-Institute a new monthly process to monitor and investigate brands’ negotiated cost to its average cost, which provides clarity to differences with COGS-Develop a new trend analysis related to overall sales performance including monthly volume, revenue, and gross profit to report to upper management-Recreate an outdated and bloated brand manager report to optimize its function and reliability on brand sales performance including on-hand inventory levels, supplier AR aging, revenue, and GP-Support the annual sales budgeting process; including a 6 month budget extension due to a change in the company’s fiscal year end-Evaluate samples of beer, wines, and spirits pulled by the sales team and compare actual to budget results-Establish an inter-departmental multi-state standardization process to improve consistency and better data of pulled alcoholic samples

-Very first transfer pricing analyst at Groupon!-Implemented 7 global standards to enhance the workflow of the transfer pricing process and comparability between periods-Created and maintained monthly analysis of intercompany/transfer pricing fluctuations for leadership and FP&A to identify intercompany movement of tangible products, management services, financial services, and intellectual property-Assimilated new mergers and acquired subsidiaries into the transfer pricing model-Monitored subsidiaries’ financial performance and adjusted transfer pricing on a proactive basis to assure that arm’s length profitability are maintained on over 40 transfer pricing charges-Reformed intercompany invoicing procedures to enhance the workflow of transfer pricing process-Implemented a global intercompany classification policy to effortlessly organize transactions to charge types-Allocated targeted transfer prices as they relate to the intercompany movement of tangible products, management services, financial services, and intellectual property-Oversaw the transfer pricing process from an accounting perspective by coordinating efforts between various departments worldwide-Multitasked and analyzed more than 8 different year end charges relating to intercompany and transfer pricing-Developed process for monthly forecast models of transfer pricing arrangements for FP&A-Performed variance analysis on transfer pricing amounts for FP&A meetings-Worked closely with the tax team to understand the various transfer pricing arrangements-Performed monthly transfer pricing balance sheet reconciliation to ensure all accounts eliminate on a consolidated basis-Defended and answered transfer pricing questions in internal control and financial statement audits, internally and externally

-Reviewed accounting procedures in accordance to post-IPO guidelines and to avoid material weaknesses-Maintained a daily reconciliation report to uphold the integrity of accounting information for management-Created, developed, and tracked meaningful metrics with dashboards and variance analysis-Determined and assess payment risk to merchants based on refund rate and current deal trends-Identified process weaknesses and improve existing or create new processes for better efficiency-Ensured compliance and documentation with SOX controls and remediation of deficiencies identified as well as routinely updating process narratives and procedures-Liaison on a daily basis with both other departmental staff and leadership of these groups

I managed multi-million dollar projects in a ERP and project accounting program to provide financial visibility for the CEO-Produced ad-hoc analytical reports that turns researched data into actionable information-Uncovered $15k in overpayments during a six-month period and deliver an expense reduction of same amount -Developed comprehensive cash flow analysis on multi-million dollar projects to improve forecasting precision-Developed the plan bringing together the information on projects, resources, timescales, monitoring and control-Introduced new procedures of new project plans to assure conformity and consistency company-wide-Ensured inter-related projects are moving toward and meeting a common goal-Implemented an enterprise resource plan (ERP) program to maximize efficiency-Mentored staff in methodology and consulting excellence and encourage best practice in project management and project planning-Managed budget for the organization to influence organization's financial profitability-Processed A/P and A/R functions for the office manager

-Assembled individual, partnership, and trust returns while taking in consideration of the tax code-Fostered a collaborative environment that improved productivity, individual accountability and team moral-Assisted with federal, state, sales and use tax calculations

-Tested internal controls of front office and finance departments to assure compliance-Prepared daily revenue and month-end financial statements while abiding with IFRS-Audited procedures of food & beverage, front office, and revenue departments in detail-Prepared daily revenue and month end financial statements-Has experience with U.K. pound as currency in spreadsheets

-Audited the cash account for a Chicago movie production, a vital part to the profitability of the movie-Prepared payroll, income tax, and individual returns for clients while abide with GAAP-Handled multiple trust funds valued over $300,000, S-Corporations, and LLC business entities

-Supervised 4 tellers and encouraged high customer service; became the 1st rated in service in region-Engineered an in-house mortgage comparison program to increase cross-sell-Self-taught on how to repair ATM to reduce downtime and inconvenience to customers-Trained other team members in their understanding of processing bank transactions-Processed an average of $60,000 in daily customer transactions -Selected in the Voice of the Forum, a leadership focus group -Assisted in preparation for bank audits

I started as a high school intern for two years. After superior performance, I was promoted to a part-time teller after the internship program had ended.