Handling various tasks for this small, faith-based non-profit - from writing paychecks for hourly contractors, running payroll for employees and ordering office supplies to documenting board meetings, managing multiple bank accounts, completing quarterly reporting of expenditures in multiple categories to satisfy federal (via the county) grant requirements to preparing financial data for handoff to the accountant for Form 990 annual filing.

Managed project activity supporting 7-member international finance team leaders working on a number of global corporate projects, including sale of business line, SAP upgrades, deconsolidation and unwinding transitional services. Team to support IT design and conduct testing and implementation.Selected Accomplishments: • Coordinated remapping of 400+ SAP cost centers with all functional finance managers and 3 impacted business controllers, determining where ongoing costs should be charged after project was completed.• Oversaw 1 employee filling new full-time role of accounting and reporting for nonrecurring project costs, utilizing spreadsheet model created in prior role.• Created and maintained SharePoint site used by the team and global finance community, setting up various libraries, maintaining confidentiality and correct security.

Served as key player on global Finance Separation Team tasked with ensuring 3 newly formed finance organizations were ready to operate independently with people, processes and systems after spin-off separation of Dow-DuPont into 3 publicly-traded companies – Dow, DuPont and Corteva. Selected Accomplishments:• Provided leadership and coordination for finance testing process, driving communication and status updates across finance. • Developed and led kick-off meetings for all month-end testers and led daily status calls with key testing participants and IT contacts during month-end close testing. Designed and issued metrics to Finance leadership daily, reporting on status and highlighting issues.• Led discussion at quarterly leadership meetings to review actual and outlook Integration expenses and oversaw process for issuing monthly reports. Facilitated review by CFO and Controller of key project costs involving detailed review of future cost plans.

Supported Finance Director to ensure Finance competencies operated effectively Day 1 of the merger with Dow and met synergy targets, resulting in world-class future state Finance organization. Worked with McKinsey consultants to establish baseline data in calculation of required synergy cost reductions.Selected Accomplishments:• Led design and execution of periodic face-to-face meetings with finance workstream leaders from Dow and DuPont. Worked with DuPont leaders to gain clear understanding and alignment on progress and issues, and with Dow counterpart, verifying clear and objective status reporting.• Spearheaded oversight and control process to ensure visibility of actual and forecast costs related to integration spend, designed in-depth review of projected spend, gathering detail of specific activities and providing insight to rationale for 3rd-party involvement, worked to align definitions of project costs for joint reporting.

Provided financial partnership to internal Finance and Legal functions and supported 8 smaller functions until transitioned to a subordinate while maintaining oversight. Reviewed variance analysis and updated outlooks in conjunction with functional leaders with annual budgets of $250k to $350k, ensuring costs were in line with corporate leadership expectations.Selected Accomplishment:• Instrumental in embracing new functional cost reporting system, integrating results into function-specific reporting and outlook process.

Supported global Finance organization during transition leading up to July 2015 tax-free spin-off of ~$6B company segment into own publicly-traded company (Chemours). Liaised with IT team, building SAP system for “SpinCo” and Finance, coordinating testing and go-live phases and leading testing for finance’s month-end close.