Contracted with Nucor Tower and Structures to plan, transform and migrate data to a new ERP.● Developed SOPs for ETL processes from legacy EPR to new ERP● Created SOPs of legacy ERP as it will be maintained for 12 months● Streamlined ETL processes, reducing time to load by 80%● Primary contact for the planning, transformation and migration of financial data including a new COA● Primary contact for the planning, transformation and migration of Formulas, BOMs and Routes● Primary contact for the planning, transformation and migration of Open Sales orders● Assisted in other data areas regarding Master Data Management strategy

Contracted with Kentucky Fried Chicken to fulfill a temporary opening in FP&A due to a shift in functions while they were interviewing for a new CFO.● Primary contact for period close and variance analysis for Excess Properties and Franchise Royalties.● Primary contact for period based Spend Expense reporting and analysis (T&E, G&A, etc.) for leadership. ● Assists in other cross functional areas such as aligning HR generated Organizational Structure to Financial budgets (IE: Position Management).

Spearhead use of data and analytics to inform strategic planning and daily operational decision making for $4B timeshare sales and property management company. Formulate performance metrics, assessments related to organization effectiveness, and forecasting/modeling for operational capability. Conduct data mining initiatives to support deep-dive analysis in response to leadership inquiries. Collaborate with multiple lines of business to devise, design, and interpret new reporting and analytic tools.● Developed and proofed processes that addressed Talent Review/Succession Plan PowerPoint (ppt) production. Time to delivery reduced from 60 hours to approximately two minutes for the minimal Senior Leadership presentation; savings for the desired, more detailed presentation translates from 3800 hours annually to 12 minutes, reducing production time 99%.● Built processes to support employee status and related changes due to COVID-19; resource hours needed were slashed by factor of 320. ● Workday partnership for Organizational framework met 2020 launch date, exceeding expectations; weekly updates were faster than new tenant loads could be processed.● Diversity and Inclusion (DI) dashboard launched not only on-time, but surpassed expectations, offering consistent data and analytics mechanisms for quarterly reporting and future initiatives. ● Translated complex qualitative and quantitative information into easily understandable concepts for communication to company’s employee base.

Engaged by Wyndham Destinations as a contractor to remediate financial disconnect caused by company’s split into two separate corporate entities. Harvested, assessed, and assigned data; generated ad hoc reporting to allow ongoing operations while the enterprise was stabilized. Set budgetary place holders to facilitate financial planning and analysis (FP&A) and provided data-driven baselines.● Constructed first organizational charts to visualize resultant environment and highlight gaps in human capital management (HCM) by line of business.● Developed, documented, and cultivated the concept of Position Management for budget owners.● Deployed new data visualization best practices.

Contracted by Kroger Specialty Pharmacy following M&A, established accounting structure for new business information platform introduced. Led efforts to compile business requirement documentation (BRDs), process management, building chart of accounts (COA), and aligning data between two disparate systems and into the third system’s formats. Gathered Finance and Accounting requirements, and conceptualized revised workflows. Validated future-state functionality for Accounting, Finance, and FP&A purposes.● Successfully integrated into a single environment two companies’ dissimilar processes and financial ledgers across 8 business entities.

I advised numerous clients on understanding complex business situations through analytics, modelling, and reporting. I elevated my clients’ decision-making through the formalization of generating data-backed solutions.

Supported financial and accounting operations of leading international group of renal treatment centers. Tracked financial results against plan and interpreted variances and outliers for operational and strategic leadership; applied root cause analysis. Queried SQL and Oracle databases and business intelligence resources to respond to inquiries. Formulated predictive models that accessed historic and current data to contextualize results and provide framework to future planning. Originated cross-functional continuous quality improvement (CQI) projects across multiple business lines.● Created Lab Staffing model that forecasted information for skill-based scheduling specific to test type and department volumes, allowing 20% reduction in operational lab staffing hours monthly.● Developed test analyzer modeler that allowed forecasting of required run times, by operational and maintenance staffing needs by skill set, enabling more effective lab staff budgeting, reducing number of budgeted FTE 15% and creating scalable model for future growth.● Reengineered existing cost-per-test analysis to allow better revenue optimization as utilization varies.● Improved by 13% central distribution/warehousing’s just-in-time (JIT) effectiveness through more robust data on inventory, lot and date expirations, clinical and distribution footage, and vendor pricing.

• Created and introduced an automated KPI process focused on improving operational performance; pilot program revealed 33% increase in monthly performance with 25% increase across all programs when deployed corporate-wide. • Designed and implemented company’s largest-to-date client program using Agile methodology with scope that included CRM, IT, and analytics development, as well as integration of client and their previous vendor’s complex data sets; deployment 90 days ahead of schedule generated 10% bonus for company.• Originated a process to enhance Talent Acquisition to improved new hire performance by 30% within the first 90 days as well as increase retention of new hires by 85% within the first 6 months.