• Lead strategic initiatives to modernize core corporate systems to the current market leading platforms including Oracle ERP Cloud, Oracle EPM Cloud and Workday• Drive enterprise application architecture strategy, feature roadmaps and integration strategy across the enterprise• Oracle Fusion Cloud ERP supporting Record to Report, Procure to Pay, and Order to Cash processes• Oracle EPM Cloud Applications – FCCS, ARCS, TRCS, EDM, and Planning (EPBCS)

• Lead the improvement of the technical strategy, data roadmap, and data governance strategy to improve reporting and analytic capabilities• Implemented SAP S/4HANA to transform existing accounting, finance, and business intelligence processes • Define data models for scalable and highly available data collection pipelines to support analytic reporting in multiple Data Warehouse platforms• Deliver technology and data solutions in coordination with Accounting, Procurement, FP&A, Treasury Services, and Regulatory Reporting• Design and implementing Enterprise Performance Management (EPM) and Business Intelligence solutions• End to end management and design of external and internal analytic solutions including master data architecture• Manage application development and support including project and process management• Hyperion Financial Management (HFM), Financial Data Management (FDMEE), and SQL Server• SAP S/4HANA, SAP Group Reporting • SAP BPC, SAP BusinessObjects, and SAP Business Warehouse (SAP BW)• Data Relationship Management (DRM), Oracle Hyperion Planning, and Essbase• Amazon Web Services (AWS) and Robotic Process Automation (RPA)

Manage the implementation, enhancement, and support of the Hyperion Application Suite. My responsibilities include developing the vision for Hyperion for Coveris, as well as developing the implementation roadmap for next three to five years. My responsibilities also include implementing best practice solutions across the company as it relates to reporting, planning, analysis, internal controls, training, and global support. I have experience managing projects with varied size, magnitude, and team member consistency. My expertise has significantly increased the reliance, acceptance, and usability of the Hyperion tools since joining Coveris.

*Create new set of financial and operational analytics for largest merger in Aerospace industry *Provides day-to-day guidance and support in the development of tools, templates, and financial models to assist in general decision making and in support of the estimate and plan process. *Engage with a diverse range of business colleagues to support the development of operating targets at the segment level, collaborate on strategic plan, and post implementation analysis of strategic business plans

* Hyperion Administrator for the financial data flow from 36+ global enterprise ERP systems into a single consolidated Hyperion system to serve the data needs for all planning, forecasting, statutory and management reporting * Manage monthly financial close accounting process for General Ledger Shared Services Group (GLSS)* Support strategic planning and annual financial budget analysis through the use of Hyperion tools and applications* Implemented new ETL tool to improve user experience and add more automated controls during month end close* Develop and maintain strong business partnerships among all finance departments at all levels* Partner with regional finance personnel to implement Hyperion models and tools to drive business insight and efficiencies

* Implemented Microsoft Dynamics CRM as a global solution including integration with Dynamics SL7 ERP* Managed multiple projects utilizing both internal and external resources to support all functional departments * Delivered Business Intelligence solutions to support dynamic information including SharePoint integration* Created/developed policies, procedures, and training plans for deployment to 75+ global office locations and 175+ users

• Managed workload capacity and bandwidth for 125 staff and an annual budget of $5.4M to ensure the quality and timely delivery of project management and implementation services.• Improved processes to reduce labor costs, resulting in a total labor reduction of $104K for GES in Q1 of 2009.

• Managed annual budget of $5.5M and 150 FT staff consisting of the project management and implementation resources of all Coca-Cola equipment in the Dallas/Fort Worth metro area and state of Oklahoma. • Designed and implemented KPI scorecard to improve service metrics, elevating division from #17 to #1 in country.