Corporate Finance Team Lead responsible for four business units and $65M in revenue including both financial and operational reporting. Managed quarterly reforecasting across the business units.• Led strategic financial planning with business unit P&L owners to drive yearly savings. • Successfully drove budget accountability and savings reporting to leadership.• Audit contractual SLAs and KPIs to ensure and provide backup for accurate monthly billing. • Formulated complex standard financial reporting and processes to drive accuracy and efficiency across business units, reducing time on task by 80%.• Utilized technology to drive operational restructuring and efficiency resulting in a cost savings of $1.7M.• Led the FP&A and Accounting integration efforts for the new Optum entity including the mapping of conversion tables from Great Plains to PeopleSoft.

Oversaw a team of 5 local accountants and 14 offshore accountants responsible for the accounting and financial analysis of a healthcare portfolio of 200 clinics and 800 physicians.• Reviewed and approved journal entries and AP/AR/Bank reconciliations to ensure SOX compliance.• Prepared monthly and quarterly financial reporting for client certifying accuracy and standardization.• Ensured accuracy of payroll and malpractice insurance allocations across the portfolio.• Partnered with corporate accounting to prepare portfolio billing to ensure accuracy.• Successfully led projects for Blackline implementation, Escheatment, Payroll, and Reconciliation Cleanup.

Business unit leader for Accounting and Finance with responsibility for $50M in manufacturing revenue.• Project leader for SAP implementation from an AS400 IBM system. Key milestones included transferring BOM’s and routing for 30,000 SKU’s, transferring purchasing records for over 5,000 purchased parts.• Created training documents for all areas of the plant as well as trained associates on how to use SAP and troubleshoot within their respected areas. • Prepared Forecast Reports in preparation for monthly leadership review and adjusted as necessary to submit to corporate within Hyperion.• Supported the Controller with budget preparation, using guidelines from corporate to create data for variable overhead and fixed overhead on the P&L.• Reported financial data in daily operations meeting, covering forecast, expected target and actuals.• Supervised and participated in the preparation of monthly journal entries and managed the month-end accounts payable close, including inventory and MRO accruals.• Facilitated international inter-company inventory and fixed asset transfers.• Managed Accounts Payable and consolidation of AP from other manufacturing sites into the Dallas Plant.• Approved disbursements averaging $1.5M/week. Increased Days Payable Outstanding from 49 to 82.• Collaborated with Supply Chain and Operations to consolidate three plants into the Dallas facility.• Led costing new parts project for new standards for 2014, resulting in improved standards, accurate inventory, materials allocation, and increased plant revenue.• Performed root cause analysis on cost variances and implemented corrective actions.• Created E&O analysis and reviewed with Supply Chain and Managers, reducing inventory waste.

Managed Accounting and Financial Reporting, monthly close process, internal control compliance, and cash management and forecasting AR for $100M business.• Developed internal controls to manage the marketing rebates and commissions to ensure proper documentation and compliance.• Site implementation of Hyperion reporting system.• Assisted with budget preparation.• Managed year-end tax reporting to corporate office.• Accountable for Salary Payroll and all relocation.

Supervised Accounts Payable in multiple plants, analysis of standards and costing, managed fixed assets and oversaw the preparation and completion of wall to wall inventory for all plants. • Developed internal company procedures for Accounting, SOX/Internal Controls organizing quarterly checks.• Prepared and reported KPI efficiencies at daily production meeting to operational leaders• Led yearly standard cost roll and new parts throughout the year, resulting in a correct cost to build.