• Management of properties and assets owned by the company. • Played a key role in helping to build, execute, and manage strategies & business plans that drove profitable, sustainable, and brand accretive growth for the company in the real estate business. • In addition, performed, structured and conducted ad-hoc analyses to deliver financial insights that assisted in decision-making to shape the future of the company.

• Provided financial analysis and modeling for project in which DuPont outsourced its global transactional HR functions. • Project involved calculating unit rates (of transactional HR processes) for Legal Entities in different countries (for all geographic regions). The unit rates were a major determinant in deciding whether to outsource DuPont’s HR functions (DuPont’s unit rates were compared with the outsourcing firm’s unit rates). • Designed data model to track financial performance of various geographic regions. Data model was extensive since it covered financial details of each Legal Entity (some countries have as many as seven Legal Entities). This technique was applied to all geographic regions in which DuPont operates. • Calculated Net Present Value (NPV) and Internal Rate of Return (IRR). • Analyzed projected cash flows and expenses. This played a major role in determining the feasibility of the outsourcing project. · Conducted trend analysis. This assisted in comparing financial performance of different geographic regions. • Extensive use of Microsoft Excel data models and charts to analyze financial performance. • Tracking of Key Performance Indicators (KPI). • Conversion of unit rates for all relevant countries from US dollars to the local currency.

Created Business Plan for a Merger and Acquisition project. Business Plan outlined the transitioning of Accounting and IT functions from the existing organization to the entity created from the acquisition. The major objective of the Business Plan was to achieve a smooth transition of all functions. Presentation of the Business Plan to the client resulted in the successful completion of the Merger and Acquisition.

• Building of data models and analyses to support decision making processes for PGW.• Designed, streamlined, and implemented individual programs to improve credit and collections efficiency thus reducing PGW’s receivables (after reviewing and analyzing PGW’s current Collection Renewal Plan, policies and procedures, and collection systems).• Gathered and analyzed financial metrics, operational data, customer call data, performance data, and collection metrics.• Use of the Balanced Scorecard and Program Scorecard to track metrics (financial, operational, customer, employee). Conducted trend analysis and compared performance to other utilities using data from the Scorecards.• Use of financial measures such as: "Cost per Field Dollar Collected, Payroll Cost per Field Dollar Collected, Variance of Budgeted Dollar to Actual Dollar Spent" to monitor financial performance.• Gathered and analyzed data on PGW’s various Payment Arrangement Systems and Customer Responsibility Programs (CRP) and recommended various methods for improving collections from customers.• Use of the “Collections Efficiency Index” to compare cash receipts to bills for various time intervals. • Conducted “Pilot” by segmenting customers into two groups and tracking each group’s “Accounts Receivable data, deposits applied to account, the number of turn-offs issued” before and after the Pilot (the duration of the Pilot was 4 billing cycles). This assisted in identifying customers who should be focused on for collections and highlighting those strategies that are effective in motivating customers to pay their bills.. Designed data model to compute various bills. The data model proved effective and this process of computing monthly bills was implemented. Computing the various bills involved a complex procedure of deducting billing data from a specific month that related to another billing period and adding billing data to a specific month that occurred in another billing period.

Worked at PGW while consulting with Accenture

Prepared for and passed the Securities Exchange Commission's Series 7 and Series 66 examinations. Participated in office duties and became familiar with the day-to-day operational tasks that transpire during the course of business. Entered the "Production Phase" of the financial consultant program in August, 2000. Utilized major marketing strategies such as networking, joining professional clubs and organizations and cold calling to acquire clients. Engaged in refinancing of mortgages and financing of new purchases to satisfy asset requirements of the financial consultant program. Assisted clients in developing long-term financial plans and strategies to manage their personal and business finances. Helped clients define their investment objectives and risk parameters.

NBA PROPERTIES - Licensee contract administration. • Monitored licensees' royalty payments to ensure conformity with clauses of licensing contracts. • Liaison with licensees and staff in licensing department regarding the status of licensing contracts. • Managed licensees' accounts by using royalty data to apply cash to appropriate accounts. • Responsible for maintaining all aspects of the general ledger system.• Validated, distributed and transferred all non-general ledger system files into the general ledger system for posting to the general ledger accounts.• Utilized ROSS general ledger report system and trained new employees on its operation.• Preparation of financial statements.• Assisted staff in Accounts Receivable and Accounts Payable in reconciling various balances which ultimately impacted the general ledger and financial statements.NBA – • Made adjustments to referees' itineraries based on changes in their game schedules. • Calculated taxable and non-taxable portions of referees' PER DIEM (dollar allowance for hotel) based on CPI information presented by the IRS. • Prepared financial statements (incorporating referees' taxable airfare and per diem) which assisted in the task of calculating referees' withholding taxes (thus net income).. Managed staff of 4.