Responsible for setting the vision and developing strategy for optimizing the operating model within Randstad North America helping us to become Digital World Class. Responsible for understanding the strategic objectives of the organization as a whole (including global Finance initiatives) and Randstad Business Enablement (RBE) in particular. Our teams deploy technology solutions including Generative AI, Intelligent Automation (IA), Advanced Analytics and Data Science, Process Intelligence and Robotic Process Automation (RPA) in concert with functional leaders to improve employee, talent and client experiences.

Responsible for managing indirectly > 100 people on Robotic Process Automation (RPA), Business Transformation, Accounts Receivable, Credit, Cash Applications, MSP and VMS back office support - including off shore and digital workforce. In addition to regular operations, charged with strategic initiative to refine and execute the Intelligent Automation road map while scaling RPA throughout the enterprise.

Part of strategic leadership team for evolution of US Financial Shared Services. Executing on this vision to help the finance teams operate at world-class levels and be key business enablers of implementation on strategic corporate objectives.Employed LEAN, Robotic Process Automation (RPA) and offshoring to enhance efficiency while providing platform for increased value-added activities on shore. Key strategic and thought leader on RPA implementation for Randstad USA. Ongoing recruiting, development and re-positioning of team members to align internal expertise with shared services evolution; ensuring we are investing the right amount in the right skills. Improving team wide access to meaningful information and evolving metrics in concert with stages of shared services development and changing business needs. Developing and enhancing internal analytic capabilities to provide value added insight to the business and support profitable growth.

Co-led strategy development and implementation for centralization of multiple back office teams. Included redesigning organizational structure, hiring, recruiting and relocating to fill out management and staff. Built relationships with executive leadership within each Operating Company to help understand their needs and focus on improving stakeholder experience. Removed $800K in annual operating expense, completing the transition on time and on budget.Stabilized performance, standardized procedures and improved governance around end to end processes. Assumed oversight responsibility for receivables portfolio in excess of $800M.

Kenwood Telecom is a privately owned wireless-infrastructure OEM/Distributor* Restructured and transformed the business leading it to significant growth in all financial metrics. Grew revenue (600%); increased ROE to 42%* Mapped new vision/direction; introduced structure/discipline; created opportunities to drive revenue, extend market reach, improve efficiency, and enhance profitability. * Created infrastructure/systems/processes that serve as operational backbone. Instilled mechanisms vital to compiling/analyzing performance data, creating business models/forecasts, fueling strategic planning.* Improved inventory management decision-making: Increased turns, cut freight costs and space requirements, enhanced serviceability.* Increased visibility through preferred-vendor status with multiple nationwide and multinational industry leaders.* Recapitalized the business through new financial partnerships, reducing debt service requirements and providing working capital to fund planned business development efforts* Led supply chain operations and vendor sourcing/negotiations: Maximized cash flow, preserved production/stocking program flexibility, maintained high availability.* Led research, selection, and implementation of the company’s ERP system. Transitioned inventory, accounting, sales, and purchasing operations to the new platform. Developed meaningful metrics, and leveraged the new platform to monitor performance, create business forecasts, and support strategic planning* Leveraged improved IT systems to restructure financial and accounting processes leading to a reduction in days sales outstanding from 74 days to 44 days, improving cash flow and reducing working capital requirements