Direct the global shared services operations for a multi-billion distributor. Manage order-to-cash (O2C), procure-to-pay (P2P), record-to-report (R2R), hire-to-retire (H2R), master data, and intercompany processes.• Managed the implementation of SAP ERP and conversion from legacy systems for managed workstreams• Implemented key performance indicators (KPI) methodologies to identify improvement opportunities and measure success• Drove transformational initiatives that recognized over $4 million in recurring annual cost savings

Establish and direct the global shared services function with strategic centers of excellence (COE) in the Americas, EMEA, and APAC regions as well as offshore functions in India. Responsible for order-to-cash (O2C), procure-to-pay (P2P), record-to-report (R2R), payroll, master data, intercompany, sales/use taxes, and benefits.• Implemented SAP ERP to support the shared services COE and migrated divisional processes from legacy systems• Recognized over $5 million in recurring annual cost savings through centralization, standardization, and optimization

Integrated the shared services functions for an acquired company, utilizing an outsourced offshore provider, to the onshore captive center of excellence for a $12 billion global biotechnology company. Processes include order-to-cash (O2C), procure-to-pay (P2P), record-to-report (R2R), and treasury cash management. Responsible for coaching functional leaders in all aspects of process transformation including centralization, consolidation, standardization, and optimization. • Integrated end-to-end processes for seventeen countries utilizing SAP and JD Edwards ERP solutions• Developed, implemented, and drove enterprise-wide utilization a formal continuous improvement methodology• Utilized expertise to assist with the development of a comprehensive key performance indicator (KPI) process

Direct the order-to-cash (OTC), procure-to-pay (P2P), record-to-report (R2R), master-data-management (MDM), payroll, and treasury cash management functions for a $1 billion international manufacturer. Responsible for optimizing consolidated processes including month-end close, intracompany, and account reconciliation. Includes implementing a key performance indicator (KPI) program.• Centralized and standardized divisional shared services functions into a corporate center of excellence (COE)• Implemented Oracle ERP to support the shared services COE and migrated divisional processes from legacy systems• Supported the divestiture of a division including developing and managing the transaction services agreement

Responsible for establishing and perpetuating a global shared services organization for a $50 billion petrochemical company. Included designing and directing a key performance indicator (KPI) methodology to define goals and measure success of transformational initiatives.• Reengineered shared services processes to centralize the global workforce into regional centers utilizing SAP ERP• Managed over six hundred shared services staff to perform O2C, P2P, and R2R functions globally• Directed continuous improvement activities that collectively recognized $10 million in recurring annual cost savings

Directed the accounts payable organization for a $1 billion hospitality company in performance of vendor management, invoice processing, payments, cash forecasting, and month-end close activities.• Implemented a procure-to-pay (P2P) cloud solution to automate requisition, receipt, approvals, reconciliation, and reporting• Developed formal Sarbanes-Oxley (SOX) controls to support SEC requirements associated with IPO

Develop the transition roadmap and manage the migration of the finance organization from the northeast to the Atlanta headquarters. Program manage the relocation of roles, alleviating risks to ensure business continuity and maintain performance quality.• Developed organizational design recommendations to reduce costs and increase staff utilization • Identified opportunities to align processes with leading practices and staffing models (insource versus outsource)• Defined integration strategies and optimal operating models to support international expansion plans

Managed a team of over five hundred direct and outsourced staff members in twenty countries to perform order-to-cash (O2C) and sales support roles for a $6 billion global software, technology, and services company. Global process owner for all order management, billing, and revenue recognition functions processing transactions in Oracle ERP and legacy applications. Managed a $25 million annual operating budget. • Utilized Six Sigma methodologies to lead change management and deliver annual costs savings in excess of $5 million.• Partnered with IT to upgrade ERP billing, accounts receivable, and order management to Oracle R12.• Directed the integration of ERP applications, processes, and staff for an acquired $350 million technology company.

Provided consulting services to corporate customers delivering successful order-to-cash (O2C) and procure-to-pay (P2P) cost reduction initiatives including electronic commerce, workflow management, and vendor master. Participated in industry conferences and committees to stay well informed of new or changing regulations, processes, and technologies. Counseled customers on industry changes and provided recommended action plans.• Recognized as an industry expert in electronic payments & remittance processes, speaking at all major conferences.• Former member of the AFP Payments Advisory Group and Vice-Chair of NACHA Corporate Payments Council.

Directed staff, cross-functional project teams, and strategic partners to develop and implement concentric order-to-cash and procure-to-pay solutions processed through SAP and Infinium ERP.• Recognized over $5 million in recurring annual working capital, bank fees, and staffing cost savings by leading a cross functional team that developed an innovative approach to electronic payment and remittance solutions.• Directed a shared services reengineering initiative and participated in an offshore outsourcing project to reduce costs.• Directed implementation of a comprehensive compliance program that reduced Sarbanes-Oxley (SOX) and Office of Foreign Assets Control (OFAC) compliance exposure as well as litigation and fraud exposure.

Managed a staff of information technology professionals to provide all aspects of technical support and development for accounting and finance organizations. Successfully developed and integrated applications in multiple ERP environments including SAP.• Delivered leading-edge planning, analysis, and reporting systems as well as data warehouse applications that provided streamlined access to ERP application data to define revenue growth opportunities.• Applied cost-benefit analysis techniques and a formal decision-making framework to define technical objectives and contribute to a twenty-five percent reduction in annual information technology staffing costs.

Directed all aspects of product management for a $30 million start-up company developing prepaid transaction processing technologies. Directed product trials and end user training for new product releases. Managed strategic customer and vendor relationships, executing contractual agreements and leading implementation of joint development and integration initiatives.• Implemented new products delivering annual revenues in excess of $50 million.

Utilized a formal methodology developed in conjunction with Accenture to perform full life cycle program management. Developed web-enabled support applications associated with new products and integrated new applications with legacy systems.• Managed project teams that completed moderate to large-scale projects budgeted in excess of $5 million.

Managed a sales support staff for national product rollouts. Responsibilities included provisioning, inventory management, billing, fraud control, customer care, and reporting. Participated in development of sales strategies and performed sales presentations to customer senior management.• Developed applications and procedures to support products delivering over $250 million in annual revenues. Received the highest-level Chairman’s Leadership Award for this accomplishment.• Implemented innovative processes and applications that resulted in substantial improvement of internal control effectiveness, increased participation of wireless partners, and reduced customer implementation cycle times.

Managed a staff of twenty-five employees providing accounting, analysis, reporting, budgeting, and strategic planning for all new products. • Participated on product development teams that delivered additional annual revenues in excess of $100 million. • Developed financial analysis tools driving enhanced product profit margins and increased capital equipment utilization.

Managed five employees to develop forecast models and communicate assumptions and guidelines to business unit management and functional department heads. Prepared analysis packages, executive briefings, and parent presentations for operating results and key financial statistics.• Implemented and maintained an OLAP tool (Hyperion) that streamlined preparation, availability, and reporting of financial data - providing senior management with a competitive analytical advantage.

Managed ten employees to perform monthly analysis, consolidation, and reporting of domestic and international operating results including preparation of SEC 10K and 10Q reports.• Lead merger and acquisition teams that converted applications and financial records for acquired and divested entities with market values in excess of $1 billion.• Performed a business process redesign of all functions resulting in annual cost savings in excess of $500,000.

Supervised eight employees in maintaining the fixed asset subsidiary system and recording of fixed asset activity to the general ledger.• Consolidated systems and automated monthly tasks resulting in an annual cost savings in excess of $400,000.

Responsibilities included planning, documenting, testing, supervising, and reporting activities associated with assigned audits of financial systems and procedures.