Led a global FP&A team directly supporting the Corporate CIO, the Enterprise IT leadership team and 600+ IT employees in managing a ~$750M global IT organization. Owned all forecasting, planning, variance analysis, month-end close, financial reporting and presentation to senior leaders.Led the annual planning process for IT OpEx and CapEx with a focus on understanding the costs to "run the business" vs. "investments" aimed at future growth or cost savings. Worked to mitigate the OpEx impact of cloud investments through targeted cost reductions including offshoring and optimizing managed service agreements. Owned the financial modeling of IT business cases including system upgrades, cloud migrations, infrastructure modernization and vendor transitions. Ensured the financial models accounted for the unique accounting rules associated with implementing cloud computing arrangements (CCAs) per FASB guidance.Created an offshore Finance and Accounting Shared Services team in the Philippines to better support the IT organization. Led and managed the transition of work to the offshore team and expanded the team into higher-value activities including financial forecasting and variance analysis. Executive lead for Technology Business Management (TBM) initiatives, leveraging Apptio to deliver the "Bill of IT" which provides Hospital CFOs/Controllers with automated, dashboard reporting of their IT costs each month and insights into their consumption of IT services that they can use to drive cost savings.

Finance executive supporting three core areas of IT including Global Investment Planning, Global Strategic Supplier Management and Global Application Development and Delivery. Global Investment Planning - responsible for business case development, financial cost models, accounting treatment, supplier negotiation support and securing approvals up through the Corporate CEO/CFO.Global Strategic Supplier Management - responsible for both day-to-day financial support for the Global Procurement organization and longer-term support for Strategic Supplier Management (SSM) to drive operational efficiency and cost optimization. Global Application Development and Delivery - led a global finance team responsible for financial support of new application development and project deployment and delivery to global markets.Responsible for leading the forecasting, planning and accounting for PepsiCo's $2B Global SAP S4/HANA upgrade project.

Led the Global IT Capital Planning process for PepsiCo.Developed and managed the annual operating plan for capital spending ($300M+), monthly forecasting and reporting and the five-year strategic plan.Partnered closely with the CFO and leadership teams within the IT organization to drive alignment on future investments.Responsible for ensuring strong process governance and driving continuous improvement

Led the FP&A team for the Corporate CIO organization.Responsible for the forecasting, planning, reporting and capital projects for a $145M budget supporting 300 employees globally.Partnered closely with the CIO team to deliver capital projects for global groups and functions and worked to drive cost savings through outsourcing and spend optimization. Delivered over $8M in cost savings in 2015.Led six sigma/kaizen projects to improve efficiency in financial processes including SAP workflow and the adoption of digital signatures for electronic approvals (DocuSign).

Led the finance team for Global Beverages R&DResponsible for the forecasting, planning, reporting and internal control activities for a $220M budget supporting 600 employees across four business units and all international regions.Increased financial transparency between R&D and the business units by improving reporting and communication with business unit CFOs and ensuring strong linkages between R&D initiatives and P&L results.Centralized all procurement functions for two R&D sites and implemented a common purchasing process resulting in faster order processing, enhanced audit/control of purchasing activity and a net cost savings to the organization.

Led all finance and accounting activities for an $85M research and development operation supporting 250 employees across three business units.Within six months of starting, completed a thorough analysis of all financial processes including a fixed asset audit of over 2,000 items, internal control reviews that exposed numerous, non-compliant processes and supported the transition from legacy accounting systems to SAP.Strengthened internal controls through revised purchasing policies and enhancements to financial reporting.Created a project accounting process to better manage R&D budgets and improve transparency of investments.

Sales Finance Manager responsible for revenue and volume forecasting for an $800M mobile network equipment business.Completed Six Sigma Green Belt training and certification.Led initiative that improved business unit forecast accuracy by more than 25%. Partnered closely with operations team to develop a process that became the model for other business units within the division.Partnered with sales and legal teams to develop a comprehensive, multi-year contract with our largest customer. Provided guidance on contract language that would maximize revenue-recognition for the business unit P&L.

Led the Finance team for a newly acquired $15M software development and system integration business.Partnered with the business unit general manager to improve declining profitability through targeted cost reductions. Designed and implemented a project cost accounting process that led to the elimination of legacy accounting and procurement systems and resulted in a four day cycle time reduction in the month-end close.Led the vendor selection and implementation of web-based (SaaS) sales and marketing tools that improved sales staff efficiency and accountability. This successful project became the benchmark for similar implementations in other businesses within the division and was eventually implemented company-wide.

Responsible for division-wide consolidation, reporting and planning for a newly created $200M software division which included five recent business acquisitions.

Performed operational and financial analysis for a $1.1B supply chain operation. Responsible for developing and managing P&L statements and reporting operating results to senior executives. Managed factory-related balance sheet items, focusing on inventory balances/turns and capital expenditures.

Advertising and sales promotion analyst with the Vehicle Sales, Service and Marketing Division. Responsible for forecasting and reporting for the corporation’s $3.5B advertising budget.

Budget and forecast analyst with the Metal Fabricating Division. Responsible for in-depth analysis of the operations and financial activities of the division’s sixteen stamping plants.