Oversaw and led team which produced, created and disseminated critical reports for more than 100 operators and VPs measuring daily, weekly and monthly performance against projections and targets. Advised and coached supply chain leaders through P&L analysis, month-end close, and related matters with overall responsibility for forecasting and budgeting all major cost centers (with annualized expenses totaling over $330M). Leveraged advanced systems knowledge that drove process improvement and cost reduction initiatives.♦ Successfully transitioned the team (in terms of both capabilities and perceptions) from being entirely tactical and technical to being more strategic, working alongside executives to advise and support them in achieving their objectives.♦ Partnered with the Business Intelligence (BI) Team, which has enabled senior executives to have significantly deeper visibility into operations with greater speed and accuracy than ever before.♦ Selected to participate in multiple system conversions and implementations with a focus on defining the ideal future state.♦ Recognized by VPs and Directors for substantially expanding and improving the level of financial support through reporting enhancements and proactive business decision assistance.♦ Resolved internal disputes and clarified team responsibilities, which has led to greater collaboration and efficiency.

Provided leadership, training and supervision to a team 17 including the managers of the cash management, commission and payroll teams. Responsible for P&L versus cash forecasting and budgeting for primary (Sales, Engineering and G&A) cost centers as well as managing variance bridges for each period. Spearheaded the analysis of revenue/expense economics, business development, market penetration and promotion mix development with a focus on evaluating the competitive landscape. Performed audits to identify and mitigate potential risks and achieve optimal efficiency and productivity. ♦ Evolved the function of the teams from being transaction-focused to playing a more strategic role in the business and ensuring that all reports were not only accurate and timely but also meaningful for stakeholders.♦ Significantly improved the organization’s understanding of metrics by analyzing the real net revenue per subscriber and identifying the most effective promotional activities to provide a more in-depth perspective and optimize profitability.

Responsible for producing and presenting the overall corporate P&L for North America to senior executives. Performed incremental profitability analysis for all new and existing partnerships and acquisitions as well as regular ad hoc reporting. Created product pricing and profitability models to meet sales and marketing requirements. Published daily, weekly and monthly scorecards for sales and operations with a focus on incremental opportunities. ♦ As a Six Sigma Black Belt candidate, oversaw multiple projects through the entire lifecycle from gathering requirements and planning to assigning team members, execution and monitoring and progress, which resulted in over $55M in NPV.♦ Drove NPV through a variety of initiatives which included rapidly developing ad hoc reporting for C-Level executives and showcasing the “sweet spot” promotion activity by region to identify optimal discount levels and margins.

Performed detailed analysis of key projects to ensure that projections and targets were achieved. Identified and resolved variances and issues. Collaborated across departments to develop cross-functional reporting and category-level market share scorecards. ♦ Presented with the “Global Innovation Award” for organically building and maintaining a new budget platform which was adopted by all departments within Finance and Merchandising operations.♦ Identified by senior leadership as a strategic change agent, often selected as the finance lead for corporate initiatives.♦ Collaborated closely with external consultants to make ongoing changes to data warehouse and ERP systems, eventually assuming the role of Lead Analyst (Internal Consultant) for evaluating the benefits of technology outsourcing.♦ Advised senior stakeholders in KPI design, implementation and tracking several projects, all of which produced more than $100M in NPV.

• Owned a $3B book of distressed assets partnering with 89 banks and generated cash inflows totaling over $750M repurchased loans• Advised executive teams on proposed candidates for litigation and develop new recommendations to improve policy, procedure, and internal controls• Determined loan-level viability for securitizations or salability for Wall Street traders

• Managed supply chain and financial reporting• Reviewed, analyzed, and evaluated business systems and user needs for uniform reporting • Implemented the paperless database restructuring in 2004• Directed the market performance analysis/campaigns on a weekly basis• Performed financial negotiation settlements