- Manage inventory and distribution of product service parts worldwide for the Global Service business.- Maintained and monitored service part inventory and distribution to provide customers parts worldwide.- Provide customer assistance in all aspects of service part sales with annual price adjustments.- Determine parts pricing based on sales and product pricing with pricing adjustments. - Oversee manufacturing and quality through internal and external manufacturing and distribution while providing optimum revenue and expense maximizing business income.- Develop forecasting of inventory and revenue on a weekly, monthly, and annual basis.- Developed and implemented Last Time Buy format for service parts to meet end of service obligations.- Reviewed and implemented inventory and SKU reduction for Global Services.- Developed a Risk Analysis model for both obsolete and active parts needed for sales until end of service.- Experience in supply chain and inventory management through inventory analysis and purchasing.- Integral team member RoHS compliance for parts and component inventory.- Greenbelt trained to analyze and implement best practices for last time buys and part inactivation process.- Developed and implemented Actual, Budget, & Forecast analysis, compiled monthly Operation’s Allocations, Warranty, E&O, and P&L statements for each department. Reviewed, revised, allocations, headcount, expense and E&O reporting for each business.- Completed a full comprehensive of corporate operations and business unit operations analysis.- Responsible for development of budgeting models and financial reporting for corporate operations P&L and headcount.- Integral team member of the Hyperion development and integration for the Financial Budget system.- Developed actual, forecasting and allocation analysis models for corporate operations and business units.- Implemented new COGNOS Hyperion and SQL queries for reporting operational and financial data.

Performed actual, budget, & forecast analysis on subscriber and P&L statements for each market in the West Division. Reviewed, revised, and submitted daily, weekly subscriber, headcount, programming and MPJ reporting for each market.•Developed, organized and conducted HFM training and provided support at divisional and regional levels of the organization.•Maintained and updated consolidated financial statements by updating members and entities.•Provided corporate finance insight and instated Hyperion recommending structure improvements and analysis for actual and Budget financial reporting.•Developed divisional and regional headcount monthly reporting and budget/forecast and MPJ models and reporting templates using HFM, SQL, and Excel.•Reviewed and revised monthly operating reports (MOR) before submission to Comcast headquarters.•Analyzed and provided forecast guidance for Basic, Digital, Pay, and Launch programming expense entries as it applies to financial reporting.•Developed a reporting and analyzing headcount model for all job codes in all departments for all markets for both Budget and Actual reporting by combining HFM and SQL.•Managed and lead the FP&A internship program.

Coordinated business functions for the financing and accounting of consumer automotive purchases and store business functions. •Developed cost effective purchasing for the West and nurtured key supplier relationships•Managed office employees involved in billing, financing, inventorying, and titling new and pre-owned automotive purchases. •Coordinated store purchases and service accounting with the manufacturer.•Managed month-end accounting and reporting of sales, revenue and expenses directly affecting store profits.•Increased store profits by performing precise sales, revenue, and expense analysis for forecasting and reporting daily and monthly income.

Provided nationwide financial analysis and reporting for fixed asset, truck maintenance and damage, and SG&A planning and expense. Planned and monitored Budget and Ryder truck integration. Allocated revenue and expense accounts and cost centers nationwide.•Coordinated and planned $200M annual national fiscal budgets for both Ryder and Budget Trucks.•Developed and implemented cost reduction policies for services and parts purchase.•Forecasted and updated expenses based on actual history and drivers.•Identified, analyzed, and reported expense details by region, city, vehicle, and vendor.•Instrumental in reducing vehicle maintenance expenses $15M from 1999 Annual Fiscal Plan and $3M from the 2000 Fiscal Plan.•Identified and saved over $1.3M in monthly accruals, redundant expenses and overpaid sales tax in 1999 using roadmap reviews.•Compiled, forecasted, and reported monthly and annual national and local revenue and expense performance and efficiency.

Agricultural Division Office, International Tractor Mfg. and Assembly Plant•Project manager for a product Cost Improvement Program reducing $9.5M annually from current operating costs on agricultural tractor vehicles and components by Tracking savings and flow. •Trained in Kaizen, Lean, TQM, and Business Process Management.•Presented statistical analysis to identify, and implemented net operating and cost of quality saving projects through the finance, capital, and manufacturing departments saving $1.2M annually.•Developed integration and maintenance of new and current (VMI).•Audited and forecasted departmental expenditures and savings from prior implemented best in class pricing, access to technology, and material support flexibility to operation cross regionally.•Developed NPI, Time to Market and cost performance measurements for Ag Tractor production in US, UK, & France using Project Management software.•Responsible for the reorganization of the fabrication-manufacturing unit to increase efficiency in process flow and machine utilization.•Coordinated, managed, & processed a $4.1M automated weld/assembly project for worldwide markets. •Participated and implemented five year plan projects for the “Case Tractor Plant Strategic Planning Team”.

Division Manufacturing Office, International Float Glass Mfg. Plant•Championed the Activity Based Cost Team allocating product and plant operating costs.•Managed capital / expense projects worth $10K to $1M.•Designed material conveying systems increasing material flow speed 50%.•Coordinated outside contractor, maintenance, and production personnel for production capital project installation and operation.