Collaborate cross-functionally to drive business results and profitability. Deliver P&L’s and financial analysis for four divisions/$1 billion in revenue. Manage FP&A, Accounting, I.T., internal controls, and budgeting in a multi-site environment with 14 employees. Partner with executive staff to identify and evaluate business risks and opportunities.* Planned and executed the reorganization of divisional finance, including hiring, training, and developing a new finance team, thus gaining efficiencies and establishing standardized processes and analyses.* Developed analytical tools used for preparation of weekly, monthly, and annual forecasts/budgets, as well as variance analysis to identify key drivers.* Managed the preparation of monthly/quarterly reporting packages and written commentary for executive staff.* Participated in the integration of acquired business.

Provide finance and accounting services to South Region comprised of eight operating divisions/$3.6 billion in revenue for five years and Midwest Region – 15 divisions/$4.4 billion for six months. Manage the Vendor Claims Team which resolves inventory-related claims for entire company. Champion the implementation of group initiatives, internal controls, financial analysis, and process improvements. Accountable for development and achievement of rigorous key performance indicator targets (KPI’s). Provide guidance to division leadership for annual budget.* Developed and implemented the strategy to establish the FSC, which culminated in the transition of financial close and inventory analysis to centralized service, starting with four pilot divisions and ultimately all 60 divisions.* Business Sponsor of a year-long technology/software project to reduce customer credits which involved data analysis, communication to USF executive leadership, and change management and training of 5000 impacted employees, resulting in $2MM/10% savings the first year.* Coached teams focused on streamlining, standardizing, and developing best practices for multiple work streams, related to month end close, financial analysis, inventory cost analysis, and customer rebates.* Partnered with Internal Audit on the design of Sarbanes-Oxley controls; implemented SOX with 100% compliance.* Developed process improvements for vendor claims resulting in cost savings of $5 million over three years.* Consistently identified and addressed complex issues, determined root causes, and developed solutions.* Subject matter expert and decision maker for rebates for one of our largest customers-$8MM in annual rebates; Credit Memo approval system-$20MM annual volume; and Vendor Claims-100k claims annually.

Manage all operations of general accounting functions, month end close, financial statement preparation, balance sheet reconciliations, payroll, A/P, commission calculations, customer rebates, vendor claims, and fleet management. Responsible for financial reporting that includes analysis of balance sheet and P&L variances, inventory shrink, customer profitability, and budgeting.* Effectively consolidated two separate Chicago division finance departments. Redesigned workflows, established best practices, reduced headcount, and enhanced operational efficiencies.* Executed, ensured, and documented full compliance of SOX requirements across all functional departments.* Earned the 2006 Division Leadership Award.* Selected to be a member of Management Development Team, created to train and develop key leaders.

Oversee the accounting/finance and operations of three districts comprised of 16 branches. Manage and develop a team of 11. Responsible for financial statements, budgets, inventory management, purchasing, cash flow management, job costing, A/P, and A/R. Directly responsible for decision making for the Midwest District Accounting and Operations departments. Business partner to the Regional President on strategic initiatives to improve performance.* Hired as the Midwest Controller at MCSi and promoted to Controller of the North in spring of 2003. Continued on as contractor to AVI in 2004 after sale of MCSi.* Decentralized the A/P, A/R, and Purchasing Departments to the North Region from the corporate office.* Key member of the team to convert the East District onto JD Edwards ERP software.* Wrote monthly financial report for the CEO.* Prepared in depth due diligence analyses and reporting for the purchase of MCSi.

Manage finance department; oversee monthly close and financial reporting; coordinate the development of all divisional budgets. Perform financial analyses including customer profitability, capital expenditure requests, and P&L activity. Monitor adherence to divisional accounting procedures, practices, and controls.* Planned and implemented procedures to integrate two business acquisitions into existing accounting structure.* Standardized the month end reporting to facilitate analysis.* Communication of key business indicators to upper management.* Prepared zero-based budgets by coordinating equipment service, inventory/distribution, and finance departments.* Assisted in company-wide initiative to revamp sales commission and bonus programs to align incentives with core business strategies.* Improved accounting and reporting procedures creating greater efficiency of department resources.

Assist CFO in managing all aspects of accounting department. Manage, train, and coach members of accounting department. Oversee day-to-day operations, monthly close, financial reporting, and analyses. Assist in creating financial budgets and forecasts. Responsible for maintaining the general ledger; reconciling Balance Sheet accounts; ordering, importing, and controlling coffee inventory nationwide; and managing fleet of vehicles.* Consistently assumed increased level of responsibilities.* Revamped procedures to control costs and develop employees, adding no headcount as the company grew.* Earned the 1996 Distinguished Service Support Award.