Led the client's financial project team for a $1B SaaS company's Workday implementation including the process documentation, end to end test scenarios, data conversion and testing Created the financial modeling for a startup company which included the sales projections, cost of goods sold and administrative expenses.Conducted trademark research, contract documentation, material safety data sheets, process flow documents, and website creation.Mapped out the 7-tier manufacturing process flow for the high-tech production of the innovative product line. Completed an ERP software scorecard analysis and projected implementation project costs.Researched import/export compliance laws for transporting raw of materials and finished goods across country borders and completed necessary trade compliance paperwork for proper shipment transport.Performed transactional accounting functions and tax preparation and filing.

Led a team of 100 during an acquisition integration for a large Silicon Valley high tech company. Oracle R12 Finance Track Lead - implemented several financial modules for a $5B wine and spirits distributor which included a chart of accounts redesign, acquisition integration and business process best practices.

R2R Track Lead for an Oracle R12 Implementation at a security driven network company.

Created a new process for a $4B Oil and Gas company capturing the cost of manufacturing drilling rigs through developing, designing, implementing, and training the team on the process. The client was able to measure component material and labor costs at a more detailed level which led to ultimate savings over $100K in the first quarter.Assessed and implemented Period End Close Process Improvements reducing the time to close by 20% for a $.75B consulting firm which included Quote to Cash and Record to Report processes.Led a QTC project team which created a new process for Intercompany accounting reducing the period end close process by 5 days through automating and streamlining cost collection and billing to international sites.Supervised the implementation of an improved "Received not Billed" process reducing the month end close by 4 days for a multi-billion-dollar Oil and Gas company for the Procure to Pay process. Saved a $1B High Tech company $400K through reduced exposure on sales tax liability.Managed the Record to Report Track during an Oracle implementation for a $1B high tech company.

Reporting to the COO, initiated a Key Performance Indicator program to help manage the business more effectively by understanding what the true business drivers were and why they should be measured. This resulted in huge cost savings and a better understanding of where to focus investment of time and money.Implemented a newly structured Cost of Goods Sold Financial Modeling System giving visibility of which products were profitable/unprofitable saving over $100K.

Researched and documented statutory requirements for 53 countries, designed global record to report business processes in preparation for an Oracle R12 implementation and led the testing effort for a Hyperion implementation for a $5B company

Planned, improved, and executed the business integration processes for 2 quarterly releases which consolidated individual business flow initiatives focusing on operational and service process improvements.

Developed processes that were a critical component of passing the Sarbanes-Oxley Audit and the financial audits including substantive testing of standard costs, warranty, excess and obsolete inventory, financial close process and all other major manufacturing accounting areas adding valuable, enhanced business performance.Upgraded site accounting procedures by integrating and streamlining information systems reducing time to report to management decision makers during the product life cycle reducing time to market.Headed the finance track of a $500M acquisition and Oracle integration.The project included requirements gathering, analyzing fit/gap areas, organized conversion activity, conference room pilot testing, user acceptance testing.Effectively trained global Finance teams from USA, Mexico, Brazil, Canada, Japan, Germany, UK, and France on processes, roles and responsibilities in an Oracle 11i environment.

For 3 years, managed a team of 9 accounting professionals covering Accounts Receivable, General Accounting, Fixed Assets, Inter-company, and Cost Accounting for US Operations while implementing improvements in the Period End Close Process, Audit Readiness, Financial Planning and Reporting, and creating a new chart of accounts. Participated in the purchase and integration of 3 new major acquisitions.Moved from the Accounting team to the Oracle Implementation team where we implemented Oracle 11i in the US, EMEA and APAC.

Implemented and managed cost accounting, accounts payable, fixed assets, and financial planning processes during an explosive growth period for the Value-Added Manufacturing group where revenue climbed from $15M to $110M over a 1-year time frame.Performed a leadership role for the division cost Reduction program working with the manufacturing teams to cut $100K of wasteful spending and incorporate savings into the bills of materials.Played a key role in helping the quality group pass the ISO Audit in the first attempt saving the company over $50K in audit expense.