Director - Finance Transformation / Consulting Solutions PracticeSenior Director and Partner Candidate advising clients on transforming the Finance Function and supporting operations. Lead Director for new business development (proposal, pricing, orals) resulting in year-over-year annual sales in excess of $5M and annual pipeline of $20M+. Engagement Lead of cross-functional teams of up to 50+ resources driving project execution and stakeholder management for engagements ranging from $250K to $25M+. Relationship Leader and Coach responsible for staff development and career progression.Led ~15 Finance Assessments for clients (mid to large sized organizations, cross sector) across people, process, organization and systems/data to baseline the current state and design the future state operating model. Assessments ranged from $250-$500K (6-8 weeks) and resulted in operational implementations of over $20M in additional revenue for the Firm with potential savings of $15M-$100M+ for the clients.Acquisition and post integration support for the ~$5B purchase (and required divesting of $900M assets) for the leading North American sustainable waste management and recycling services company. Responsible for planning and execution of Day 1 activities (transition service agreements, operating model design, synergy realization) working with client finance leadership. Overall Finance Account Lead for post integration and transformation support efforts, including Shared Services optimization, FP&A (process excellence & target operating model design) and billing. Client engagement revenue was in excess of $50M over a multi-year period.Engaged with a global provider of storage and information management services organization on multiple occasions spanning over five years. Finance Account lead directly accountable for $5M in sales and supporting over $60M in account sales over the five-year period.

Engagement Lead responsible for the design, development and implementation of a comprehensive Hyperion planning, budgeting and forecasting solution for a Fortune 500 insurance company. Utilized Oracle AIM Methodology to build requirements, optimize the Hyperion Application design across multiple geographies and business units, translate requirements for technical build and redesign the future state operational processes. Account Lead responsible for over $2M in new/additional sales.

Global financial operations Team Lead to develop, test, and implement a global reporting tool to provide customer and product profitability, budgeting, planning and forecasting as well as revenue (sales) reporting on a central/standard platform consolidating multiple LOB’s for Fortune 400 packaging company.

Accountable for client delivery, practice development and sales support on multiple, complex engagements associated with finance transformation and shared services implementations.

Formerly PricewaterhouseCoopers Consulting Services (IBM acquired this consulting practice in 2002) & Price Waterhouse (Price Waterhouse and Coopers & Lybrand merged in 1998)Supported and drove client delivery on multiple, complex engagements associated with finance transformation, business process improvement, shared services, outsourcing, merger & acquisitions and strategic sourcing.

PwC Team Lead responsible for the transition/outsourcing of non-production purchasing and accounts payable in support of a centralized shared service center operational model for a global high-tech provider. Led efforts in support of contractual agreements (key activities, SLA’s), transition planning and execution. (site and employee), operational stabilization and business case development of transformation initiatives. Assessed contractor skills and managed the hiring and rebadging of over forty contractors into new full-time roles. Transitioned an additional 115 employees into their new shared services roles.PW Team Member for the Finance re-engineering and systems (Shared Medical Systems) implementation in support of the creation of a shared service center for a large multi-facility health care provider. Responsible for analysis and redesign of departmental patient accounting and patient management processes, policies and procedures and reporting requirements related to the custom application and shared service center operating model. Transitioned approximately 250 staff across 5 heath care facilities into one centralized business office.