CROWNSOURCE is a leader in defining, shaping and improving the contracting of supplies and purchased services for our clients. This is accomplished through our suite of solutions: 1) proprietary analytics and benchmarking; 2) e-commerce marketplace; and 3) strategic custom contracting solutions – local, regional, and national contracting – for indirect supplies, direct supplies, and purchased services. These solutions are designed to meet the needs of our clients no matter how big or small.

Direct Procurement functions across five business units. Saved $24 million in three years implementing strategic sourcing initiatives. Created category spend analyses, negotiated new contracts, and developed a supplier relationship management program to measure savings. Transforming procurement culture to best practice organization.Direct Accounts Payable operations, processes, and strategies across five business units. Includes all aspects of invoice processing, vendor management, and controls compliance. Implemented Oracle Cloud Accounts Payable module in 4Q16.Implemented source-to-pay Coupa cloud software across five business units. Technology enables business to manage sourcing events, create catalogs, utilize purchased orders, file expense reports, and approve non-PO backed invoices.Increased average days to pay 15%, improving cash flow by $20 million. Changed standard terms, negotiated new terms with large vendors, and converted p-card spend to invoice.

Responsible for all aspects of running my own business. Standardized processes to create a turn-key system to operate the business on a daily basis.Managed expenses and sales through economic downturn. Reduced overhead by 65%. Grew customer base. Restructured employee pay. Improved Gross Margins by 50%.

Improved operating income 60% by creating critical analysis of business performance and key drivers. Created long term models, detailed annual plans, short term forecast, ad hoc analyses, and internal financial reports.Upgraded talent in all finance and accounting positions – hired all new staff, outsourced cash applications, collections, order entry, license/registration, and fuel tax reporting.Established solid accounting control environment – eliminated all open SOX issues. Documented all significant policies, processes, and desk instructions. Performed internal test of controls. Results were validated by internal and external audit.Performed extensive review, analysis and reconciliation of all balance sheet and income statement accounts. Implemented consistent reserve methodologies and established appropriate balances.

Directed the credit and collections organizations. Responsible for $1.2 billion in receivables, 325 employees and a $20 million budget. Reduced days sales outstanding (DSO) by 1.5 days and reduced bad debt by 20% while revenue increased 12%.Core member of the Yellow/Roadway and YRC/USF merger teams. Created consolidation strategies and executed detailed plans to realize cost savingsConsolidated 150-person decentralized organization into three locations. Created state-of-the-art collections operations using an automated collector workstation (GetPaid), blended predictive dialer technology, and observation software.Created the corporate credit policy, started the new credit team, and installed eRAM (credit management software). This resulted in a 70% reduction in bankruptcy write-offs.

Managed new business unit focused on quantitative methods to form new pricing strategies in order to maximize revenue and profit. Analysis framework centered on customers, costs, and competition.

Evaluated group technology projects to determine future viability based on resource, time, and budget constraints. A 35% spending reduction was achieved by merging three related technology groups, eliminating redundancies, and outsourcing support.Created annual budget and operating plans. Managed the monthly financial reporting including month-end closing, variance analysis, expense analysis, and accruals. Prepared timely flow of ad hoc and monthly financial performance analyses to executive management. Engaged the brokerage operations in a reengineering effort. Performed extensive process mapping, process redesign, and organizational change management that leveraged electronic solutions to enable the business to process twice the capacity at half the cost. Effort saved $65 million over five years.Created a detailed Activity Based Cost Model which was used to verify current costs as well as predict future savings due to automation. The model became the basis for business unit capacity planning and budget forecasting for all back office brokerage operations.Led a team of engineers, business sponsors, sales management, and technical support to develop functional specifications that created the online account opening application used by the sales force in all bank branches.

Developed cost-benefit analysis models that integrated marketing and finance projections. The model provided sensitivity analyses to evaluate new products, determine research and development budgets, and create commercialization plans. Created a robot that navigated autonomously utilizing artificial intelligences. The robot was used to deliver supplies in hazardous environments.