Transitioned to parent company Ingenovis Healthcare•Worked as part of a team migrating to Workday financials for multiple brands.

•Managed team responsible for Billing, Collections, Field Payroll, Cash Applications, Financial Analysis and Reporting, and Operational Reporting.•Led back office integration acquisition in June 2014.•Partnered with operational management to design, implement, change and monitor incentive compensation plans for sales staff and operational managers.•Served as business/IT liaison, subject matter expert, and key decision maker during Vista’s integration to new parent company (Served as Interim IT Director for 18 months).•Worked with the accounting departments at both parent companies to insure quality and accuracy of Financial Statements.•Provided financial expertise and partnership to operational and senior management. Part of senior leadership team making critical business decisions on a regular basis.•Forecasted results in partnership with senior management.

•Developed short and long terms plans to leverage reporting tools highlighting successes and opportunities.•Utilized a multi-faceted delivery strategy to drive a performance culture based on creating awareness, recognition, and accountability.•Provided intelligence data to key operational decision makers to build understanding and create informed sales strategies and tactics.•Deployed package of reports standardizing and automating previously manual reports, new reports, and renovated reports.•Performed market analysis to inform strategy.

•Reported results to parent company on a monthly basis.•Forecasted results weekly.•Played key roll in converting to PeopleSoft financials.•Owned the internal and external audits, financial and SOX.•Re-wrote SOX controls in conjunction with financial system conversion.

Led cross-functional virtual team ranging from 15 – 20 members problem solving and delivering solutions to streamline reporting platform and process•Rolled-out standard, audited, enterprise GAAP reporting package and supporting operational analysis•Drove the major re-architechture of consolidating transactions resulting in significantly earlier and more comprehensive data analysis during the close

Managed staff of five responsible for consolidating over 100 legal entities•Set-up department from scratch in November 2005•Initiated training plans for personnel development resulting in 40% promotional within 18 months•Quarterbacked and coordinated close on a enterprise level including issue resolution and high-level milestone statusing for senior financial management•Instrumental in continual improvement of close milestone execution, close time-line contraction, and critical path issue identification•Implemented People Soft Consolidations as part of $100 Million + financial systems re-deployment•Rolled out detail close tracking tool including auto-update from system queries•Led project to reconcile multiple reporting streams and played key role for reconfiguration of enterprise wide financial reporting•Wrote and executed package of SOX internal controls and disaster recovery protocols•Added expanded leadership role reporting directly to VP of Shared Services and dotted line responsibility for Allocations, Asset Management and Billing & Chargebacks teams in February 2007•Recognized as a subject matter expert in a wide variety of areas including GAAP accounting & reporting, back office systems integrations points, and Non-standard data procedures

Designed and generated departmental financial reports, operating, and management reports using Oracle OFA OLAP solution, data downloads, and Oracles Data Warehouse reporting tool Discover•Budgeted and reported for 23 cost centers•Implemented database to connect transactions related to EITF requirements enabling company to avoid revenue deferment•Created adhoc analysis for Controller, CFO, and other VPs on daily basis

Managed staff of five responsible for all general accounting, closing functions, consolidations, and reporting for $2.5 Billion holding company of Value City, DSW, and Filene’s Basement•Audited, reviewed, and certified public reporting including 10K and 10Q•Built and produced monthly internal Board of Directors financial reporting•Played key role in implementing Hyperion OLAP product suite -- streamlined Lawson GL to integrate with Hyperion efficiently•Reviewed, re-wrote, and insured compliance of control procedures relating to the Sarbanes Oxley Act•Designed and implemented allocations model for all corporate cost centers

Oversaw all administrative departments including Accounting, HR, IT, Purchasing and warehouse•Consolidated facilities resulting in a 37% reduction in annualized occupancy expense•Replaced technology vendor saving the company an estimated $60,000 annually•Corrected payroll processing inconsistent with policy saving nearly $40,000 annually

Managed projects from the Lawson side in addition to consulting and instructing•Advised clients on set-up, integration, business practices, and selection of additional software•Implemented or consulted at highlight clients such as USF Holland, Sara Lee, Charter One Bank, Comair, Detroit Diesel, GRCI, Superior Bank, City of Greensboro, The Loewen Group, and Proforma

Consulted on Lawson financial applications, OLAP, and other reporting solutions•Trained public and on-site classes•Consulted on general business procedures, process flow, best practices, and data import / export•Used creative problem solving to help clients meet their time, financial, and impact requirements•Improved client efficiency by offering technical solutions that minimized future personnel requirements•Implemented or consulted at highlight clients such as McGraw-Hill, Cooper Tire, Grubb and Ellis, NCS Healthcare, Jacor, Consumers Ohio Water, SES, and Gordon Food Systems

Reported divisional results internally and to parent weekly and monthly•Prepared budgets, weekly expense projections, and long range sales forecasts•Maintained all capital asset accounting and reporting including capital expenditure tracking•Performed ad hoc analysis and special projects for the Director of Financial Operations and the CFO

•Managed staff of five responsible for sales audit, treasury, fixed assets, AR, billing, inventory control, budgeting, closings, and reporting•Reported operating results to U.S. Trustee during Chapter 11 reorganization•Booked asset disposition of 105 units for $62 million of cash, notes, and debt forgiveness

•Supervised two degreed accountants responsible for fixed assets, AR, billings, closings and reporting•Converted in-house GL, AP and financial reporting system to Lawson Financial