Record to Report (RTR) functional lead on a project to replace existing enterprise infrastructure. Responsible for oversight of the launch of new modules in: GL, Consolidations, metadata maintenance, fixed assets, inventory, intercompany, account reconciliation, capital projects, allocations, and cash management.• Ensure a proper SOX controls assessment and framework for all new systems and processes implemented. • Build multi-phase training and change management plans to allow the organization to adapt to the changes. • Put in place and manage an interim team of contractors to perform day to day operations.

Responsible for managing all teams in previous role + the HFM consolidation, financial information delivery & deferred revenue teams. Facilitated the internal and external audit processes, ensuring a clean audit each quarter. Managed a team up to 13. • Heavily participated in the design and implementation of Financial Force, a project cost management software utilized primarily to manage consulting services cost.• Operationalized the transition of accounting and financial systems to an outsourced spare parts inventory agreement. • Oversaw accounting for a legal entity restructuring to remove our Bermuda operations and change our international tax exposure.• Transitioned the team to fully remote operation. • Overhauled the end-to-end Intercompany Gross profit Elimination process.

Responsible for managing the consolidation, corporate, R&D, and spare parts accounting teams. Compiled quarterly cash flow statements and performed financial analysis to prepare SEC financials. Managed a team of 5. • Rebuilt the entire team after a relocation of the Dayton, Ohio office to Peachtree Corners, GA.• Facilitated the outsourcing of accounting functions to an India based service provider. • Served as the Workday system administrator. Automated historically manual Workday accounting processes.• Partnered with IT to manage, remediate, and root cause a wide variety of system malfunctions. • Rebuilt the cashflow compilation process. Partnered with treasury to increase cashflow forecast accuracy.

Responsible for managing the close & consolidations process for a $1.5B education services company. Analyzed and reported global results to a parent company for SEC reporting, as well as managed the compilation of all supplemental disclosures. Managed a team of 4 direct reports. • Helped facilitate a fundamental business model change undertaken in a short time frame, transitioning Kaplan from being an online university to being a provider of outsourced education services. • Primary system administrator for the ERP, COA, and Consolidation system. Partnered strongly with the Director of IT to stabilize the financial systems and troubleshoot problems when they occurred. • Project lead on a system implementation to replace Kaplan’s on-premise general ledger & reporting systems, moving the company to Oracle Cloud ERP, Financial Consolidation, & DRM for metadata management. • Worked cross functionally to redesign processes and reporting structures. Remediated knowledge gaps within the team caused by a prior period of high turnover. • Designed and deployed a new Chart of Accounts.

Responsible for managing the financial reporting process of the $1.6B Healthcare foodservice sector. Built financial reporting processes & analytics to support the needs of the business. Oversaw all reporting to senior leadership & to the parent company, Compass Group NA. • Led an E2E revamp of the budget process to switch from zero based budgeting to driver-based budgeting.• Condensed the budget process from 10 weeks to 4 weeks and eliminated the need for travel. • Helped create a data warehouse that pulled together financial data from multiple source systems. • Developed dashboards that gave Divisional & Regional VP’s real time visibility into drivers of financial performance, with easy toggling between the multiple P&L formats they were required to manage to.• Partnered with Project Management to create comprehensive CapEx reporting and budgeting processes, including ways to measure ROI for capex invested in client sites.• Created performance metrics & reporting to GTM jointly with another Compass Group business sector.

Responsible for managing the financial reporting process for the healthcare foodservice sector. Participated in the development, planning & analysis of the forecast & budget process. Managed 1 FTE and 2 interns.• Partnered with Sales to create an industry leading peer benchmarking report, providing analytics to expedite the sales cycle when customers rebid contracts during the enactment of the Affordable Healthcare Act.• Partnered with Divisional and Regional VP’s to launch thoughtful, effective food and labor cost initiatives that helped the company and clients with cost savings while still maintaining patient satisfaction scores.• Developed comprehensive SG&A budget & forecast processes to help leadership better understand and wrap centralized policies around cost. Created KPI metrics and reporting to ensure monitoring of the changes. • Created mobile optimized dashboards that gave facility leaders real time food and labor cost results vs initiatives.• Partnered with accounting and IT to restore data integrity and ensure trust in the accuracy of financial metrics.

Responsible for the submission of consolidated financial statements for Siemens Industry, Inc. (SII) & its subsidiaries, along with financial reporting & analysis for the North American Industry Sector. • Developed improved tools & processes for the performance controlling teams. • Directly managed two employees while providing indirect leadership and motivation to a team of four additional analysts during a time of management turnover & cultural change. Instrumental in getting disgruntled team members to re-engage in their positions & focus on being part of the solution.

Worked on a Technical Accounting team responsible for managing all highly detailed events within the company. • Worked M&A deals from $20M-$2.2B in size. Built comprehensive purchase accounting models for each deal.• Performed carve out accounting for business dispositions, including the sale of all African operations. • Performed a large-scale fraud investigation. Determined how the fraud was taking place, corrected the ledger, implemented new controls & gathered support to be used in litigation against the perpetrators.• Full Cycle Accountant for 7 LATAM Holding Companies. Performed all relevant accounting for these entities.• Troubleshot the purchase accounting for a global deal where a lapse in legal procedure caused 17 different effective dates in countries across the global despite operationally transitioning all on the same day. Awards: September 2007 Accountant of the Month & Q2 2009 Accountant of the Quarter for Verizon’s General Accounting Organization (consisted of 1,400 accountants worldwide.)

Responsible for the month end close process for expense accounting, including: JE preparation & processing, completing monthly/quarterly variance analysis, reconciliations, & coordinating with field contacts. Assisted with internal SOX auditing.

Accountant for a $1.4B B2B poultry company with 14 manufacturing plants throughout the southeast. • Spent most of my tenure as a fixed asset accountant, but also assisted as needed with AP, AR, & R&D. • Handled the capitalization of a $55M plant expansion. • Participated in the sale of a plant in Bossier, LA. • Discovered 4 years of incorrect property tax filings. Conducted a detailed asset audit to identify and write off assets lost in a plant fire and then re-filed the property taxes, resulting in tax reimbursements for all years.• Helped clean up the financials after an ERP system went for many years allowing unbalanced accounting.