Served as the head of strategy for Zengistics, setting company direction/vision, cultivating culture, values and behaviors. Allocated capital and aligned investor priorities. Established value-added services, bolstered by world class connectivity and transparency by combining new technologies, data science, and industry expertise.Launched new pricing team which grew margins by 2.5%. Integration and deployment of new systems that improved back office volume to headcount ratios by 30%.EDI interfaces with customers and vendors that improved front office headcount ratios by 20%

Enabled unparalleled transparency, accountability, service level improvement, and performance growth, by building leadership and department level dashboards and analytics reports, visible to all 130 associates in real time on overhead monitors with desktop accessibility through Power BI. Delivered 2.5% improvement in almost every KPI category in the quarter after launch.

Served as second in command over the senior executive leadership team from early stage. Headed multiple departments, including finance, accounting, treasury, claims, compliance, orders-to-cash, IT, IS, human resources, recruiting, and training. Oversaw all budgeting, forecasting, and risks/opportunities. Responsible for all financial reporting and presentation to leadership and investors.Achieved top line growth targets and EBITA within 3% of budget projections three years in a row. Provided key stakeholders with critical dashboards and analysis tools, by utilizing Tableau and Power BI, building and implementing the AWS data warehouse, and consolidating data from accounting, operations, sales and HR operating systems.Improved KPI’s and service levels by developing an automated, wholly connected financial model encompassing sales pipelines, revenue projections, product margin, workforce requirements, equipment and cash flow needs.Led “Round B” for Zengistics with investors, resulting in a $55 million raise on a $450 million valuation.Increased annual revenues from $1 million to $100 million, in just four years.Received 100% score from Kraft-Heinz for safety and compliance testing. Named “Smartway Award Winner” by the EPA after creating risk management, compliance and claims departments.

Directed ePayments for +50 departments at five locations, with 3,000+ associates and a $450 million budget. Served as head of accounting, budgeting, forecasting, reporting, pricing, operations analysis and strategic planning. Achieved aggressive financial targets, organizational structure/operations process effectiveness, and interdepartmental alignment, by collaborating with operations stakeholders to develop and launch a new KPI dashboard that directly connected volume, revenue and operations indicators to financial impacts. Reduced $1million in spend caused by cross-departmental misalignments discovered by business modeling.

Orchestrated and executed initiative enhancing reporting, accounting and analytics ultimately aligning and ensuring compliance, consistency and efficiency throughout all global offices; oversaw project leads in addition to manager of controlling, financial planning and analysis, and supply chain finance; maintained entire project budget.Navigated 20+ projects.Projects | Contributions | Improvements* Surpassed management strategist expectations through development of new accounting policy; alignment of best practice accounting functions and processes; automation of accounting process; development of new reporting and analysis to support accounting entries.* Global Excess & Obsolete Process: Delivered comprehensive process worldwide ultimately eliminating entry duplication; ensuring data accuracy; increasing turnaround time; enhancing audit path and analytics providing management ability to reduce errors and omissions impact.* Standard Cost Variance Capitalization: Facilitated automation and enhancement of analysis capabilities within standard cost variance capitalization process enabling overall accounting model efficiency.* Security: Spearheaded comprehensive redesign of SAP BW security environment to reduce issues and elevate reporting visibility; lowered trouble ticket volume from 100/month to 5/month within 1 year; additionally introduced role-based standardized reports available throughout all environments.* Excess & Obsolete Policy: Provided countries with consistent method managing and accounting by assigning risk levels based on inventory turns, forecasting, material statues and stock status.* Vendor Risk Policy: Minimized supply management issues through contribution to development of policy utilizing SAP to enhance tracking, reporting, analysis and program maintenance.* Bad Debt Policy: Lowered bad debt write downs through development policy and methods utilizing SAP to enhance tracking, reporting, analyze and program maintenance.

Organized and carried out operations managing, forecasting, analyzing, reporting and consolidating supply chain financial data.Worked in concert with operations and demand planning teams to maintain operations accounting; contributed to forecasting, analysis and recommendations addressing potential financial outcomes of procurement decisions; maintained operating and procurement budgets; generated reports and conducted gross margin analytics; ensured accuracy of procurement related accounting.Projects | Contributions | Improvements* Spearheaded development of solutions including vendor risk model; forecasting model for procurement and planning; process and reporting for 3rd party partnership; KPI reporting.* Delivered quarterly earnings reports highlighting gross margin activity to CFO; created analysis templates (currently used today) providing disclosures around gross margin.* Functioned as focal point for development of operating budgets; included collaboration with supply chain finance managers to construct and analyze gross margin budget to ensure accuracy.* Improved accountability and ensured project ROIs through audits on capital budgets; included review and replacement of assumptions with real-time data to compare actual versus estimated performance.* Elevated department performance through training of colleague supply chain managers on company accounting, SAP ECC and SAP BW; additionally educated manager on assumption of legally complicated supply agreement.* Increased procurement productivity through development of forecasting tool for procurement team; created customer solution in SAP ECC; combined and provided data as well as actual and historical information to SAP BW database; reduced data into sections assigned to users and ensuring complete data provision.