Support the management, oversight, and execution of key financial processes for the global finance organization and executive leadership including the annual budget, quarterly forecasts, and monthly consolidation of financial data and reporting. This includes a total of 172 global entities (72 operating; 100 holding/dormant) spanning across 30 countries and 22 currencies into Hyperion totaling ~$1.7 billion in revenue. Detailed responsibilities/accomplishments are as follows:Build and maintain effective business relationships with executive and division leadership as well as the global accounting/finance teams with the overall goal of identifying opportunities to leverage systems to improve the quality of data.Manage and develop a team of two direct reports, including recruiting, annual goal setting, annual performance reviews, salary recommendations, training and development.Monitor and oversee the creation and analysis of monthly reporting packages including the monthly performance summary, financial statements, working capital, key performance indicators, and corporate expenses.Extensive experience creating and analyzing ad hoc reporting for executive management.Administrator of Hyperion with overall responsibility for user access, dimension library maintenance, data uploads, account mapping, updating data forms, and standardized reporting.

Supported the management, oversight, and execution of key financial processes for the North America CPG Division including the analysis of financial, operational, and sales related results to division leadership for a nine plant ~$450 million revenue operation. Detailed responsibilities/accomplishments are as follows:Provided consultation to a team of seven regional/plant controllers for FP&A and accounting related matters.Developed a financial statement reporting tool that drove a step change to speed and access to financial information, offering multiple comparable scenarios and trends.Initiated and developed a tool used to calculate machine hour rates resulting in significant improvement in standardization and transparency of business cost drivers.Oversaw and standardized budgeting and forecasting processes by leveraging capabilities of financial systems resulting in a 45% reduction of forecast cycle time.

Supported the oversight and execution of key financial processes and accounting integration for the global finance organization and executive leadership including the annual budget, quarterly forecasts, and monthly consolidation of financial data and reporting. This included a total of 123 global entities (52 operating; 71 holding/dormant) spanning across 25 countries and 16 currencies into Hyperion totaling ~$950 million in revenue. Detailed responsibilities/accomplishments are as follows:Took over responsibility of Hyperion following initial implementation and became a self-taught system expert with extensive knowledge of MCC global financial data.Administrator of Hyperion through 15 acquisitions resulting in the addition of 40 entities (22 operating; 18 holding) and five currencies representing annualized revenue of ~$250 million.Managed opening balance sheet processes for several newly acquired entities with responsibilities for identifying and supporting fact patterns for purchase price allocations.

Performed control gap analysis assessments, served as an advisor for internal control implementations, and performed testing for multiple domestic and international business units.

Collaborated on several financial services industry projects focused on benchmarking and gap analyses for an enterprise risk program, regulatory matters related to debt protection products and process implementations related to Dodd-Frank legislation for multiple Fortune 500 clients.Led teams to consult with a client across multiple locations and business units to standardize Sarbanes-Oxley controls throughout an organization.

Developed and executed risk-based financial and IT integrated audits, including an analysis of business processes, risks, and controls, as well as corresponding testing strategies used to evaluate effectiveness of key processes in accordance with IIA standards.Managed audit engagement teams consisting of two to four team members, including direct responsibility for one to two staff auditors, while maintaining relationships with two to five line of business personnel including senior management.Acted as an IT staff auditor for six months for an IT cross-training program to establish an understanding of IT general and application controls as well as to assist in the identification of testing synergies.