $43M. Delivered project on time and under budget. Post project rating by BP was the highest (5 on a scale of 1-5).• Procter and Gamble: Program Manager for the transition project. Provided project deliverables management, issues analysis/escalation, and risk assessment for a large implementation spanning 22 countries. Completed project on time and within budget requirements with high satisfaction marks from P&G.

In this role, I managed a team of experts responsible for developing a "Deal to Operate"model, tools and best practices for each stage of the business process life cycle, from identification of an opportunity, transitioning / transforming the services and ultimately deliveryof best of class services. I was responsible for identification, documentation and training ofbest practices on a global basis, for the Business Transformation Outsourcing division of IBM. Under my leadership, we built an electronic repository of best practices, and tools andintegrated Six Sigma methodology into the organization. This led to the cross line of business integration for consistency in initiating, controlling and execution of business processes. My team also developed a professional development framework and identified key competencies and training required to ensure that global professionals were trained and maintained skills necessary to delivery excellence.

• Revenue ManagerEstablished the procedures and billing documentation for the Data Centers in Tulsa, Houston, and Chicago. Performed monthly reviews with clients to explain base line as well as variable charges, clarify issues, and provide resolution recommendations. Directed a successful, innovative approach to activity based cost management, to provide “overhead” service levelunit pricing to clients.• Project ManagerManaged two concurrent projects: Arco – Vastar Backlog Resolution ($2M project). Project results provided by Jim Biles, Controller, Permian Basin: “Working through issues, especiallyon a large project like this one, requires the Project Manager to be visible in Houston. A lot of the success of this project is due to the willingness of Dave Rayburn to spend time with his clients in Houston – face to face.” Movement of accounting services for Grand Chenier Plant to PwC ($800K project). Post project analysis by Randy Jones, BP’s Grand Chenier Plant Manager: “Excellent resultscouldn’t have been done without the dedication of Dave Rayburn and his willingness to travel and meet directly with plant personnel to resolve issues.”

Director, Business Services (North America Energy Group). This position was responsible for negotiating shared services from the Shared Services Centers in Tulsa, Houston and Chicago. In this role I led a Partnering Team of business unit representatives and was responsible for contracting negotiated rates, levels of service and resolving issues for BP - Amoco's US Operations Group. Under my leadership, we established a Hyperion Activity Based Costing model, which enabled comparison of accounting activities unit costs to best of class both within the Oil and Gas Industry and outside as well. This was so successful, I was asked to speak at a Hyperion conference in Toronto and San Diego. In addition I led the BP - Amoco Council of Petroleum Accountants Society team. This team was responsible for reviewing and insuring consistency in BP’s interpretation of charging practices for North American onshore and offshore operations.

Manager of the Investment/Expense, Division Order, Tax/Administration and Joint Operations Management Team for the Mid-Continent Business Unit. In this, responsibilities included the provision of technical and professional teams charged with delivery excellence in the areas of Division Order, Capital Assets, General Accounting and Revenue - Production recordings. I also served as the administrator of the MCBU performance planning and cost monitoring process and served on the Tulsa Accounting Center Personnel Committee.