Office Manager providing Operational, Marketing/Buyer, and Financial support to all branches of the privately owned Paulson LLC(s) that have branches in Commercial Real Estate, Hospitality, and Custom Farming.

Manage the AMS Professional Services Business Operations team, inclusive of budgeting, forecasting, and closing activities in support of the organization metrics. This team consists of 9 resources across US, Canada, and LAC. Knowledge required is in-depth understanding of the entire quote to cash process necessary to manage all levers which drive the business results.

Responsible for managing a team of 15 professionals within Canada, US, and Latin America to provide compliance support to multiple Professional Service Business Units within HPSW Services. The team provided best in class deal generation guidance to reduce risk and maximize revenue/margin performance while ensuring compliance to business controls and financial requirements. • Successfully managed Services Deal Compliance requirements across all Custom Service Business Units within AMS HPSW – ITPS, ArcSight, Fortify, FOD, and Vertica.• Provided Deal construction and Revenue optimization guidance to the various PS Management teams and Sales as well as direct Management to the AMS Services Deal Operations Governance team comprised of Deal Champions, Deal Engagement Managers, and Opportunity Consultants.• Implemented a series of initiatives and improvements that result in accelerated Revenue recognition, impacting both License and Services; reconciliation and claiming of aged Balance Sheet Revenue; improved Services revenue recognition tied to non-standard Terms; interlock with Business Management on forecast predictability and successful major deal construction.

• Managed AMS Consulting and Integration Budget restatement and reconciliation for integration into TS, ES, and HPSW Business Units to appropriately reflect account activity linked to industry and resource split.• Managed the successful Financial and Operational integration of the Consulting and Integration business into the mainstream Traditional Services business, inclusive of establishing reference structure, transition of backlog, balance sheet, managing forecast and aspire requirements, along with P&L guidance to AMS Business management team.• Provided Opportunity Consultant support to Consulting Sales Force, driving financially sound deal construction that resulted in optimal revenue recognition and margin performance.

• Successfully managed end to end Business Financial requirements for $250M Consulting Services organizations(GM, MDI, and HLS Industry Verticals).• Provided Financial leadership to 2-3 Financial Analysts in support of their roles within Manufacturing, Health and Life Sciences, and GM.• Implemented a series of Finance initiatives with training that have resulted in increased profitability and predictability – Innovation program, Influencer credits, Omni tracking/containment, detailed forecast reviews of Front-log and Backlog by engagement

• Successfully managed day-to-day Business Financial requirements for $400M combined Consulting & Integration, Technical Services, and Outsourcing Services.. Received Top Region of the Americas - Forecasting accuracy - 4 consecutive quarters. • Provided Operational and Financial leadership to the SW Area Management Team as well as direct management of the SW Area FP&A Team.• Developed financial operating structure and processes during the acquisition to enable the management and combination of two different work streams in a controlled and predictable manner resulting in achievement of budget.

• Managed day-to-day Operational and Financial requirements for $100M Network Integration Services Consulting organization.• Turned the organization from a profit loss position to overachieving the budgeted revenue and margin 25%.• Managed the successful Financial and Operational integration of the Tandem/Compaq acquisition into the mainstream Professional Services platform and processes.

• Financial Management of Channels Marketing, COOP, and MDF programs working with the NA Channels leadership team. In addition to on-going FP&A role, developed a COOP earnings model that eliminated significant misstatements of partners earning liability, drove implementation of the model into the Third Party processing center, worked with internal Audit to document E/E work flow, resulting in significant reduction of Balance Sheet reserves.• Developed a Partners Demo Development Program, tracking and auditing 7 months of activity which resulted in identification of $3M in ineligible claims and a complete re-engineering of the claiming and payment criteria, as well as account team training on the new model.• Successfully led the restructure of all Sales and Marketing reference and headcount (2000) alignment for NA Sales & Marketing from the Digital Classic processes to the Compaq organizational structure, through a Project Management approach of identifying drivers and dependencies of both Revenue and OPEX.

• Business Analysis and focal point for modeling all SG&A operational drivers for Products Business including reference structure, headcount alignment, site/footprint reduction by implementation of Mobile office with touch down sites, IT analysis and reductions, Capital equipment refresh, along with the development, direction, and consolidation of Budgets and Forecast from the Regional Field Analysts.

• Led a cross-functional (Operations, Finance, Business Management), cross business unit team to determine roles, responsibilities, necessary to provide adequate business support during the centralization of EIC Finance into a Maintenance Mode.• Operations Manager responsible for all forecasting and budgeting activities in support of the P&L that were transitioned from Finance to Operations.• Provided training, direction, and support to a staff of 12 direct Operational Analysts.

Various Financial Analyst positions, Computer Special Systems 1977 – 1993• Finance Analyst supporting the Industrial Scientific Group within CSS providing FP&A support (Forecast, Budget, and LRP), Pricing Investment Analysis and delivery analyst support. • Delivery Analyst for Industrial Scientific Group Programs working with external vendors, multiple manufacturing sites and the engineering development team – responsible for inventory aging, transfer cost setting, master scheduling, balance sheet integrity, and shipping/billing authorizations. 1987 –1990 • Financial reporting & analysis for the WW Manufacturing Division, forecasting, investment analysis, performance to plan reporting and assessment, budget planning. 1984 –1987 • Provide WW Intercompany reporting, analysis, and transactional processing to the Manufacturing Business Unit. Drove integration of CSS Intercompany activity to an automated corporate system. 1981-1984• Provide Accounts