𝐋𝐄𝐀𝐃𝐄𝐑𝐒𝐇𝐈𝐏 𝐒𝐂𝐎𝐏𝐄:As the number of applications, functionalities, and converted sites grew, so did the demand for post-go-live support, including break-fix services, user requests, and system enhancements. This surge necessitated a dedicated full-time Service Delivery Manager to ensure efficient and effective IT service delivery across Moog's global A&D ERP landscape.𝐌𝐀𝐉𝐎𝐑 𝐇𝐈𝐆𝐇𝐋𝐈𝐆𝐇𝐓𝐒:Enhanced ServiceNow analytics to provide actionable insights for assignment group owners, while leading weekly calls to ensure ongoing process optimization.Improved response times and issue resolution by over 50% through streamlined ticketing and customized service offerings.Secured contract extensions with AMS providers by effectively communicating the value proposition beyond cost, and providing executives with clear visibility into performance metrics (KPIs) related to operations, incident management, resource allocation, etc.Achieved secure and compliant access to critical applications and services by collaborating with stakeholders to enforce access policies and maintain robust access controls.Optimized support ticket management, ensuring efficient issue resolution through integrated workflows for handling tickets, escalating critical cases, and tracking progress.Leveraged user feedback and industry best practices to improve the capabilities of the ITSM system.Used Root Cause Analysis (RCA) to identify action items from incidents, working with technical teams and leadership to continuously improve and launch lasting solutions.

𝐋𝐄𝐀𝐃𝐄𝐑𝐒𝐇𝐈𝐏 𝐒𝐂𝐎𝐏𝐄:I was honored to be chosen by A&D leadership to lead the establishment of Moog's first SAP ERP Center of Excellence (CoE) and operating model following the successful Phase 1 ERP finance-first transformation go-live.The last 4+ years have been particularly exciting, growing the CoE team from 1 to 15+ Business Specialists. We have managed and delivered complex ERP projects, provided application support and enhancements, infrastructure management, and change management, for Moog's A&D business.𝐌𝐀𝐉𝐎𝐑 𝐇𝐈𝐆𝐇𝐋𝐈𝐆𝐇𝐓𝐒:My key achievements were renegotiating vendor contracts that delivered 6-figure savings and a multimillion-dollar contract reduction. This approach streamlined security resources to improve team efficiency within the ERP transformation program, earning recognition from the GVP/CIO and the finance department.During a critical phase, I took on the role of CoE Manager to plan and execute a large S/4HANA upgrade within 4 months. Despite resource availability challenges during month-end close activities and the early days of the COVID-19 pandemic, I worked with our vendor to devise an efficient testing approach that prioritized key system functionalities and integrations. This strategic approach ensured the successful implementation of the upgrade, maintaining our commitment to delivering results even in challenging circumstances.I worked with audit teams from a Big 4 to address and generate solutions to various SAP S/4HANA audit issues stemming from process inconsistencies and change management difficulties.Greatly improved customer (end-user) experience through customer effort reduction within our Corporate IT ticketing system, ServiceNow, by creating custom catalog items, creating knowledgebase articles, creating customized workflows, and implementing an enhanced backlog organization.Managed Moog's first ever quarterly releases as part of its transformation to an Agile-at-Scale delivery execution model.

𝐋𝐄𝐀𝐃𝐄𝐑𝐒𝐇𝐈𝐏 𝐒𝐂𝐎𝐏𝐄:The SAP Program Manager handpicked me to step into a pivotal role as Test Lead for the Phase 1 ERP transformation project, managing 2 interns while also fulfilling my regular responsibilities as a Business Analyst.My main focus was developing and maintaining a comprehensive test management plan outlining processes, allocating resources, and establishing reporting mechanisms for project stakeholders. Responsible for facilitating daily stand-up meetings with program team.𝐌𝐀𝐉𝐎𝐑 𝐇𝐈𝐆𝐇𝐋𝐈𝐆𝐇𝐓𝐒:During the ERP Transformation Project, we faced an immediate challenge when the initial testing tool became unusable due to VDI issues with external consultants' laptops just 2 weeks before integration testing.We evaluated different testing tools and opted for Test Management for Jira (TM4J, now Zephyr Scale) due to its seamless integration with Jira, our project management tool. I quickly became the Moog administrator for TM4J, handling the implementation and integration of the tool, and creating training guides, resulting in a successful go-live.Another challenge I faced was ensuring users' timely completion of test cases to meet project timelines. I escalated the issue to managers and engaged SteerCo to emphasize the importance of project success and meeting deadlines. The executive engagement motivated the business to prioritize testing and complete it within the designated timelines, enabling us to meet our go-live date.Played a key role in educating users about the significance of thorough testing. I clarified the risks of using known-to-pass data. Advocated for data clean-up efforts, allowing workstreams to utilize pre-selected/loaded data for User Acceptance Testing (UAT) activities, which enhanced testing outcome quality.This experience showcased my ability to excel in a high-pressure environment, collaborate with diverse teams, and deliver exceptional results while managing multiple responsibilities.

𝐋𝐄𝐀𝐃𝐄𝐑𝐒𝐇𝐈𝐏 𝐒𝐂𝐎𝐏𝐄:The AG IT Director and SAP Program Manager hired me to join the ERP transformation project and oversee the finance transition from the legacy ERP to SAP S/4HANA.As the Project Lead, I was particularly excited about working with a newer version of SAP alongside a talented team of BAs and GBPOs to make it happen. Tasked with identifying, documenting, and producing optimization strategies and acting as a liaison with stakeholders to communicate project status. Guided relevant sprint demos and retrospectives including all data preparation. 𝐌𝐀𝐉𝐎𝐑 𝐇𝐈𝐆𝐇𝐋𝐈𝐆𝐇𝐓𝐒:During Phase 1, we faced a significant challenge transitioning from the familiar SAP GUI (ECC) to the more user-friendly SAP Fiori (S/4HANA).To overcome this challenge, I implemented change management strategies, including courses and access to a Fiori Apps Library that empowered users to embrace the new interface and ease the transition. We also negotiated a compromise where 15% of users had access to GUI and Fiori, while 85% had Fiori access only. This approach put us on track to achieve 100% Fiori adoption in Phase 2 and stay ahead of SAP's ECC support discontinuation by the end of 2027.In our quest for continuous improvement, we identified opportunities to enhance cash flow, risk management, and operational efficiency. I was crucial in deploying FIS™ GETPAID, a fully-integrated, web-based A/R software that revolutionized our processes. I worked closely with the A/P team, implementing modifications and optimizations in various sub-processes such as pay vendor, vendor creation, and vendor payments. These improvements streamlined their workflows and enhanced overall efficiency.One of my most significant learning and growth experiences was transitioning from hands-on system configuration to a more analytical role, which allowed me to build upon and leverage my skills and expertise in new and exciting ways.

𝐋𝐄𝐀𝐃𝐄𝐑𝐒𝐇𝐈𝐏 𝐒𝐂𝐎𝐏𝐄:I joined the global SAP Center of Excellence (CoE) team after being personally recruited by the CFO and CIO.As the Implementation Project Lead, I took charge of rolling out the global finance and controlling SAP ERP template, ensuring everything ran smoothly.I owned and managed various aspects throughout the implementation process, including user acceptance testing (UAT), change requests, business process documentation, and SAP workstream integrations. I also integrated key functionalities like self-billing, electronic bank statement clearing for A/R, SEPA payments, and A/P and finance asset accounting.I prepared and regularly presented project status reports to SAP Program Managers and Executive Board members to keep everyone informed.𝐌𝐀𝐉𝐎𝐑 𝐇𝐈𝐆𝐇𝐋𝐈𝐆𝐇𝐓𝐒:One of my notable achievements was leading and coordinating the successful SAP implementation cutover and go-live in Tianjin, China, in 2018. Working with the Site Implementation Lead and SAP Program Manager, we established stop shipment and stop-receiving dates, ensuring that all transactions were completed and timely invoicing was done in the legacy system before the cutover.I also optimized the A/R process to increase efficiency and reduce manual labor. By implementing High Radius Cash Application Cloud at all Americas locations in 10 weeks, we could streamline processes, decrease day sales outstanding volumes, and minimize bad debt. This improvement accelerated collections and enhanced dispute resolution. Being the sole team member at the NY facility presented unique challenges, but I embraced them and took proactive measures to overcome geographic limitations. Along the way, I expanded my SAP expertise and fostered professional growth by independently seeking solutions and knowledge from SAP's online support community.

Primary responsibilities included gathering financial data (e.g., inventory purchases, labor costs), performing analysis to uncover inefficiencies, providing financial solutions that benefited both the company and the customer, assisting in M&A activities leading up to the company's acquisition, and supporting ERP transformation from the CO side.

𝐋𝐄𝐀𝐃𝐄𝐑𝐒𝐇𝐈𝐏 𝐒𝐂𝐎𝐏𝐄:Advancing to this multifaceted, senior level positioned me to oversee diverse and crucial aspects of cost accounting and financial operations that impacted business performance.My efforts focused on collecting, measuring, and interpreting all internal cost accounting information supporting month- and year-end closings. I led and participated in regular audits to ensure accuracy and compliance.Another key part of my role involved managing annual price increases for over 150 customers. I provided daily product pricing to the sales team and compiled data to create weekly production and sales forecast reports for the VP of Finance and Plant Manager.I also worked with engineering and R&D teams to identify continuous variances, calculate labor, material, and overhead costs, and ensure the accuracy of Bills of Materials (BOM) to drive cost efficiency. Meanwhile, the PPI reports and BI analyses I produced played a critical role in optimizing purchasing decisions and inventory management.𝐌𝐀𝐉𝐎𝐑 𝐇𝐈𝐆𝐇𝐋𝐈𝐆𝐇𝐓𝐒:One of my notable achievements was leading multiple Kaizen teams in implementing process improvements that generated millions in savings. These improvements included implementing real-time analytics, tracking, and visibility metrics that increased manufacturing yields by approximately 15%. Product quality and production capacity improved, while waste, scrap, and giveaway volumes were reduced.I implemented ABC analysis techniques and co-developed a bar-coding solution with the IT team. This enhanced storage costs, inventory counts, sell-through rates, resource allocation, and pricing strategies for an 8-figure inventory.Along the way, I had the opportunity to build, manage, and mentor a high-performing cost accounting team and a collaborative work environment that fostered continuous learning, idea sharing, productivity, individual accountability, and team morale.

𝐋𝐄𝐀𝐃𝐄𝐑𝐒𝐇𝐈𝐏 𝐒𝐂𝐎𝐏𝐄:Initially, I was hired to support inventory optimization and reorder strategies, which included analyzing data around inventory levels, production speed, and product demand. During that time, I captured attention for identifying and implementing more robust product flow processes that saved the plant approximately $250K.A couple of years later, while pursuing my MBA, I took on additional duties as an ERP Specialist and member of the Infor SyteLine ERP Core User Team. I conducted costing audits to examine and identify unusual records, ensure accurate allocation of cost data, and provide valuable cost-related insights to the Controller.𝐌𝐀𝐉𝐎𝐑 𝐇𝐈𝐆𝐇𝐋𝐈𝐆𝐇𝐓𝐒:I helped upgrade the ERP system from version 7.04 to 8.01 to centralize manufacturing, sales, marketing, and other service departments while improving customer relationship management, workflow automation, and event management. This effort achieved greater efficiency and productivity across the organization.I regularly looked for opportunities to improve operations. An example of my success in this regard came in the form of an Excel-based report that I created. This report provided direct visibility into forecasted labor expenses for various manufacturing processes and was considered highly valuable to the CFO and Controller in labor utilization and informed decision-making.