Leader of the Fresenius Kidney Care Financial team comprised of the Division and Corporate FP&A teams, Strategic Growth Analytics, Financial Reporting and Overhead.

Head of the FMCPS finance team with responsibility over the accounting, FP&A and revenue cycle teams supporting a $100M revenue multi-location physician practice division experiencing rapid year-over-year growth.-Built on business partner relationship between finance support and operational teams building finance ownership and engagement in the planning process and operational reviews.-Streamlined the planning cycle by establishing divisional targets early in the process; reducing the number of iterations and increasing the time available to “tell the story” and to focus and execute on strategy.-Developed and implemented division wide productivity targets and tracking of operational improvement.-Rolled out BusinessExplorer as an analytical and reporting tool, increasing accuracy as well as speed to market for reporting.-Re-organized accounting team to be an extension of the central FCMNA organization to establish access to a broader skill set

Lead the analytical group partnering with executive team supporting the $10B services division. Collaborate with senior leadership in developing and implementing analytical processes and models to predict and measure business performance. Provide ad hoc managerial reporting, project valuation and strategic decision support. Spearhead the planning and coordination of strategic initiatives for budget, forecast and long-range planning cycles. Finance lead for new drug deployment resulting in $150M EBIT improvement initiative, played a leadership role in developing deployment plans and KPIs that allowed for outlier management and budget adherence as well as ensured collaboration between work streams. Developed and implemented reporting packages and management decks for the new services lines; delivered increased visibility into the high growth and high margin businesses, allowing business leaders to focus on actionable analytics.-Directed the development of Hospital metrics and analysis that enabled the ability to locate and capitalize on opportunities to achieve a $40M turnaround of a loss leading business in 18 months.-Lead the creation and implemented a drivers-based planning tool for ancillary expenses resulting in higher accuracy, uniform planning and increased speed to market.-Drove the “opportunity pipeline” monthly discussions with senior leadership where we focused on deploying and tracking the progress of EBIT enhancing opportunities.

Expanded and strengthened the corporate business analysis team demonstrating value proposition for the team of 13 people.-Standardized the way we plan for our second largest expense category through a cross functional effort of identifying key drivers, producing a product that was 99.5% accurate.-Directed the conceptualization, design and implementation of a new enterprise-wide Scorecard with the purpose of identifying key drivers, trends and outliers throughout the business in a standardized format.-Led cross-functional team that established a new finance organizational design resulting in a more consistent approach to reporting and planning and more in-depth knowledge in strategic business areas.

Served as Business Partner to Senior Operations, Home Therapies and Chief Medical Office Executives, providing financial analysis, management reporting, dashboards and guidance for strategic business decision making. Analyze the financial impact of various business decisions and report on variances. Implement action plans and ownership to capitalize on potential upside for the organization. Drive overall issue resolution (material, capacity, customer specific, revenue recognition) to maximize billing.-Played a key role as a member of the cross-functional operations team that secured an estimated savings of over $50M for 2014 secured through contract negotiations and modeling.-As Project Manager for accounts payable/invoice process improvement, removed manual invoice process and replaced with EDI automated process. Saved time and increased accuracy for invoices related to Home Therapies. -Drove significant improvement in operational efficiencies by performing ad hoc analysis and modeling, synthesizing the business case and present findings to executive management. Created the analytical tool used to determine the true cost of a major pilot project—identified 40% cost deviations from vendor’s original statement and allowed a renegotiation of terms and a cost-neutral project.-Created the “Savings Binder” that quantified and reported on the Operations Team’s operational improvements and illuminated a positive value to increasing staffing where and when appropriate.-Developed end-to-end budget analyses for major initiatives and provided guidance for budget overlays; held previously non-existent meetings and to discuss overall corporate strategic plans and better inform the finance teams.

Performed complex financial modeling for both tactical moves and long-term strategic planning, contract negotiations and new products/market analysis. Tasked with streamlining processes, eliminating role duplication and providing guidance on budgeting. -Managed Forecast and Budget planning cycles for Operations Support and Home Therapies cost centers; reduced completion time by 50% and improved accuracy. -Oversaw quarterly and annual field bonus program for the four operating divisions and 5,000 employees, resulting in minimized rework and increased accuracy.-Established an accurate methodology for Home P&L used to drive and report progress on Home product line. -Created the “home P&L” for the first-time lending visibility into that segment of the business.

Reviewed financial statements and analyzed sales revenues, costs, expenses, and tax rates for all business units to support effective long-term decision making. Designed and executed Business Intelligence solutions for enterprise-wide reporting. Consolidated and analyzed monthly results and budgets. Created and delivered presentations, providing recommendations on short- and long-range ROI. Developed financial statements, analyzed business trends and assessed daily operating costs. -Executed monthly cost center reviews for Operations Support ensuring more accurate and timely month-end close and adherence to Forecast and Budget.-Created database and reporting tools for ancillary drug utilization allowing for improved tracking and increased visibility of results and trends.

Participated in the budget preparation and administration, audit, taxation, accounting, monthly closing of books, account reconciliation, and journal entry adjustments. Prepared monthly, quarterly, and annual reports summarizing and forecasting company business activities and financial positions in areas of income, expenses, and earnings based on past, present, and expected operations. Conducted budget training for new Finance Managers.