Actively seeking a senior leadership Shared Services role. My strengths focus on leadership, process improvements, cohesive business relationships plus an expertise directing multiple financial functions. My career started in finance and accounting in the retail industry & included various positions as a manager, director or vice president of various finance and operational functions. I have been fortunate to work in multiple industries shared services including entertainment, retail, hospitality, equipment leasing & rental, food distribution, non profits and logistics. This experience provided me a strong foundation leading shared services. This diverse industry experience allowed me to understand many approaches. My background includes management experiences leading operational, finance and administrative functions. (VP, SVP, Exec Director, Sr Director)- Driving transformation & process improvements- Leadership, create shared services vision & roadmap, strategy- Managed third party BPO providers - Customer Service & 3rd Party Relationships - Multiple industry shared services experience- Speaker at the Hackett best practice conference, IQPC and Coupa conferences- Managed up to 8 direct reports and 100 to 200 staff- Developed performance metrics (KPI's and CPI's) driving performance improvements- Attracted, retained and mentored staff and talent with Shared Services knowledge- Multiple ERP & software exposure i.e. Workday, E1, Lawson, SAP, Concur, Coupa, Ariba, Trecs, etc.- Functions managed: Accounts Payable, Procurement Operations, Travel, Travel Expense, Accounts Receivable, Fixed Assets, Sales & Use Tax, Customer Service, Bank Recons, Payroll, Credit Card Programs, and similar functions- Project Leadership, cross functional team leadershipThere have been many accomplishments over the years however this one had broad organizational impact.Accomplishment - Migrating Fox from a legacy P2P solution to a tier one application (Coupa)Fox was using emails, manual coding of invoices, limited automation for workflows and lack of visibility to invoice status for both employees and suppliers and no self service. The journey was multiple years with numerous change management sessions. However, the result was less resources in Accounts Payable for manual tasks and less in IT for P2P support with the Coupa recommended implementation approach. Resources could focus on value added activities. The P2P space is moving to functional teams supporting P2P with simple UI’s. Organizations that embrace these trends will be more efficient.
Listed skills include Process Improvement, Outsourcing, Management, Erp, and 30 others.
