A leading company in sterilization baskets and trays for surgical and dental instruments in the USA.

Owned the processes for strategic planning, annual budgeting, performance scorecards, long-term planning, and monthly forecasting.• Represented FP&A in the migration of Oracle to SAP that included designing master data with cost and profit centers.• Created a new SAP-based management reporting system that launches Spring 2019.• Streamlined and enhanced the reporting process and team—while meeting management and corporate requirements—with fewer resources following the reorganization.• Directed the annual budgeting process—collaborating with analysts in all of the US business units to collect information—and created presentations to gain management approval.• Conceived financial models to predict faster results from new or revitalized businesses.• Oversaw monthly performance scorecard analysis—that’s the basis for employee compensation—which involves also collecting data from operations and safety leads, assigning weights to various indicators, and reporting key findings to management.

Joined Silver Ridge, a JV with Riverstone Holdings, during a period of AES restructuring to provide internal auditing and accounting.• Established a Control Self-Assessment process to assess and mitigate fraud risk and reported findings of extensive transaction testing to the Board of Directors. Applied this process to review other areas.• Updated all of the businesses’ Asset Retirement Obligations.

Recruited as a key member of the team that established the financial planning and analysis group in the US. Implemented the monthly analysis and management reporting that allowed for better business insights and financial decision support to the C-suite and turned a 3-month initial assignment into a nine-year run. Accountable for analyzing KPIs to manage business performance, delivering analysis for SEC filings and quarterly earnings calls, and contributing to M&A initiatives.• Prepared long and short-term forecasts—including variance analysis emphasizing value creation for earnings and cash flows—that compared the results with overall strategic objectives.• Standardized cost center/profit center reporting, capital expenditures, revenue, and cost of sales.• Spearheaded global team efforts that consolidated forecasting and budgeting into Comshare and later into 
SAP BPC.• Created the performance model and system for calculating long-term compensation—for all of AES’s businesses in multiple countries—that had to account for AES’s cash-value added targets, legacy formulas, monthly reserves, getting payout approvals from the Board of Directors, and outside auditor reviews.

Recruited to provide accounting systems and financial oversight in the early stages of AES in Pakistan. Responsibilities included evaluating M&A opportunities, securing letters of credit, reporting under local GAAP, IFRS, and US GAAP, and administering the commercial aspects of project contracts (agreements for power purchase, implementation, fuel supply, land lease, and maintenance). Promoted to CFO in 2003.• Reduced annual operational and overhead costs by 10% and improved profitability with effective 
P&L management.• Negotiated, without penalty, waivers from Japanese Import and Export Bank and International Finance Corporation on a default of $620 million loan.• Improved interest income by 300 basis points ($3M) by renegotiating agreement with an 11-bank consortium.• Lowered parent company commitment by raising $25 million in non-recourse financing.• Developed operational financial models for complex businesses, which included quarterly updates and customized lender reporting.• Analyzed AES’s investment in social responsibility initiatives that opened their company-owned medical facility and water wells to serve the community in that remote area.

Oversaw local and multinational audit engagements, managing 30 staff. Role expanded to financial consulting for AES related to government taxes and lender-required documentation for building power plants.• Created financial models and feasibility reports for Energy, Manufacturing, and Banking clients.• Advised local and international clients on acquisitions.• Contributed analytical decisions at critical phases of audits that ensured effectiveness, client satisfaction, and timely completion of final deliverables.• Reviewed the annual budget process for Pakistan’s largest gas utility company.