Margaret Leahy Email & Phone Number

Glendale, Az, Us

Glendale, Az, Us

Phoenix, Arizona, United States

Data analyst for the PQGC Hire to Retire value stream.

Phoenix, Arizona Area

Drove optimization of processes, systems, and organizational capabilities within Finance and Control.• Developed and managed project list that coordinated AOP deliverables for multiple QTG Finance teams. Led weekly calls to coordinate activities across the teams. Developed MS Teams site to facilitate communications. Developed and delivered training materials on AOP resources and transactions in SAP.• Led the Product Costing team’s review and work on AOP Improvement Initiatives.• Partnered with the business and IT on process improvement activities in support of AOP optimization. Led the project, including all aspects of UAT, to add new AOP volume planning scenarios in ECC. Benefits included ability to see the impacts of V1A and V1B volumes to determine course for product costing, removes the risk if there are issues with later publishes as V1A has not been deleted, ability to update MRP information for Global Procurement without deleting data that the field uses for costing, reduces cycle time to publish AOP volumes in ECC. Updated SAP job aids and led training sessions on the changes to AOP transactions.• Worked with IT to define a new process to copy 22,000+ ING/PKG standards from ECC to BPS. Created a new process to validate this data using the rate information in the ING/PKG PIR reports and in the BW Inflation report.• Coordinated period-end close activities between Site Finance and HQ Cost Accounting.• Built Finance end user self-sufficiency by sharing subject matter expertise on SAP and Product Costing. Develop and maintain comprehensive training curriculum for product cost planning. • Created documentation for the Reverse BOM jobs for AOP, Forecast and PEC. The file is used to help the Cost Accounting team trouble shoot if there are issues on WD1 and review potential impacts to PGT.• Developed Excel macro to populate the form that is used to load forecast volume drop corrections into ECC. The new process saves 5 hours a year.

Tolleson, Arizona

Provided financial expertise and recommendations that enabled effective decision-making within the business. • Provided overall support for the period-end results, preparation of forecasts and the Annual Operating Plan (AOP) for Tolleson Gatorade. Provided weekly and period reporting of financial results against forecast and AOP. • Led the Finance team that supported financial accounting processes at the site. Support included monitoring accounts payable, payroll, general ledger and fixed asset activity. • Led SOX and SAG control consolidation and reporting for eight Hot Fill locations.• Led a cross functional team that redesigned the pallet reconciliation process at all Hot Fill locations. Created and trained the team on a standard template. Created a summary file for quarterly senior leadership review that identified risks in the pallet net position.• Developed an Excel macro that created electronic statements for hourly associate quarterly bonus reviews. The new format streamlined the process of documenting bonus results for supervisors and HR.• Led a team that moved the process to update personnel changes for over 300 hourly associates from a paper to an on-line format. New process gave real time access to form status for the Tolleson plant.

Providing advice to small to mid-size companies and non-profit organizations to structure financial and accounting processes.Providing financial review of Disability Awards for multiple Social Security programs.

Busness Systems Analyst (Contract position with Accountemps)Senior Financial Analyst (Contract position with Vaco Resources) Financial Analyst (Contract position with Kelly Financial Resources and Accountemps)• Coordinated, prioritized, and resolved system incidents between U.S. based staff and offshore development team for local city government system that tracked sales tax compliance. Planned and monitored release testing.• Member of the project team that defined requirements to integrate capital planning and approval systems with purchasing, asset management and general ledger for a national waste management company.• Facilitated the process of purchasing fixed assets from initial capital approval to reconciliation of purchase between the general ledger and fixed asset sub-system.• Provided individual advice and consulting on the capital management process and tools to division and regional finance contacts.• Developed Excel based models to validate results of monthly depreciation entries for multiple legal entities for an international mining company.

Provided financial planning, forecasting and decision support for the IT division of American Express.• Established process to manage internal billing across multiple legal entities. New process resulted in correction of over $4 million dollars in invalid billing.• Led cross-functional team that implemented changes to internal billing methodology to more accurate reflect cost of providing technology services. Changes were made to over 10,000 products or services to support new billing in nine months.• Implemented processes to invoice outside companies for IT services. Invoices for new services started at $100,000 per month.• Streamlined annual planning process reducing the amount of data and the total time to produce the plan by 4 weeks.• Designed training package to educate Finance users on Technology products and services. Presented three part training series to multiple audiences. Final document was used as the basis for training when department was out-sourced.• Led project team that moved global reporting functions to shared utility. Consolidated from five locations to one.

Managed team that produced internal billing of IT products and services.• Designed control package that ensured that financial reporting and data consolidation was accurate. New control package was used as the basis of quarterly SOX tests for the department.• Core team member in global project to integrate IT reporting to common Internet based platform. New on-line reporting system resulted in decommission of legacy systems saving one week of processing time per month.• Integrated billing and data consolidation teams. New team provided greater flexibility and functionality without increase in staff.• Led project to streamline internal billing costs. Project resulted reduction in monthly journal entry lines from 12,000 to 1,000.• Led project team that designed new billing engine. The new system saved one FTE in processing time.• Staffing, coaching and development of exempt level staff.

Monitored compliance with the Finance policies and standard internal control practices related to the capitalization of internally developed software.• Reduced number of project hours rejecting in the system from over 30,000 hours per month to less than 1,000 hours per month saving $500,000 in the first year of operation.• Educated project owners on how to set-up project plans to accurately capture capitalizable costs and meet project management requirements.• Developed and prepared monthly and ad hoc reports on the compliance of software capitalizable projects.• Prepared monthly forecasts and annual budget for global department. Developed and maintained department capital budget. • Acted as a resource for leadership team on financial policies and procedures.

Provided monthly and ad hoc reporting on sales productivity for 500+ phone center travel agents.

Maintained sub-ledger for 10+ business units. Reviewed all capital purchases and appropriation requests for each unit. Prepared monthly, quarterly and year-end reports and tax schedules for each unit.

Reconciled balance sheet accounts for US Travel divisions.

Bachelor Of Science, Public Administration, Health Services Administration

Masters In Business Administration