Managing Order to Cash and Revenue Accounting outsourced/offshore functions for TGI Fridays. The functions included are billing, payment processing, collections and revenue accounting. The Team managed is in India, Florida and Texas.

Managed change process and project management team for FedEx Office. Specifically the the Financial Systems used for sales, accounting reconciliation and time keeping. Performed project management as well as directing the work of a PM Team.

Capgemini -A global consulting, technology and outsourcing services company, providing transformational business practices to enhance client capabilities.Roles: Led Capgemini business process outsourcing transition teams and managed delivery teams for various clients.AccomplishmentsNokia Siemens Networks (NSN)·Led the project to transition of 200+ procedures and 48 logistics positions from NSN to Capgemini’s Gurgaon, India delivery center, with a project budget of $500k.·Developed and implemented Quality Assurance process for North American region that was adopted as best practice by all other global regions. Achieved 98% quality. Established a Quality Forum to improve communications.Warner Bros. (WB)·Led the transition of 300+ finance and accounting processes and 20 staff from WB to Capgemini’s Bengaluru delivery center.·Implemented 40 Service Level measures: definition, data requirements, delivery of SLA reporting for Record to Report, Cash Application and Procure to Pay service lines.Coca-Cola Enterprises (CCE)·Led the successful transition of 60+ work processes and 70 outbound collections positions from CCE to Capgemini’s Guatemala delivery center. TXU/Oncor·Provided key expertise in statement of work, contract review and due diligence for a $1.5 billion BPO deal between TXU and Capgemini.·Developed and executed transformation initiatives. Achieved 40% staff reduction. Maintained delivery excellence for key areas.·Led transition of 100+ positions to Palestine, Texas delivery center. Transition executed on time, achieved 99.5% on service metrics.Sr. Manager, Project Manager Business Process Outsourcing Aug 2008 – Jan 2012Sr. Manager, Revenue Mgmt July 2004 – July 2008·Shared Services Organization -Change Mgmt, UAT, service level reporting and SOX/SAS 70 audit support. Managed staff of 40+ for multiple clients·Billing, Payment, Collections & Transaction Mgmt – $8 million budget, 100+ staff and 3+ million customers for Oncor.

An energy utility with 3+ million customers in the state of TexasRoles: Led project teams on 2 major multi year programs, managed revenue operations processes for Oncor Electric Delivery and TXU.AccomplishmentsState of Texas Energy Deregulation Program resulted in customer choice for electricity in Texas· Participated with strategy and design for Texas Market, business requirements development, system requirements, project staffing and user testing· Designed, budgeted and implemented the Revenue Management organization for Texas Market Pilot and Market Open, which included: billing, payment and collections for 3 million customers (Oncor Electric Delivery).· Provided key expertise required to gain approval from Public Utilities Commission of Texas. Obtained 100% of requested rate filing for customer operations, $55 million annually. Revenue Management Manager July 1999 – June 2004 Billing, Payment, Collections and Data Transfer – Responsible for all aspects of Customer Operations – 100 staff with an $8+ million budget for 3 million customers.Special Billing Manager Aug 1997 – June 1999 Managed 15 staff responsible for high profile and complex customer billing, system controls, State of Texas escheat and general ledger interfaces.

An energy utility with 1.8 million customers in the state of TexasRoles: Led payment processing for 1.8 million customers with 40 staff and a $3 million budget and general accounting functions with a staff of 8Accomplishments:· Led the merger of Lone Star Gas and TXU payment processing with a combined volume of 4+ million payments per month. Completed merger plan ahead of schedule, within budget and without any reduction in service levels.· Centralized payment processing functions from over 400 payment locations down to 150+ pay locations. Improved remote payment posting timeliness from greater than 48 hours to under 12 hours, and accuracy with electronic data exchange.Payment Processing Manager Mar 1992 – July 1997General Accounting Manager Mar 1989 – Feb 1992Gas Purchase Accounting Supervisor Sept 1987 – Feb 1989Gas Purchase Accountant Feb 1986 – Aug 1987