Supported key aspects of project management for large and complex projects:-Tracked the progress of the project life cycle to transition data and legacy reporting to a new Electronic Data Management warehouse. Analyzed reports using Oracle Business Intelligence Enterprise Edition (OBIEE) to compare and ensure data integrity. Identified inaccuracies and implemented changes to remedy. Consolidated and retired multiple reports, reducing the number of reports from >600 to <300.-Developed and facilitated training sessions to support new system implementation for 500+ staff. Created online user training manuals shared via SharePoint site.-Launched 4 new critical enterprise report suites: sales analysis, blue thread, new owner, and occupancy. Performed user acceptance testing (UATs), generated and analyzed reports for data accuracy, documented requirements, and collaborated with IT for a successful launch. Partnered with IT on multiple projects, including coding, security, and server updates and system compatibility projects and developed UAT strategy, plan, and cases for multiple project releases.

As Analyst, Operations Planning and Analysis, 2007 – 2015, managed the sales recognition program for 3,500+ employees. Developed and tracked requirements for KPIs with an overall program budget of >$10 million. -Collaborated with internal business partners to understand, document, and develop business rules for data mining and reporting. Resolved issues and tracked compensation plans to ensure accuracy of targets to budgeted headcount.-Provided analytical support to achieve Sales and Marketing efficiencies in partnership with internal stakeholders. Streamlined reporting, created sales reports and analysis, achieving a <1% data error rate for key metrics. Served on the Business Operations Leadership team and led the Business Operations Networking team to support activities and employee engagement.

As Tour Analyst 2005 – 2007, supported site sales management, marketing, and recruiting to maximize company tour programs.

Multiple positions of increasing responsibility focused on vendor operations, volume management and billing in support of the telemarketing program. Managed 10 vendors, covering 23 call centers across 7 countries with 4,000+ sales representatives.-Calculated and analyzed monthly costs for call centers to improve financial performance and reporting.-Served as project manager for the development of an automated expense recovery system that tracked telemarketing expenses for all vendors, resulting in reducing report time by 10 days and statements by 50%.-Standardized reporting process and improved volume allocation to vendors, resulting in a cost savings of $400,000.-Provided a 3-month rolling forecast to vendors for optimal staffing, achieving 100% of objective.