Accomplished leader with a proven track record of delivering results that positions organizations for immediate and long-term growth. Confident, industrious change agent with documented strength in advanced problem solving and process calibration. Ability to analyze business processes, pinpoints areas of opportunity for improvement, and redesign, and implement solutions. Core Competencies
Strategic Business Planning
Lean Six Sigma Green Belt
Customer/ Vendor Focused
Proven Cost-Out Record
Hotelbeds.com (previously TuiTravel) Sept 2013 to Current Head Financial Shared Services (Dec 2014 to Current) Director American Corporate Business Services
Successfully Lead and develop 5 Functional Managers for the following core business areas for the financial services group: Credit & Collections, Financial Support & GL, Accounts Payables, Treasury and Reporting/ Analytics. Full P&L responsibility
Stakeholder focused: monthly Risk/ Opportunity coupled with Balance Sheet reviews.
Integrated a Scorecard and project reporting tool for each area to support visibility of progress enable faster response to business concerns and support initiatives of Global Customer, Suppliers and Stakeholders: drive to SLAs and higher Customer Service Experience
Implemented a Fit for Purpose tool to evaluate skillset of all levels of Shared Services Model: employ a training schedule for addressing gaps in service model and mitigate lapse in support to business.
Addressed gaps within prior model of Shared Services Model by working with FP&A leader to develop cash modeling reporting tool, bad debt analytics tool and implemented Monthly Balance Sheet reviews with the Finance Directors for the America’s
Revenue and Cost focused approach: monthly forecasting meeting to ensure compliance to goals of costs management: collaborative approach has enabled faster response to Risks/ Opportunities for fiscal year and employ proactive measures to manage to goal
Implemented a LSS Project to address $9MM unapplied cash from prior year: 95% reduction in overall in 2 months
Reduced DSO by 12 BPs: average monthly at 19
Completed LSS Certification for Green belt December 2014: 100% Effectiveness
Developed & Deployed Client Service Survey: Exceed Expectation Rating
Re-engineered overall Shared Services model: annualized savings of $850K
Developed new forecast/ budget reporting & employed new audit reporting by functional areas: implementation of new process enabled reduction of past due of $16MM past due Unapplied Cash and positive turn-around in overall financials of division
Selected as 1 of 30 leaders to spearhead new company initiative: Champions for Change Global Program within Hotelbeds.coms
Sr. Project Manager (Sept 2013 to Dec 2014)
Successfully applies PM Methodology Leadership to implement key systems and business processes within the scope of America’s Shared Services Division: plan and execute mid to large projects during any phase of the project life cycle
Effectively managed key project activities: project scope, project plans, budget schedule and sign-off during various stages of project
Dynamically led implementation team in the deployment and configuration of deliverables: demonstrated effective use of Project Team and support roles within the scope of each project.
Continually demonstrated success in deploying business process improvement and optimization, with a focus on reengineering of processes and economies of scale
Proactively partnered with all levels of leadership, stakeholders, and support providers; effectively engaged Communication Governance of project, whether it is through use of Project Stakeholder meetings or Project Progress Reports
Successfully delivered within allotted time and budget Mexico Project within scope of SSC
Finalizing Green Belt Certification by December 2014 – implementation of new ticketing process within SSC
Independent Consultant January 2013 to Sept 2013
ERP Functional Business Analyst with Expertise in Business Process Re-Engineering
Provided requisite analysis, definition and control for planned solutions for the migration from Epicor to Mi9
Mediator between business units, IT, and PM to identify/analyze business processes, technology needs/improvements, and compliance with regulatory changes.
E2E process mapping, requirements gathering and documentation, and test planning and execution on projects
Maintained change management records Microsoft Suite to assure accurate reporting and time tracking
Developed and implemented training material for end-users MtronPTI, Orlando, FL January 2010 to December 2012 Global Customer Service and Sales Manager
Successfully directed and managed Global Sales and Service functions both in US and China.
Conceived, developed, and implemented a balanced scorecard, daily accountability review and operational streamlining of processes and procedures.
Formulated new policies and procedures that were incorporated to enhance operations within the customer service and sales support department
SME and team lead for Microsoft AX ERP implementation for all sales and marketing functions; worked with IT and Finance on end to end customer and vendor processing of payables, receivables, and inventory management
Implemented and successfully leveraged within sales organizational trip lead program report, enhancing customer touch
Successfully developed a sales and operational scorecard; implemented a monthly report for CEO and CFA that is used during board reviews
Selected as Sales and Service SME on the company ERP project; responsible for the development of training material, ensuring reporting requirements and daily transactional functions are successfully implemented for global roll out.
.decimal, Inc., Sanford, FL July 2009 to December 2010 Financial Project Manager
Strategic role reporting directly to CEO/ President with a focus on supporting company initiatives; realignment of organization, process improvement of front office services, and recalibration of sales commission program.
Directly engaged in financial and strategic planning, cost-out initiatives, and is a key partner in the creation of company business plan.
Effectively remapped A/R and A/P processes.
Implemented and led companywide Scorecard program with a focus on cost out, process improvement and talent management.
Home Depot/HD Supply/Hughes Supply, Inc., Orlando FL May 1997 to January 2009 Director Finance Administration - Plumbing Division (July 2005 to January 2009)
Managed Finance Services Teams within scope of Division for ERP implementation: directly involved with the concept development, requirement identification, user acceptance testing, and production implementation (E2E)
Implemented a Shared Service Scorecard and KPI Driven focus with an emphasis on DSO, DPO, credit issues, EBITA, and cash management: implementation of tools directly correlates to a same day cash application process down from 5
Selected as Implementation Leader on Hughes Transition Plan to HD. Responsibilities included IT integration, financial due diligence, talent evaluation and realignment, inventory management, product and pricing mapping and partnering with the HD transition team.
Implemented a global Shared Services model for Accounts Payable and Receivable departments, showing an annualized saving of $800,000.
Produced cost savings of $450K by consolidating four administrative centers to corporate headquarters and realigning talent with net zero attrition.
Reduced outstanding payables from 200 days to 20 days by reengineering A/P processes and roles.
Reduced line of business DSO by 15 days.
Director Finance Administration – Electrical Division (July 2004 – July 2005)
Held full P&L responsibility for the Electrical Division which had two Shared Service administrative centers, three managers, and 25 Associates.
Created new policies and procedures, streamlining branch and corporate processes that allowed for a faster response time (VOC): positively impacted DSO and DPO. Significant Accomplishments:
Evaluated reconciliation processes continuously to identify and implement continuous process improvement initiatives, to stream-line existing processes, and improve automation through better utilization of systems (i.e. Eclipse, MS Access, and MS Excel) resulting in reduction of open A/R items from 19,000 to 4,000 in less than nine months with a value of $2.1 Million.
Played critical role in the vendor selection process of a new Financial System; assigned as Division Lead on Oracle, OCR, and Documentum implementation ERP enterprise solution for payables, receivable, and expenses.
TRAINING AND CERTIFICATIONS
HD Supply - Leadership Development Program – Center for Creative Leadership
LSS Green Belt – 100%Effectiveness
Project Management – Management Skills for IT Professionals – Global
360 Degree Feedback Model
ORACLE, SAP, DISCOVERER, DOCUMENTUM, EXCEL, ACCESS, POWERPOINT, EPICOR, MI9, MICROSOFT AX EDUCATION BACKGROUND
COURSEWORK COMPLETED IN BUSINESS AND COMMUNICATIONS – FLORIDA SOUTHERN COLLEGE