As the Director of Finance at Walkboard Technologies, Inc., I am responsible for:- Producing monthly financial statements;- Developing pro forma financial statements and cash flow projections for the purpose of budgeting, resource planning, and investor diligence;- Overseeing day-to-day financial operations;- Clearly communicating all things related to finances to internal and external partners;- Establishing internal financial processes;- Invoice management (both receivables and payables)- Serving as an external audit liaison;- Creating ad hoc financial reports;- Payroll management;- Bookkeeping

- Developed and communicated quarterly, annual and long-range forecasts and analyzed actual performance against.- Produced and presented month-end results – including accrual expense estimates, allocations, andjournal entries – to key stakeholders and finance management.- Produced monthly and ad hoc KPI reporting.- Partnered with non-financial management to identify improvement opportunities in operations andreview expenses, forecasts and KPI’s.

- Responsible for negotiating pricing and operational terms with large carrier base comprising morethan $400M in annual freight spend. Compiled all supporting data and conducted all analytics to drive negotiations.- Initiated and executed new multi-year strategic partnership agreements with multiple high-performing LTL carrier partners, enabling Grainger to achieve price certainty, organic growth capacity, reliable service, and the ability to offset future rate increases by growing business with the carrier partner.- Conducted multiple large-scale RFPs without industry-standard technology/software, which required: (1) Establishing operational requirements; (2) Management of communications with up to 18 carriers at a time; (3) Performing cost/service analyses to determine best course of action; (4) Implementation of best course of action; (5) Tracking of actual cost impact relative to forecasted cost impact.- Revamped freight forecasting models, resulting in increased accuracy, improved ease of use, dataintegrity, and ability to interpret changes in freight costs & freight-to-sales figures.- Developed “Transportation Framework,” which: (1) Established current baseline transportation spend, formalized inefficiencies & opportunities, and calculated potential cost savings in optimized state; (2) Developed model which allowed for sensitivity analyses of different operational cost drivers; (3) Allowed Transportation to easily explain operations and finances to business partners and new hires.- Developed and maintained model to forecast and track LTL pricing changes to support yearly/quarterly forecasts.- Reviewed and analyzed several specific local markets to determine potential of implementing specialty delivery services on a national scale

-Developed process to leverage inventory more effectively, allowing Grainger to reduce DC inventory by $25 million while maintaining high product availability levels.- Analyzed interactions between availability, demand, and inventory trends. Recommended targeted investment strategy to strengthen declining availability.- Wrote SQL syntax to identify excess inventory meeting specified criteria, enabling supplier-facing partners to execute ~$8 million in supplier returns, as well as lay framework for DC-to-DC redeployments executed annually thereafter.- Maintained relationships with and provided support to three DC directors responsible for more than $300M in inventory.- Managed and tracked “market intelligence” reports from field team, increasing inventory positions for specific customers promising consistent and ongoing purchases.- Organized and led team to minimize annual spike in DC inventory at year-end.- Streamlined New Item Stocking Level Refresh Process within Microsoft Access, resulting in reduced execution time and potential for errors.