Strategic visionary lead for system implementation of a financial reporting tool used by Local Power Companies (LPCs). The tool replaces a 25-year legacy system and provides a platform for business intelligence, comparative analytics, and process automation. Leading a team of five accounting and compliance professionals providing both FERC accounting expertise and assurance reviews of LPCs in accordance with the wholesale power contract between TVA and the LPCs. Continuous improvement leader responsible for on-going efficiency and documentation improvements of the assurance work executed by the team. Served on team that developed a needs/risk-based portfolio approach to executing assurance work with the LPCs focusing on improving financial performance, LPC competencies, regulatory health and value to the ratepayers in the valley. Building and maintaining highly collaborative relationships with LPC leaders and internal TVA business partners. Collaborate with Regulatory Analysts and LPC staff in developing remediation actions for contract violations identified during assurance reviews and other regulatory situations. Most recent three year team performance improvements include: 20% improvement in yearly LPC financial reporting reviews; 80% improvement in LPC reporting errors and omissions; 45% increase in violations identified due to more focused financial LPC reviews; 10% improvement in timely remediation of current LPC violations.

Program Manager responsible for administering, resourcing and supporting contract compliance reviews of customers conducted by 15 analysts across a seven state region. Responsible for continuous improvement of the contract compliance reviews, which included standardizing the approach, building executable templates and developing a quality control process ensuring high quality and value to the customer and stakeholders.

Compliance Analyst, level 3 in the Stakeholder Compliance and Advisory group. Responsible for performing compliance assessments and advisory process improvement consultations in the Strategy and External Relations Organization at TVA. This organization is responsible for all outward facing interactions of the agency including "Strategy & Business Planning", "Customer Relations", "Environment & Technology", "Commercial Operations & Pricing", "Government Relations", and "Communications".

Financial Reporting, Forecasting, Analysis and Process Improvement• Co-leader of the Internal Reporting, Standardization, Consolidation and Improvement committee. • Responsible for eliminating 30% redundant or erroneous internal reporting corporate-wide while standardizing report formats and data sources.• Worked with all divisions to create internal Divisional P&L’s with monthly forecast adjustments.• Developed and implemented a financial package for Stores division that provided an expense forecast and variance analysis resulting in a 5% improvement in store profitability.• Achieved more than $5 million savings in store payroll through the creation of a standardized budget allocation model.• Developed and implemented a store staffing structure that resulted in $7.8 million savings in payroll spending during 2006 and an additional $2.5 million in 2007.• Trained and evaluated new store managers and district managers in managing P&L performance and payroll management resulting in a minimum 5% increase in profitability.• Developed and implemented an intranet supply ordering system that improved delivery time by 41%, increased the number of standardized items available by 300%, while adding 177 store locations without increasing staffing or annual cost.• Achieved $1.45M savings in Store Supplies by standardizing the supplies and consolidating vendors.• Produced for daily, weekly, monthly, quarterly, and annual Sales, Margin, and Expense forecasts for C-level executives.• Produced 1, 3, and 5 year Profitability, Balance Sheet and Cash Flow forecasts for C-level executives.• Produced Division and Product level profitability and variance analysis.• Direct 3 staff members in providing the monthly financial forecasting, reporting, and analysis to 10 divisions representing over 35 different departments and 387 stores.• Key member of the: o business review and improvement team o cross-functional profitability improvement team

Member consultant responsible for analyzing hospital and surgery center supply usage and making recommendations to reduce supply cost amounting in 10-25% savings.

• Managed office staff of 3 people responsible for billing, collections, accounts payable, purchasing, and payroll.• Performed all month end, quarterly, and annual accounting entries, in addition to, reporting and analysis for corporate office and local physician owners.