Responsible for all aspects of Accounts Payable across multiple business units on varying systems. • Accountable for leading a team of approximately 25 associates in all facets of Accounts Payable for a large Plumbing & HVAC distributor.• Integrated five regional business units into a one centralized Accounts Payable organization.• Transitioned Accounts Payable in multiple locations from home growth WDS ERP system to Workday for Indirect Spent and Solar Eclipse for Direct spend• Maintained adherence to corporate, accounting and GAAP standards, addressed escalated issues from employees and vendors regarding A/P, and ensured accurate and compliant A/P files in accordance with company policies and government regulations. • Reduced staff turnover from forty plus percent annually to less than ten percent.• Reduced Accounts Payable costs while optimizing performance as part of the centralization of the AP function.

• Responsible for managing a team of approximately seventy direct associates responsible for end to end processing of greater than 1.8M Accounts Payable invoices annually.• Ensuring we are meeting our customer service level agreements in a timely and quality fashion. Since assuming the position we have improved performance by 50%.• Transitioning and standardizing 39 branch functions around AP into a shared service center environment. • Establishing AP performance/quality metrics and leveraging to ensure a high quality product is delivered to our clients• Developing and implementing processes to streamline and simplify the AP process (i.e. Simple Invoice, Unknown invoices, internal ACH payments, Open Credits)• Restructured AP team to maximize efficiencies and reduce cost• Converted 1099 filing from paper to electronic for over 23,000 vendors

• Managed all aspects of Transactional A/P and Disbursements for seven divisions within the US and Canada. Encompassed supervising seven managers and sixty offshore resources in all aspects of A/P Transactional processing. • Supervised timely and accurate processing of invoices, purchase orders, credit memos, and payment disbursements. • Maintained adherence to corporate, accounting and GAAP standards, addressed escalated issues from employees and vendors regarding A/P, and ensured accurate and compliant A/P files in accordance with company policies and government regulations. • Transitioned seven divisions to the newly created Shared Service Center model.• Offshored A/P transactional processing to third party provider in India (Genpact).• Moved invoice scanning from in-house to third party vendor (Novitex & ScanOne).• Staffed, trained, and documented processes for the seven on-site A/P managers.• Led several A/P Recovery Audits, which resulted in recoveries of over $3M.• Switched bank vendors from Wachovia bank to Deutsche Bank.• Transitioned check printing from in-house to off-site at Deutsche Bank.• Teamed with Procurement and the business to improve Net Working Capital – moved vendors to 60 day terms when possible.• Standardized processes across the divisions and assisted in the SAP upgrade projects.

• Promoted to supervise A/P and A/R operations for Novartis Consumer Health division including payment of invoices, verification of payments and communications with external vendors, cash collections and application. • Participated in planning/implementing business policies and procedures to ensure proper controls, including transitioning work to a third party offshore provider. Managed a team of three direct reports and fifteen offshore resources.• Transitioned from Concur Travel Expense to SAP eTravel.• Converted from Wachovia Bank to Deutsche Bank.• Moved over 1,000 employees from American Express corporate cards to J.P. Morgan.• Reduced outstanding aged GRIR from $30M to $15M.• Improved A/R deductions processing.• Within one year of transitioning to an offshore model posted better A/R and A/P results in terms of DSO, DPO, and total pending & blocked invoices.• Improved Net Working Capital by changing payment terms based upon receipt of invoice.

• Assumed responsibility for full cycle A/P process including invoice processing, GRIR, 1099’s, Procurement cards (Individual & Ghosted), month end reconciliations & reporting, executive briefings, and A/P accruals.• Successfully transitioned A/P operations to an offshore model.• As part of offshore transition, documented process, developed training materials, trained staff, implemented SOX controls, change management, ongoing process enhancements.• Detected T&E fraud and resolved including implementing additional policies and controls.• Implemented additional duplicate payment process prior to checks being issued.• Improved management of parked and blocked resulting in a 50% reduction in aging items.

• Global Manager - managed A/P and Employee Expenses, all areas of A/P including leading team of six domestic associates, six outsourced remote associates and five in Pune, India. • Rolled out new global T&E policy to 22 countries including headquarters location in the US.• Set up SOX controls and documented processes for both A/P and T&E.• Worked with global sourcing to improve cash flow.