Hired to take the workload off the boss so the boss could focus on Data Lake Project.Created Business Process Flows for Protect From Freeze (PFF), Less Than Truckload (LTL), and Inbound Critical Ice Cream Reporting Processes. Partnered with Robotic Process Automation (RPA) Teams to have these processes executed by RPA. Once implemented will save seven hours of manual labor per week.Enhanced Intermodal Utilization (IMDL) Dashboard by adding metrics for Year over Year Volume (YOY), Monthly Cost Avoidance, and Monthly Lost Opportunity Cost by Lane by Business Segment. Saved 10% in execution time by adding Macro and improved upon the Standard Work. Show less

* As CFO/Controller, handled growth of the business from a single point operation to three separate points with centralized accounting/financial management control. * Led all financial operations for Auto Group ($80M in revenue) which included month-end close, year-end close, account analysis, inventory management, schedule reconciliations, ADP payroll for 90 employees, cash management, budget preparation, financial forecasting, sales and use tax, and working with outside auditors. * Strong ability to multi-task and work under pressure while meeting tight deadlines. Able to communicate with all levels of management. * Cultivated and collaborated with seven direct reports.

* Perform analysis of warehouse storage, warehouse handling, and transportation costs across Edgewell’s logistics network in the US. * Decision maker for freight bill exceptions not meeting Edgewell’s business rules setup in third party payment system. Investigate all freight charge discrepancies by working with internal and external partners to identify root causes. * Execute monthly cash reconciliation of freight charges paid via weekly wire transfer versus freight charge reports. * Prepare and post monthly journal entries to book actual, accrued, and allocated expenses for warehouse and transportation. Work utilizing the following business tools to perform and streamline job responsibilities: SAP, Microsoft Excel, SharePoint, Microsoft Access, and BlackLine.

Delivering on "The Purple Promise" - “I will make every FedEx experience outstanding.”

* Asked to join newly formed Aircraft Cost Team in Operations Finance. * Tasked with the actual cost roll up for three Commercial Aircraft Models for Operations Finance. * Produced Cost of Sales Analysis for Aircraft sold monthly, reported results at the Executive Closing meeting. * Drove Monthly meetings with Program Managers reported results with variance explanations. * Forecasted Latest Estimates for Aircraft to go to within ½ of 1% on thousands of part numbers worth an estimated cost of $770 million. * Developed Standard Work to reduce Closing time processes by 19% for End of Month Deliverables. * Participated in Annual Transfer Cost development and verification of supplier's accuracy. * Well versed with Achieving Competitive Excellence (ACE). Participated in Value Stream mapping event.

* Contracted to identify parts that needed to be realigned after SAP data conversion. * Required detailed examination of Commercial Project Work Breakdown Structures (WBS’s) and purchase orders ensuring the accuracy of data assigned to each project. * Extracted data from SAP Business Warehouse utilized Hyperion Brio along with Excel Pivot Tables. * Direct report to Commercial Finance Project Lead.

* Hired fulltime by Sikorsky for my work done as SAP Project Cost Analyst. * Performed critical financial control activities in support of the Sikorsky Global Helicopter’s P&L. * Monitored budgets, measured Key Performance Indicators (KPI’s) related to cost performance. * Prepared accounting documents for proper Revenue Recognition. * Calculated Estimate at Completion (EAC) and input into SAP to reflect Cost of Goods Sold and Gross Margin. * Oversaw the coordination of Program Work Authorizations (PWA’s) for all Commercial customers. * Ensured the accuracy of all Period Costs, Service Replacements, and Work Breakdown Structures (WBS’s). * Worked with Proposal Center of Excellence to evaluate pricing to prepare budgets for sale agreements. * Handled the largest Commercial Customer PWA to date during this period. * Partnered with IT to improve the quality of the data and tools used to streamline day-to-day processes.

* Decision-maker for the approval or rejection of Carrier Accessorial charges being billed to Unilever. Minimized the initial backlog of $5.6M worth of Carrier invoices to be reviewed for payment in 35 days. Unearthed $10.5K in savings in first two weeks from Carrier billing errors. Continue to find cost savings by validating current Carrier contract terms and rates against Carrier freight invoices. Streamlined weekly report being sent to key stakeholders saving two hours per week to focus on root cause analysis of repeated inaccuracies of Carrier freight invoices. Key attributes of day to day responsibilities is the utilization of multiple databases and partnering across the organization to gather accurate information to make factual based payment decisions.