Lead & manage the Event Planning department’s (EMGT) finance activities in support of established budgets and the department’s Bill Pay team and processes, as well as provide department and stakeholder reporting. Conduct regular analysis (audit) of internal performance for EMGT. Develop ways to measure, analyze and communicate EMGT KPIs/metrics to senior leadership with clear and concise reporting.Partner with Procurement Sourcing and Finance to establish quarterly CFO reporting for EMGT. Help set priorities, manage projects and build functional support with various key stakeholders within Brand, Marketing, and Communications.Plan, review and report Brand, Marketing, and Communications budgets.Partner with BU FP&A to align budgets, forecasts and long-range plan for Brand, Marketing, and Communications.Define and execute on process improvement opportunities for Brand, Marketing, and Communications.Create a high performing team through individual development and counseling.Development and execution of team specific initiatives.Support or lead departmental projects, implementations and integrations.Assist with change management related tasks and training related to team initiatives that impact company employees.

Developed the new role to include 'Bill Pay', 'Analysis' and 'Reporting' responsibilities, including the creation of all Standard Operating Procedures.Developed automated client communication and performed administrative tasks within team's system of record, Cvent; i.e. workflow, triggers, notifications, reporting, communication, user management and more. Responsible for adhoc Cvent &/or SAP report requests.Partnered with Finance Manager to improve related tasks; i.e. move from manual to automated reporting, utilizing Excel to automate analysis & other tasks, etc.Managed payment for and final budget collection & entry for 400+ client planned events with spend exceeding $32M annually.Conducted regular analysis (audit) of internal performance of team productivity for 1,600+ events annually with $42.6M in spend and $15.3M in cost avoidance.Provided quarterly & annual senior leadership & compliance reporting, as well as monthly productivity and commission reporting.Managed website and mobile app builds, as well as registration fee calculations and internal billing.Established parallel role & Standard Operating Procedures to manage similar tasks for the McKesson Conference Center.Automated reporting via Tableau, reducing 5+ hours of manual work each month.

• Develop acquisition diligence & integration materials for $3B Accounts Payable department.• Lead mergers, acquisitions & technical integrations.• Manage implementation of department-wide cross functional projects.• Manage stabilization efforts post implementation.

Managed local & international Accounts Payable teams, improving service level agreements from 94% to 99.4%Managed > 10 acquisitions to local & offshore teams: software implementation; accounts payable responsibilities; cash disbursements; customer service; internal & external training; local re-organization.Created acquisition project plans and standard communication scripts for local & international Accounts Payable teams; adopted by local project management department.Created training plans and documentation for new employee on-boarding.Led design & implemented multiple Accounts Payable process improvement projects.• Established processes and system enhancements to streamline exception handling.• Decreased defects 60%.• Cleared $2.5M aged payables.• Improved existing controls.• Systematic SOX exception reporting.• Mandatory SOX certifications.

Managed team of > 15 accounting associates utilizing five accounting systems.$1.5B invoices processed annually with 99.9% accuracy & < 2 days cycle time.Responsibilities included $103B annual cash disbursements for corporation.Managed full cycle accounts payable, including month end reporting and escheat.Led team/department related projects: -Wrote & maintained SOX narratives; lead audits, results and mitigation resolution. -Partnered with Risk Control to implement ERP to house McKesson Delegation of Authority Documents.Implemented manual check writing software and procedures for the Shared Service Center.Transitioned > 15 acquisitions: software implementations; transfer of accounts payable responsibilities to shared service center; established metrics, service level agreements and implemented reporting methods; cleared liabilities; created and administered internal/external training; managed re-organization.Partnered with Price Waterhouse Coopers to implement process and database to manage escheat.Led transition to outsource payables data entry to Genpact.Created future processes and wrote standard operating procedures; implemented new imaging system; created new metrics, service level agreements and implemented reporting methods.Managed implementation of and trained outsourced staff on four ERP systems and six unique and complex processes. -Represented corporation as department liaison during the seven week pilot phase in India. -Led department’s workforce reorganization. -Created new team profile and job descriptions. -Mentored remaining staff to transition to higher grade level.

Created multiple teams metrics and reporting methods.Responsible for reporting team's productivity results to management.Provided course of action recommendation to minimize identified gaps.Created/managed team SharePoint site.SME for system implementations.

Managed team of 10 accounting associates. -Managed full cycle accounts payable, including month end reporting and escheat.Wrote and maintained standard operating procedures.Implemented imaging system.Created standard processes and forms for internal customers; i.e. McKesson's check request form, stop payment request, etc.

Performed data entry for Trade Payables and Returns teams.Resolved invoice related issues with internal and external customers.