Responsible for complete financial management of the West Area Sales team, consisting of $2.5B in gross revenue, $500MM in promotional spending, and 160 FTE employees. Provided financial counsel to Senior Management and Customer Business Teams, focused on profitable growth, trade spend efficiency, internal controls, and resource allocation.Successfully managed through the complexity of 4 major reorganizations, including the spin-off of Mondelez, and the support of 3 different Area Vice Presidents of SalesLed monthly forecasting and planning process across 45 categories for 25 planning entities; developed financial projections for senior leadership, ensuring target delivery (gross revenue, net revenue, and marginal contribution)Advised Area Vice President for reconnect meetings with Business Unit and Executive leadership, ensuring data accuracy, presentation flow, and anticipated follow up queriesLed field project team to reengineer monthly trade attestation process to support both corporate needs and PwC audit requirementsDeveloped a Finance 101/201 training presentation to provide field sales with an understanding of the P&L and how to influence results at all levels of the organization; focus was to make conscious choices and not work in a reactive state. All content was created as standalone materials for classroom instructors, as well as, an interactive on-line training moduleLed project team to support the merger of Safeway and Albertsons; managing the internal complexities of blending a centralized customer structure into a decentralized model, focusing on mapping end to end data solutions ranging from supply chain and revenue recognition to trade management and retail effectiveness

Provided financial/analytical support to sales leadership for both the Club and Safeway sales teams. Two comparable roles in the span of 2 ½ years as the customers’ structures evolved.Provided portfolio profitability analysis for the limited SKU environment in the Club channel that focused on expanding distribution and landing the annual cereal contract worth $30MMManaged the migration of the Safeway sales team structure from a decentralized, geographical model to a centralized team structure; included streamlining the content and cadence of reporting and analytics to managing the overhead productivity from 100+ FTE employees to 80Performed post-event trade analysis for the centralized Safeway team; evaluating Kraft metrics against in market metrics (Nielsen). Analysis was used to improve future events and challenge assumptions on lift and paybackResponsible for performing internal audits of trade contracts, ensuring all contract elements met policy requirements and proof of performance was adequate to support payments

Provided financial leadership to the Food Service Dairy and Enhancers Operations Business Teams (OBT). Responsible for product cost planning, reporting and analysis from 15 internal production plants and 5 co-manufacturers, accounting for $250MM of annual variable product cost.Developed annual product cost budgets and revised forecasts ensuring the impacts of commodities, purchasing contracts and productivity projects were properly reflectedProvided financial leadership to the OBT on sourcing projects, consolidating production into fewer plants, optimizing production mix, and lowering overall cost by 10%.Performed cost estimates for product reformulation and productivity initiatives, providing decision support for Senior ManagementDesigned the analysis that led to a re-negotiation of a co-manufacturer contract saving $1MM annually/5%

Finance lead for business analysis in support of 20 categories across the Meals Division, $1.5B gross revenue.Led project team in the development of a dynamic regional P&L model, enabling the division to analyze and target the most profitable regions/channels; focused on velocities, trade and supply chain efficienciesProvided financial leadership for division scale programs and corporate initiative spending in excess of $75MMDeveloped and implemented a financial process to evaluate profitability of national channel product proposals, benchmarking MC and ROI against retail and channel history Designed a daily volume report to project month end sales volume across all 20 categories within the divisionResponsible for reporting monthly P&L results to Division Leadership Council & Kraft Foods Corporate; including a reconciliation to general ledger and communication of division management entriesPerformed earnings variation analyses (EVA) against planning and historical benchmarks, highlighting timing versus permanent impacts to the full year P&LLed project team in the development of a web-based, division finance training program