Responsible for identifying and implementing system solutions to make SPS finance more effective business partners. The scope of the position rests upon three main pillars – Hyperion for consolidation and planning, data warehouses for transactional analysis and ERP systems to maintain day to day operations. Managing 1 direct report and 1 indirect.• Set focus and strategy for the newly formed SPS Finance Systems team.• Designed, developed and implemented Office365 collection system for weekly orders, backlog and revenue updates.• Developed training program to enhance user capabilities and raise visibility to best practices.• Supported new acquisition, leading the implementation of batch loader process to improve the efficiency of close.

Implemented and maintained all reporting, planning and forecasting processes for ACS and ACS businesses for inventory and inventory days of supply.• Integrated a bottoms-up, project based approach to planning inventory improvements.• Supported the ACS Cycle Time Leader for monthly operating reviews and other ad-hoc reporting as needed.

Directed finance activities for supply chain, including financial planning and forecasting, inventory reporting and obsolescence accruals, warranty and costing. Represented HSM to the centralized ACS ISC finance organization, and guided HSM through the transition period as this new organization was forming.• Developed inventory modeling and reporting for HSM and supported ACS inventory reporting and pulsing efforts.• Provided key decision support on footprint projects.• Built an indirect team of 4 - 2 matrix reports in the Global Finance Center (1 within the ISC organization and 1 within the FP&A organization), 1 rotational finance professional and the S&C finance liaison.

Power Tools Business Unit (January 2014-February 2015)Led the financial planning and forecasting processes for the business unit, including the long range plan, annual operating plan and subsequent forecasts. Responsible for the reporting of results to business unit leaders and to corporate. Set strategic direction of financial planning and reporting for the business unit.• Set the 2014 annual operating plan, setting the direction for the business unit and establishing the foundation of the business unit financials.• Executed restatement of 2013 financials in the new business unit structure, allowing for comparability in reporting.• Developed and implemented a process for setting the long range plan for the business unit, thereby establishing a framework for strategic decision impacting the 2015-2017 planning period and beyond.• Coordinated the monthly operating review meetings.• Developed and implemented a process for collecting financial risks and opportunities to the current forecast for communication to corporate.• Created reporting packages for the communication of monthly and quarterly results.Industrial Technologies Sector (June 2013-December 2014)Coordinated with regional and Club Car FP&A leads to set direction and refine planning processes for the sector. Consolidated results and reported to sector management and corporate. Managed three direct reports.• Refined process for the earnings release alignment meeting with corporate, decreasing the resource burden while increasing the quality of the output.• Implemented process improvements for the forecasting of sector departments• Created a centralized sector FP&A calendar to coordinate the efforts of all regions.

• Responsible for the ongoing operation, continuous improvement and development of the Global Hyperion Planning system for Ingersoll Rand.• Accountable for the daily operation and working on the eventual sunset of three business unit specific Hyperion Planning applications.• Managed a staff of two Hyperion Planning developers.• Developed processes for deployment of monthly releases to refine system processes while handling enhancement requests for the evolution of FP&A processes.• Implemented a rolling forecast process in Hyperion Planning.

• Refined monthly MBR (Monthly Business Review) process to decrease cycle time and increase accuracy.• Became key participant in the Hyperion Financial Management implementation effort.• Implemented automated process for operational KPI reporting, allowing for greater flexibility to meet changing requirements while reducing the time necessary to publish and increasing accuracy.• Improved capital allocation process start to finish, from support in building business cases to review for the Corporate Controller.• Led the design, technical build and implementation of the Global Cash Forecasting system and provided continuing support.

• Served as the manufacturing expert for Oracle reviews.• Participated in reviews of business processes across all five Ingersoll Rand sectors.• Reviewed Oracle implementations at various points of the implementation process.• Lead multiple reviews of different business systems and developed applicable audit work programs.• Developed key business relationships with implementation teams.• Experienced different cultures in Western Europe and Mexico.