Worldwide accountability for supporting $400 million business results through proactive short and long term financial planning.♦ Proposed and implemented new business structure to enable better management investment decisions to measure profitability by Product Lines♦ Transitioned internal reporting from an access database to Hyperion Essbase to produce more meaningful reports for management♦ Implemented driver based forecasting models using Hyperion Planning to streamline annual and quarterly forecasting process♦ Responsible for monthly, quarterly, and annual budgeting and month end closing activities♦ Implemented internal metrics to measure and improve billing efficiency

Key member of IT Transformation – Finance Design Team responsible for implementing an integrated solution companywide using the latest SAP S/4 HANA platform. • Designed P&L Reporting, Profitability Analysis, Allocations, Consolidations and Planning processes enabling enhanced Analysis & Reporting capabilities coupled with efficient cost allocation model.• Improved current Investment Management R&E structure with a goal to provide greater management visibility of the projects. • Introduced Profitability reports in lieu of standard Income Statement which helped streamline management reporting organization structure• Successfully migrated all financial transactional data from legacy ERPs working across all domains for Ecuador GeoMarket in the pilot implementation without compromising Financial Statements.

• Led a team of 4 in the integration of SAP with Oracle Transportation Management.• Saved $3M annually by proposing and implementing key process changes.• Working with the Procurement function on boarded over 100 North America transportation vendors in time for the system roll out.

Implemented process improvement within the Finance organization for the Smith acquisition and roll out of best practices.• Worked with business to drive consistency and standardization of Finance processes across all geographies within the Finance organization for a $9B Smith acquisition.• Designed and delivered e-learning modules in a very short time to help with the worldwide Oracle ERP rollout.• Moved accounting transactions from the field in North and South America to a Shared Services Hub in Houston for the acquired Smith business with a view to improve service levels, reduce costs and drive standardization.• Managed a global project to significantly reduce millions of dollars of acquired companies Intercompany out of balances. • Migrated Americas’ Intercompany process to a centralized team based in Malaysia and achieved 25% in cost savings.

Promoted in newly created position supporting Vice President of Services with pricing and risk mitigation on bids / tenders by working with managers in the field. Guide and supervise team of 6 located in operations worldwide. • Provided leadership needed to reduce penalties and increase profitability 200 basis points on a business stream negotiation of a major outsourcing contract.• Slashed red money by driving implementation of a new tool to identify, manage, and mitigate risk during bid process.• Streamlined bid approval process through introduction of online tool which submits proposals for endorsement based upon manager’s authority limits.

Held worldwide accountability for supporting $500M business segment results through proactive business analysis, short- and long-term financial planning. • Served as financial lead on several multimillion dollar acquisitions and divestitures of non-profitable business lines.• Generated $884K in annual savings by re-negotiating connectivity business contracts with global telecom providers.• Instrumental in retaining clients and improving revenues by negotiating out of a highly unpopular $35M outsourced business.• Played a key role in submitting a proposal worth over $100 million on a complex worldwide Transocean rig fleet ensuring company was competitive in pricing while staying profitable.

Managed team of business analysts responsible for supporting area business managers generating $3.5B in annual revenues with consolidating area financial results, coordinating budget preparation, and managing the shared services center. • Coordinated the annual budget process across the region that included CAPX funding requests, monthly / quarterly closes, and corporate reporting.• Guided, mentored, and coached 45 associates spread across Dubai, Jebel Ali and Singapore.• Effectively managed over $200M in cash management activities which included bond performance and bid bond requirement for all Middle East countries.• Coordinated month-end close and Management Financial Reporting processes, reviewed General Ledger and Balance Sheet Reconciliations ensuring on-time completion and adherence to company policies and quality standards.• Additional responsibilities included administration of $25M annual budget and quarterly certification with PricewaterhouseCoopers for quarterly reporting and SOX compliance.

Led audit team in timely and accurate completion of annual audit plan for all divisions of oilfield services serving countries within Asia and Middle East. Coordinated quarterly and annual activities with external auditors.• Served as key member of team tasked with designing internal control questions for 1st Sarbox testing in 2004.• Spearheaded investigation of major internal fraud spread over multiple countries involving illegal sale of over $2M in equipment. Results led to prosecution of case in Malaysia.• Significantly improved retention and morale of Middle East and Asia employees by designing and administered employee questionnaire which led to changes in compensation and training.

Controller for the Operations that was spread out over the entire archipelago with 8 operating bases and revenues of $150 million and managed a group of 20 people.• Identified $.5M in fraudulent activities involving client and internal employee.• Supported operation managers with bid pricing and risk and with dealing with tax offices regarding collections• Played a key role in the integrations of Artifical lift and completions business that came as part of Camco acquisition.

•Provide financial support to segments with revenues of $450 million•Successfully integrated the financial accounting of a multi site division of a recently acquired company, with the Schlumberger accounting system, SAP.•Responsible for financial training of non-financial location managers, field service managers and financial staff

Responsible for consolidating/reporting North America resultsMember of the Product Line SAP R/3 implementation team.