Led a team of 23 remote and onsite individuals responsible for cost accounting, credit, AR, and indirect tax functionsReduced closing cycle from 11 days to 6 days allowing the company to transition from being one of the last in the industry to file external results to one of the firstReorganized cost accounting team to a regional support model to meet the needs of plant management and regional financeCollaborated with internal and external auditors to address inefficiencies in the audit process, which reduced the annual audit fee from $5.25 million to $3 millionRedesigned bad debt reserve calculation to more accurately reflect company experience and meet CECL requirements

Manage teams responsible for cash reconciliation, operational, inventory, and regulated accounting Oversee and review all SOX controls for area to ensure compliance and mitigate deficiencies by year endWork with internal audit and field ops to develop, implement, and train on field SOX controlsResponsible for all revenue and cost of sales items for NGL businessesIntegrate acquired companies into JP Energy systemsCollaborate with financial analysis team to develop accurate forecasting and reporting metricsKey ProjectsPOST IPO SOX IMPLEMENTATION – Developed and implemented all controls for area of responsibility to ensure SOX compliance. Successfully mitigated deficiencies caused by non-compliant IT systemsNGL OPERATING SYSTEM REPLACEMENT – Accounting lead for identification, development and implementation of new operating software for NGL business

Responsible for accurate booking and reporting of all cost of sales itemsDeveloped pre IPO internal controls for inventory areaWorked with operations on process improvements and reporting on operational efficienciesReviewed financial results and provided budget to actual analysisKey ProjectsRCC IMPLEMENTATION – Accounting lead for implementation and resolution of post implementation issues for new ERP software for retail propane division INVENTORY RECONCILIATION – developed and implemented a daily inventory reconciliation to minimize inventory losses and improve internal controls

Managed onsite staff of 4 and outsourced team of 6 to include relationships with third-party vendors providing financial servicesEnsured accurate booking and collection of over $5 million monthly in royaltiesWorked with finance teams to identify and transition work to offshore team Managed U.S. balance sheet with assets in excess of $4 billionProvided annual forecast for trade creditors and analysis of monthly forecast to actual variances allowing the US business to meet working capital goalsEnsured accurate booking and reporting of inter-company items with 40+ entitiesOversaw all US indirect tax functions and accounting for manufacturer couponsMaintained and improved quality of outsourced services including fixed assets, cash posting, inter-company billing, and account reconciliationEnsured accurate handling of foreign currency accountingWorked with foreign affiliates to resolve outstanding inter-company balancesProvided onsite finance guidance to the shared services office as neededKey ProjectsFIXED ASSET REVALUATION - Led team responsible for updating SAP fixed assets post acquisition to reflect changes due to purchase price accounting US BALANCE SHEET REVIEW - Led initiative to streamline and standardize the balance sheet reconciliation and executive review process to minimize time spent by leadership team while continuing to provide in-depth review of high-risk areasOUTSOURCE INITIATIVE - Led the initiative to expand the outsourcing of transactional tasks throughout the U.S.-based finance organization to an off shore provider

Managed vendor funding and inventory accounting staff of 20Ensured the accurate booking of $20 million monthly in vendor fundsLed the collection of $10 - $15 million monthly in vendor receivables while reducing over 120 day balances by 75%Worked continuously with merchandising vice presidents to meet monthly vendor funding goals and streamline processesCollaborated with IT department to implement new vendor funding systems to eliminate need for third party services costing $.5 million per yearEnsured the revenue recognition rules were followed when booking vendor funds Worked with vendors to refine processes and settle issuesOversaw FAS144 calculation and presented results to managementManaged annual audit as it pertained to inventory and vendor fundsEnsured compliance with EITF 0216 and booked appropriate entries to defer vendor fundsKey ProjectsVENDOR FUNDING RESTRUCTURE - Re-engineered the vendor funding department to improve financial controls while continuing to meet the needs of the business. Cleared uncollectible funds and implemented procedures to ensure future collectability of fundsCORPORATE LIQUIDATION - Led team responsible for accounting for the liquidation of approximately 50% of locations. Worked extensively with 3rd party liquidators to provide all reporting used to analyze gross margins throughout liquidation. Audited margin-based fees of the liquidatorCORPORATE RESTRUCTURE - Managed team throughout greater than 50% reduction of staff. Maintained morale to ensure pre-restructuring quality of work and timelines

Oversaw the accounting for $500 million in inventory including maintaining shrink and obsolescence reserves an book to perpetual reconciliations Collaborated with IT on inventory system enhancements including Puerto Rico upgrades, consigned inventory, and SAP implementation allowing for appropriate accounting for new business venturesManaged inventory portion of semiannual bank examsDeveloped process for inter-company transactions to record inventory transfers between CompUSA and subsidiariesWorked with property tax consultants to reduce property tax liability in states where inventory is taxableKey ProjectsSAP IMPLEMENTATION - Business owner for all inventory accounting items. Acted as subject matter expert for inventoryGOOD GUYS ACQUISITION - Accounting lead for integration of all inventory systems post acquisition of Good Guys. Developed and managed process for managing inventory transfers between non compatible systems POST PURCHASE INVENTORY LIQUIDATION - Managed the accounting for the markdown and liquidation of obsolete inventory post acquisition of CompUSA by Grupo Carso in accordance with GAAP

Worked on SAP implementation at manufacturing location and troubleshot post implementation problems