Digital client advisor providing accounting, financial services, and consulting for the digital age.

• Month End: Closed the books for 29 profit centers and 3 main companies. Decreased the financial statement close by 12 business days.• Budgeting: Prepared budgets and variance analysis with management comments• Risk Management/Internal Control/COSO 2013: Implemented internal controls to achieve objectives• Hedging: Responsible for effective fuel price hedging to offset winter contracted fuel sales and effectively commodity price risks• Developed scorecards and presented in management review meetings: financial and operational performance, budget variances, trends, and exceptions to targets• Implemented purchase cards to increase cash flow and gain rebates• Identified a gap in our industry performance that led to the creation of a new merchandising & category management function from the ground up.• Implemented AP best practices with positive pay and pre-approvals for recurring expenses• Restructured functional areas and support staff into an entity wide cross trained shared services team (SST). Created centers of excellence for similar roles across historically siloed SBUs. • Redesigned & automated reporting of KPIs, profit levers, and financial statements. Coached managers and SBU leaders on financial literacy to better understand the business drivers. Prepared and presented at management and board of director meetings.• Implemented multiple IT enhancements, new software, systems and processes to make technology a competitive advantage opposed to a disadvantage. Automated manual processes to improve efficiency and effectiveness. Led the automation of bank reconciliation and monthly close procedures.• Reduced back office workloads by 50% through process reengineering and better input controls. Filled the slack time by taking on administrative duties from customer facing team members, and improved customer service.• Built financial models that drove decision making on acquisitions and new store additions

• Month End: Closed the books for 29 profit centers and 3 main companies. Decreased the financial statement close by 12 business days.• Budgeting: Prepared budgets and variance analysis with management comments• Risk Management/Internal Control/COSO 2013: Implemented internal controls to achieve objectives• Hedging: Responsible for effective fuel price hedging to offset winter contracted fuel sales and effectively commodity price risks• Developed scorecards and presented in management review meetings: financial and operational performance, budget variances, trends, and exceptions to targets• Implemented purchase cards to increase cash flow and gain rebates• Identified a gap in our industry performance that led to the creation of a new merchandising & category management function from the ground up.• Implemented AP best practices with positive pay and pre-approvals for recurring expenses• Restructured functional areas and support staff into an entity wide cross trained shared services team (SST). Created centers of excellence for similar roles across historically siloed SBUs. • Redesigned & automated reporting of KPIs, profit levers, and financial statements. Coached managers and SBU leaders on financial literacy to better understand the business drivers. Prepared and presented at management and board of director meetings.• Implemented multiple IT enhancements, new software, systems and processes to make technology a competitive advantage opposed to a disadvantage. Automated manual processes to improve efficiency and effectiveness. Led the automation of bank reconciliation and monthly close procedures.• Reduced back office workloads by 50% through process reengineering and better input controls. Filled the slack time by taking on administrative duties from customer facing team members, and improved customer service.• Built financial models that drove decision making on acquisitions and new store additions

Experienced deal professional advising clients in transactions ranging in size from $6 Million to $2.1 Billion. I was responsible for providing expert accounting and financial due diligence services to global private equity firms and public and private corporations who were acquiring or divesting businesses in both the USA and Sydney, Australia. I was initially selected as 1 of 10 out of more than 3,000 new hires to join the transaction services/audit rotational program based in New York, NY. While at PwC, I also contributed to practice development and assurance (eg interim and year end audits of public companies).- Evaluated and advised clients on sale purchase agreement formulas and inputs, including: quality of earnings adjustments, debt and debt-like items, and working capital targets.- Quickly analyzed companies to understand key business drivers and relevant information for consideration in clients' financial models.- Analyzed historical financial results and bridged to management projections.- Reviewed clients' valuation models.- Assisted with pursuit management and business development for global private equity firms.- Team member on an engagement that won the Chairman's award for excellence.