www.gearmonkey.bikeGear Monkey Bike Repair is focused on one thing only- providing the best quality bicycle repair at a fair price; Because we don’t sell bicycles, we focus solely on providing repairs and upgrades for your bicycle.We are cyclists with a passion for repairing and improving our own bicycles and we want to share that passion with you. Our mechanics work in the front of the store, not hidden away out of sight. We are happy to show you what is being done to your bicycle and how it is being done.

The world’s largest producers of major commodities, including iron ore, metallurgical coal, and copper. BHP has substantial interests in conventional and unconventional oil and gas and energy coal. FY17 revenue was US$32B; attributable profit was US$6B, and exploration expenditure was US$5B.Lead for the Internal Audit strategy including audit planning, assurance development initiatives and assurance governance and reporting activities for BHP globally. Also, lead all fraud investigations globally.Increased employee satisfaction survey, YoY, for nine out of ten categories, while the function was undergoing a reorganization. Example areas of improved employee satisfaction where leading change, engagement, and Inclusion.Managing three streams including:Audit Development Accountable for the overall development and continuous improvement of the Internal Audit function including change initiatives, marketing, knowledge sharing, audit tool development, and training and methodology development. Major focus on moving to an Agile approach in audit. --Led a seven month, all-encompassing transformation of the audit function, moving from best in class traditional internal audit function to a cutting edge one. --Implemented or improved the function's branding, audit report, audit committee reporting, audit methodology, introduced Agile method of auditing, use of guest auditors, and fatigue management.Data Analytics --Oversight of data analytics audit support for the audit teams. --Lead audit stakeholder management with the overall aim to increase the use of data analytics to improve audit delivery and provide greater insights to the business.Governance and Reporting --Lead the development of the strategic internal audit plan --Conduct all required internal/external reporting requirements and oversee governance interactions --Manage the ongoing audit resource scheduling, including co-source, and coordinate travel to reduce costs

-- Audit Responsibility for all Business operations--Petroleum Upstream, Copper, Coal, Iorn Ore and Potash Businesses-- Global Reach--US, Chile, Peru, Columbia, Australia, Trinidad and Tobago, Singapore, Indonesia, and Canada-- Led 35 FTEs based in Houston, Texas; Santiago, Chile; and Perth and Brisbane Australia--Improved audit efficiency by implementing 24 hour auditing by utilizing multiple time zones for a given audit-- Led all fraud related investigations in the Americas, Australia, and Singapore

-- Global Reach--US, Chile, Peru, Columbia, Australia, Trinidad and Tobago, and Canada -- Audit Responsibility for the Petroleum Upstream, Copper and Potash Businesses-- Reorganized the Americas team, in part, by eliminating satellite offices to improve audit quality and customer service-- Increased internal customer satisfaction as represented by a 25% increase in the internal customer survey feedback metric in North America and a 12% increase in South America in first year and a combined 40% improvement to date-- Enabled a more efficient and smaller team by top-grading the team responsible for both audits and fraud investigations.-- Moved gender diversity from 14% to 59%-- Audit Committee responsibility—lead the internal audit presentation for the business units under my responsibility at the bi-annual audit committee meeting-- Lead all fraud related investigations in the Americas

Kinder Morgan is the largest energy infrastructure company in North America. KMI and KPM own an interest in or operate approximately 84,000 miles of pipelines and 165 terminals. The pipelines transport natural gas, refined petroleum products, crude oil, carbon dioxide (CO2). For FY 2014, segment earnings before DD&A and certain items was $7.539 billion.-- Chief Audit Executive for Kinder Morgan, Inc. and Kinder Morgan Energy Partners and reported to the Audit Committee Chairs for each registrant utilizing a internal/ co-source model of 25 FTEs.-- Lead and implemented strategic direction change of the internal audit function moving from 6.5k of hours executed in 2003 to 32k hours executed in 2009-- Relaunched the Ethics (Integrity Hotline) process and rolled out communication to 7,500 employees and owned process for complaint resolution.-- Implemented all Sarbanes requirements for both registrants in one year (Implementation cost significantly under surveyed averages for a combined entity with a enterprise value of $35B)-- Lead all fraud investigations in both US and Canada

Waste Management is the largest environmental solutions provider in North America, serving more than 21 million municipal, commercial and industrial customers in the U.S. and Canada. WMI has 267 landfills and 32.5k vehicles generating $14B in revenue.Participated in a turnaround effort with senior management and cross-functional work groups to improve the metric reporting capabilities, data element collection, and financial and operational structure. Built a world class Financial Planning and Analysis group from the ground up to a total of thirty person team. Areas of responsibility included business analysis, free cash flow analysis and forecasting, Investor Relations support and special projects.

A global payment technology solutions company that handles 45% of all US credit and debit transactions, including handling prepaid gift card processing. Other significant business units include Western Union and TeleCheck.As the senior financial manager for this 500 employee, $100MM business unit, reporting directly to the President of the company; fully participated on the company’s Executive Committee. Additionally, all administrative functions including Facilities, Purchasing, HR (P&L purposes only) and the Travel department reported directly through the position. After three years of flat revenue growth and increasing expense, the Finance team added significant value in the turnaround of Donnelley Marketing. The Finance team was responsible for monitoring, analyzing and reporting financial performance, leading the strategic planning process, developing the annual plan and operating as internal consultants to the company.

Joined the company in the start-up phase and was responsible for all areas of accounting, plant safety and human resources.

Audit Intern 1990