Leverage financial data, operational activity reports, historic and external data to evaluate performance.Collaborate with lines of business to define standard KPI/metrics and Service Levels for Accounts Payable, Image Management, Accounts Receivable, Cash Application and Credit functions. Use influence and a data driven approach to drive consensus amongst internal stakeholders across functions to establish and execute common objectives.Create and manage budgets and forecasts to support the forecasting of cash and ensure adequate financial reserves adhere to reserve methodology for bad debt and revenue adjustments.Drive vision of financial metrics and processes, including operational dashboards that provide guidance to achieve department goals. Deliver executive reporting to senior leadership that provides perspective on current health of the Order to Cash process and calls out areas of concern.Evaluate resources based on business volume and adjust staffing model to best leverage insourcing and outsourcing models to drive transactional cost down.Foster a culture that emphasizes results through analytical rigor, reporting, proven processes and teamwork.

Lead a team of over 70 associates that maintain the order to cash functions. Lead the people, process and technology that ensure we collect and apply cash for trade services performed in a timely manner while maintaining appropriate controls. Actively mitigate our exposure to bad debt through our credit processes while balancing opportunities for growth.

Lead development of the $3.6 billion enterprise quarterly forecast, annual budget, and three year plan. Accountability includes the creation of extensive Hyperion financial reporting across multiple sectors. Full responsibility to coordinate efforts of over 30 financial professionals across the finance organization including project management. Provide project updates and reviews with CFO and CEO. Drive reconciliation across groups when conflicts arise. Create insightful financial and operational “C” level analysis and material on behalf of CFO and CEO for use in their board presentations. Work with sector controllers and senior management to improve the efficiency and effectiveness of the Company's budget and forecasting processes.Develop, manage and maintain all enterprise level financial planning models including capital expenditures, cash flow, treasury, asset life cycle, and balance sheet.Create improved financial models for sector business using both Excel and Hyperion for modeling.

Managed a new venture project involving four external partners targeting $1 billion in transportation spend.Collaborated with executives and senior members of staff from all involved companies to create deliverables.Provided project management for work of nine sub-teams with over twenty participants from five companies. Led effort to create a business case that included full business plans, economic modeling, antitrust research, and product definition.

Directed staff of 5 professionals that identified and solved complex transportation problems using mathematical models, statistics, process mapping, and data mining techniques. Managerial duties included performance appraisals, regular coaching, assigning work, time accounting, and department budgeting.Directed cross functional team that studied the process of shifting drivers. As a result, the team developed a new tool that standardized the decision process and resulted in a significant reduction of shifting. Led cross functional team that created new spot pricing tools based on models created by engineering.

Directed cross functional teams that defined the functionality of Network Management, and Dispatch systems. These teams included business subject matter experts, business leaders, and technical staff.Accountable for the content of approximately five million dollars of information technology spend a year.Accountable for creating and managing a strategic technology plan for the Intermodal business unit that would be able to enable them with the technology needed to meet their long term goals.Led cross functional team that created algorithms and software to reduce out of route miles associated with picking-up or dropping-off of empty equipment.

One of six founding members that raised $60 million in capital from BNSF, CN, and General Electric.Led definition of multi-modal transportation market exchange from product concept to full operation.Directed staff in solution prototyping, specification development and product roadmap creation.

Directed team of three professionals that were responsible for forecasting, and pricing support strategy.Responsible for creating tools using mainframe and desktop applications to improve ability to price transportation services and forecasting future load volumes.

Responsible for managing daily customer contacts including: price request, billing issues, equipment issues, and service issues. Worked with industry groups to ensure equipment availability during harvest seasons.Created a customer relationship management tool using MS Access to manage contracts and customer contacts. The tool was later used as a benchmark for a CRM tool that was later created for all of marketing.Created price simplification techniques which drastically reduced the time needed to administer contracts.

Created and maintained capital planning model for corporate wide use.Created lease versus buy analysis that optimized the NPV of a portfolio of fleet repair options.Created budget and forecast for Automotive business unit.

Member of VP-94 Antisubmarine Squadron.