Hanson Building Products division carved out and sold to Private Equity, deal closed in March 2015. Comprised of over 100 production operations in US, Canada and UK representing $1.5B in revenue. Reported to CFO, led a team of 44, responsible for Shared Services, including Accounts Payable, Accounts Receivable, Credit, Operations Accounting, Transactional Tax, and Payroll Accounting.Created organizational blueprint and staffing plan for the Shared Services organization. Staffed with “the best of the best” from both former parent (Lehigh Hanson) and out outside resources to optimize knowledge and skill sets. Worked with six direct-reports to develop detailed integration plans. Completed the establishment of department and transitioned responsibility from historical parent’s Shared Service group within 6 months after the transaction date.Managed separation project to exit Transition Service Agreement ("TSA") and establish stand alone back office services. Served as TSA manager for BP North America to ensure orderly service receipt/requests and deal with any issues arising from the performance of the agreement for the 3 key service areas of Shared Services, HR, and IT.

Reported to the VP of Shared Services, for a $4.5B operating division focused on heavy building materials with 700+ locations across United States and Canada. Led a team of 32 focused on operations accounting for the Materials business that represented $2.5B revenue and 500+ locations. Operations Accounting include inventory management, month end close, and balance sheet reporting. In addition was responsible for the Property Tax and Fixed Assets COE across the three business lines.Created a process improvement mindset and high performance culture. Known within the organization as a department for development of talent and proving ground for advancement. Supported operational management with targeted training of 500+ field personnel on accounting platform and COA to improve the financial & operational reporting process.Completed RPF process for Property Tax Function that included the full outsourcing of compliance, appeal, and payment process for 6,500 PIDs across United States and Canada. Achieved a 10% or $6M saving year one after implementation. Additional tax savings of $3M achieved year two.Implemented a Purchase Order and Raw Materials Inventory Management system across the Concrete locations to track $500M of cost and improve the control environment with standard receipt, usage, and physical inventory process addressing external audit concerns.

HeidelbergCement AG acquired Hanson PLC for $15.8 billion in 2007, at the peak of the U.S. housing boom. The subsequent global financial crisis exerted extreme pressure to quickly integrate North American operations and substantially reduce costs. Project Manager for the IMO (Integration Management Office) related to the integration of the Lehigh and Hanson operations. Targeted saving of $300M span across all functions including back office centralization, operational improvement, HR standardization of benefits, and purchasing synergies. Led a team of 10 focused on financial system support for three ERPs (SAP, Oracle, JDE). This included alignment of master data to facilitate the standardization of management reporting across the regions and business lines. Established centralized operational KPI reporting system to measure operational metrics and capture statistical information. Alignment of North America with Heidelberg Cement global standards.

Hanson was a British producer of heavy building materials for the global construction industry. U.S. operations included 247 crushed rock and sand & gravel quarries, plus concrete pipe and brick manufacturing. During the construction boom, Hanson embarked on a series of bolt-on acquisitions. The company’s strategic footprint and strong performance in North America made it an attractive takeover candidate.Assumed newly created roll of Operations Controller during the Hanson Aggregates centralization and cost saving initiative to reduce 7 regional offices into 1 centralized support office. Reporting to the General Controller, responsible for operational accounting including inventory management, month end close process, and balance sheet reporting for 250+ locations across United States.Standardization of accounting policy across 7 regions of the North American Aggregates business including Revenue Recognition, Inventory Valuation, and Royalty & Depletion Accounting. Ensured Sox compliant in 2004-2006 with the development, implementation, and maintenance of internal controls within the operations accounting group.

Promoted with increased responsibilities in a regional accounting structure. Responsibilities included Accounts Payable, Accounts Receivable, General Ledger Accounting, and Transactional Tax. Completed ERP transition from GAAP to JDE including a complete management reporting platform. Served as the regional finance representative for all training of Sales and Operations on new reporting platform Hyperion Essbase and Cognos sales reporting.