• Value capture lead for procurement driven EBITA improvement reporting including consistent calculation methodology, development and standardization of reporting, and leadership of global call with sites, regional and executive leadership; efforts were instrumental in providing visibility to progress against financial goals to business partners and overachieving annual cost reduction targets• Established a global procurement database providing visibility to savings opportunities across spend categories, sites, vendors, and materials, including data standardization and cleansing, testing, and end user training• Planned, coordinated, and executed the annual procurement budget and annual raw material standard cost process across approximately 20 global sites, including the development of a savings opportunity pipeline to provide visibility to progress vs. targets• Procurement data and reporting SME for multiple integration projects, including savings work stream development and tracking of initiatives vs. synergy targets once deal closure announced• Built a trusted partnership with global procurement site leads, finance, site operations management, information technology, and the corporate executive team to provide an understanding of procurement related data, as well as provide timely and relevant information related to monthly reporting and budgeting

•SAP Power User / Super User for SAP Financials implementation; training lead for SAP CO module; Balance Sheet and Inventory design and reporting lead for SAP Financials implementation project.•Key Finance representative for global strategic programs and worked on various process and system projects as a member of cross functional SAP process design team.•Established and maintained management allocation structure in SAP (COPA) as the global functional CO Finance design lead and subject matter expert.•Responsible for reconciling CO and Cost Center Accounting (CCA) management reporting to Financial (FI) module and consolidated external reporting.•Designed and created critical BW reports for Finance as a BW Report Developer in order to reduce manual efforts; served as point of contact for reporting questions and information, including leading global training sessions related to use of the tool.•Collaborated with finance and IT business teams to design and build process solutions. Interfaced with SAP technical team to implement solutions. Participated in test planning and execution. Created job aids and training documentation, as well as led global training sessions in person and via webcasts. •Acted as internal finance systems and process lead for transition to outsourced manufacturing including all necessary process design and testing on SAP. •Designed and implemented global consigned inventory process; as subject matter expert was responsible for training end users and creating and maintaining job aid documentation. •Implemented Quickbooks software as part of company wind down related to bankruptcy; involved in: cost effective software selection, reengineering of processes to maximize efficiency, initial configuration of system, creation and execution of test plans, conversion planning, and production support for all users.

•Coordinated Bell & Howell MMT North American budget in 2002 with revenue of $295M and EBITDA of $36.5M.•Led an initiative to create web based reporting packages for departmental and business unit managers, with monthly reports and supporting details published on the company’s internal web site. •Resolved critical interface issue between Oracle AR and GL, which simplified Oracle sales structure and reduced error transactions by over 50%. •Analyzed billing issues to ensure accurate customer invoices were released. •Utilized root cause analysis to reduce the number of rework credit memos. •Prepared and analyzed monthly financial reports, including profit and loss, expense analysis, and headcount reporting for various business units, and provided support and recommendations for senior management. •Acted as a key business advisor for critical areas of the company (General and Administrative, Sales, Software, and Service) to set monthly, quarterly, and annual financial targets. •Developed monthly forecasts for revenue, cost, and expense line items with inputs from departmental managers. Analyzed expenses, reported on variances vs. forecast / budget, and provided necessary decision making information to executive managers. •Prepared detailed monthly commission analysis by sales associate, and reviewed with senior management. •Entrusted to manage confidential information such as payroll, benefits, and bonus information for associates, senior management, and division president. •Reconciled Software business unit revenue accounts

Held positions of increasing responsibility:Manager (1998 - 1999): •Oversaw bank channel insurance and annuity compensation and served as main point of contact for any problem resolution.•Managed staff of three, who provided customer service to brokerage agencies and banks as well as prepared account reconciliations.•Mapped and analyzed processes for company wide baselining project.•Prepared annual budget and monthly forecasts and analyzed variances.Staff Accountant (1995 - 1998): •Team lead for consolidating commission processing from Seattle, WA office to Lynchburg, VA office, including general ledger & commission system conversions.•Researched and resolved general ledger and manual entries in out of balance situations in order to prevent over or under payments to agents.•Prepared monthly and quarterly financial reports.•Provided customer service to brokerages.