Manage a team of 4 US based and 16 El Salvador based professionals. The team is responsible for managing and verifying over $500M in EDI transactions, consolidating, entering, and correcting Billing & Payment Settlement transactions to support invoicing and settlement daily of Land Transportation Commercial business based on contract requirements and management reporting. Responsible for supervising and overseeing the collection, analysis, and issue resolution of billing and settlement financial information for the organization.

Responsible for the financial and commercial evaluation of proposed, large (multi-million dollar) customer transactions, customer contract terms and conditions and capital expenditures for the Contract Logistics group. In addition, the role is also expected to strengthen the new business development process through direct involvement with new customer proposals, reviews of cost modeling, transaction structuring and contract negotiation to ensure new business aligns with CEVA’s financial parameters and risk profile.• Manage the Investment and New Contract Approval Process ("ICAP") in collaboration with Finance and Legal to obtain the approval from the Global Head Office ("GHO") in Europe for approximately 125 contracts annually. • Administer contract renewals program to gain full situational awareness of all pending renewals. Develop communication and tracking tools to provide timely and accurate renewal statuses to senior management and renewal stakeholders. Drive renewal process steps ranging from renewal identification through contract ratification and filing. Goal is to reduce churn of expiring contracts.• Developed a contract auditing process to compare the accuracy of invoicing as compared to the commercial contract. Completed audits of 62 contracts which had revenue of approximately $623 million. Discovered $123k in gross revenue errors. Identified $1.3m in Net Working Capital Errors. Assisted all General Managers in understanding the billing terms of their contract to better manage their invoicing process and accounts receivable.• Assumed leadership of an underperforming Freight, Bill, Audit and Pay department. Implemented process improvement and managerial oversight tools to drive customer invoice due date to coincide with carrier payment due date. This resulted in freeing up 14 days of net working capital on invoices totaling $110m.• Perform post investment reviews of large new contracts.

Reported to the CEO, responsible for managing and executing high level strategic projects, including the integration of Interline Brands acquisition of AmSan, a $250M janitorial supply company. • Led a comprehensive process with all functional departments within Interline and AmSan to realize $5.8M of synergy savings expectations. The team outperformed expectations and the final savings were in excess of $9M.• Managed integration team of 10 people responsible for Information System gap analysis, data conversion, training, and integration day management. The team completed on time the integration of 4 computer platforms over 17 system servers encompassing 39 locations with $262M in sales.• Directed project to consolidate 2 corporate office locations in Mt Laurel, NJ into a new 35,000 sq ft location. Activities included new location analysis and lease negotiations, coordination of space build out and relocation of 175 employees.• Developed and implemented a project using new phone technology that allows computer controlled call routing for our customer service centers. The advantages of the new technology allowed for the consolidation of 8 locations, a reduction of 42 full time employees and a cost savings of over $1.6M, all while increasing call efficiency to our customers.

Directed all aspects of operations and finance for a newly created division of the Barnett Brand. Responsible for all financial reporting for the Pro Center division. Activities included budgeting, results reporting and new location pro forma. Managed a 4 person implementation team.• Opened 30 contractor pick up locations and 22 vendor managed inventory locations throughout the United States over a 3 year period. Activities included lease negotiations, warehouse set up, inventory buildup and management, personnel hiring, sales reporting, P&L responsibility and customer relationships. New locations generated over $28M in new profitable sales.• Developed and implemented a vendor managed supply chain solution designed to help our customers increase sales and productivity while reducing cost. The supply chain solution established an employee managed store within our customer’s location.• Held accountable for all budgeted and operational reporting for the division. This included Sales and Expenses for all locations, 60 person outside sales team and management overhead.• Requested by management to serve as the operational leader of a disaster response team that opened a new location in Gulf Port, Mississippi in response to and relief for victims of Hurricane Katrina.

Liaison between Operations Department, Corporate Accounting and the Executive Team for financial planning and reporting.• Developed a process to manage, communicate and track distribution center labor performance. Reported to the executive team the achievement of over $1.0M of planned labor savings.• Managed $50M multi location distribution Center operating budget and internal financial reporting for 2003 and 2004• Developed and presented proposed distribution center consolidation project pro forma analysis, identifying potential real-estate, labor, freight and operational savings and presenting payback information on proposed projects.

• Standardized accounting practices over multiple international locations including extensive travel.