SUMMARY

• Proactive very effective Project Manager with over 13 years of experience. Demonstrated ability to consistently deliver multiple projects simultaneously on time and within budget. Expertise includes planning, priority setting, and leading large cross functional teams. Highly organized professional specializing in creating efficiencies through process redesign, which improve results and reduces operating expenses. Known for strengths in P&L analysis, budgeting and reporting. Proven record of being trustworthy, responsive, extremely personable and adaptable to change.

PROFESSIONAL EXPERIENCE

Confidential

Project Manager

Responsibilities:

• Project led a cross functional team to enhance the process and systems used to relocate 1500 assets per month. Created detailed process maps to identify pain points in the existing process and improved the process by correcting the problem areas. Negotiated the terms of the statement of work which our vendor supports. Partnered with this 3rd party vendor to develop, test and implement six major enhancements to the relocation tool; this system is used to quote, schedule, and execute relocations. Worked with the training team to develop and schedule training for 35 users of the new process and enhanced system.
• Provided ongoing support as the Project Lead and Analyst in support of a Leased Asset Returns Initiative. Coordinated and scheduled weekly and impromptu meetings of 15 - 20 cross functional team members. By using Lean process mapping skills, critical gaps were identified that would have hindered the conversion from one Oracle system to the upgraded version. Gathered the subject matter experts and formed/managed a cross-functional team that ensured all changes were implemented prior to conversion go-live.
• Led a Fact Base Management Project to identify why Dealer Returns were not being processed in a timely manner (30+ days). Identified several key individuals and formed a cross-functional team who discovered five root causes. Implemented provisional and permant measures which improved this process by several days (5-7days). Presented project accomplishments to executive management.
• Project managed a Lean project supporting the Claims group. Accurately documented and improved six processes and upon deeper review discovered six more processes which were also documented and improved. Processes were shared with the training team and implemented in the existing training program for new and existing employees.

Confidential

Vice President, Global Wealth Management Technology

Responsibilities:

• Demonstrated my understanding of the Six Sigma training principles by navigating through and presenting the define, measure, and analyze phases of my initial project which supported the Finance Organization.
• Formed, engaged and directed three diverse teams to resolve three organizational client problems while teaching and using Six Sigma methodologies. These teams enhanced processes which increased productivity.
• Accurately used the Cause and Effect (C&E) Diagram/Matrix, Failure Mode and Effects Analysis (FMEA), and a Detailed Process Map to identify critical inputs affecting my initial project’s outputs. Improved the existing process by reducing defects from 41% to 19% for this project.
• Managed two additional process mapping projects; one project supporting the Finance Organization and the other supporting the Retirement Group within the Global Wealth Management Technology organization. Scheduled and directed weekly meetings to understand processes and created detailed process maps of the existing process which identified potential improvements.

Vice President

Confidential

Responsibilities:

• Managed the month-end posting of charge-back expenses by facilitating daily meetings between finance and operations. Identified posting issues; created action plans for resolution; within three days all issues were resolved allowing expenses to be posted to the General Ledger and submitted to the billing system.
• Coordinated the monthly reconciliation of an $80 million budget. Directed the actions of seven to ten finance controllers to expedite closing variances between the General Ledger and the client billing system.
• Project managed all system enhancements and upgrades. Formed user acceptance teams to ensure all enhancements and upgrades were operating in acceptable performance proficiency.
• Facilitated problem resolution for customer billing problems or escalations. Issues were identified and assigned to the proper region and service group controller for resolution. Proactive follow-up was maintained to ensure prompt closure.
• Recruited the best talent for Confidential Finance and Technology organizations. Conducted on campus interviews for undergraduate positions within the Finance organization. Attended various MBA conferences and identified potential experienced finance hires.

Confidential

Director

Responsibilities:

• Established and simplified the budgeting process for 9 VP’s by leveraging an existing budgeting tool and enhancing it for easier use and accuracy.
• Managed and realigned the cost center financials in order to represent the reorganized structure, which included eliminating 15 cost centers and leaving a remainder of 53 to be managed.
• Managed the flow of expenses and actual/accrued expenses booked to the General Ledger using GAAP.
• Created and improved the month-end close process by developing a tool, which increased productivity by 75%.
• Developed and published monthly financial reports then held monthly meetings with budget owners to provide decision support.
• Evaluated and approved project related expenses associated with the development of the Purchasing/Payment Tool. Managed the efficient use of the Ariba system that allowed accurate tracking, payment, and reporting of vendor expenses.
• Recruited several MBA finance professionals who were hired into various functions within the finance community.

Confidential

Chief Financial Officer/District Manager

Responsibilities:

• Created, analyzed, tracked and reported on a $264 million budget.
• Managed the monthly closing of the books and the forecasting of the monthly Outlook.
• Billed and collected $5 to $7 million of product and professional services revenue.
• Recommended cost savings of $2 million to offset the declining revenue steam. Analyzed the runrates. Proposed cuts to travel, training, and equipment purchases. Discovered overbooked depreciation expense.
• Negotiated with IBM, a third party vendor, a chargeback decrease of $500 thousand.
• Streamlined bookclose process by reallocating existing associates. Reduced bookclose from 5 to 3 days.
• Improved outlook process by partnering with operations to better understand revenue and expenses. Created a spreadsheet, which modeled the outcome of the key runrate assumptions.
• Reduced delinquency by 50%, from $30 to $15 million. Led a cross functional team that redesigned the collection process.
• Reorganized the purchasing and accounts payable process. Communicated timeline, tasks, and order of events to the senior leadership team and the entire organization. Reduced equipment purchasing time lag and customer complaints.
• Facilitated the processing of all vendor payments within the business unit. 1 Enhanced the accounts payable process by proactively ensuring proper purchase orders were created for prompt vendor payments.
• Managed the implementation of a new financial system. Interfaced with information technology team to test application and design reports.