Experience

Corterra Solutions
• United States
• IT Services and IT Consulting
• 1 - 100 Employee
• Director, Financial Systems

  • Apr 2021 - Present


Accounting, Finance, ERP, Consumer Products, Pharmaceutical, Manufacturing

• Accounting and Finance

  • May 2020 - Present

  I am an accounting professional with experience in accounting, finance, project management and ERP implementations. I have expertise working across functional groups, with ERP systems, and developing solutions. I have worked in large public companies, mid-size PE entities, and regulated industries. I can lead a team, be a hands-on contributor or facilitate cross-organizational teams. Currently, I am open to discussing full time permanent and contract opportunities. I am an accounting professional with experience in accounting, finance, project management and ERP implementations. I have expertise working across functional groups, with ERP systems, and developing solutions. I have worked in large public companies, mid-size PE entities, and regulated industries. I can lead a team, be a hands-on contributor or facilitate cross-organizational teams. Currently, I am open to discussing full time permanent and contract opportunities.



Pregis

• United States
• Packaging and Containers Manufacturing
• 700 & Above Employee

• Senior Accounting Lead

  • Apr 2017 - Apr 2020

  Corporate accounting lead over company’s fixed asset, lease, debt, project, and benefits-related processes, accounting, and reporting. Managed 60,000+ fixed assets and 100+ active capital projects while overseeing another 30,000+ fixed assets and 50+ capital projects. Performed monthly, quarterly, and annual accounting processes and financial reporting, including external footnote disclosures for responsible areas. Supported selling, general, and administrative (SG&A) expenses process for several departments and managed other general ledger (GL) accounts. • Revalued 90,000+ fixed assets in SAP after 2019 company sale. Collaborated with appraisers to identify new fair values and with IT to record changes in SAP, thereby ensuring individual fixed assets valued at correct fair market value for annual financial disclosures. • Played key role in new process linking 50,000+ fixed assets located at customer sites to new equipment records maintained by operations to directly track fixed asset activity and analyze performance, usage, and profitability. Partnered with business, field support, and IT to design and implement new processes in SAP. Analyzed how to identify and link each fixed asset to operations equipment records while identifying and fixing discrepancies. • Supported migration of several acquired entities to SAP as business process lead for fixed assets, projects, and leases, resulting in improved efficiencies by ensuring entities used company’s standard system processes. • Designed and implemented several new processes across company that improved accounting and tracking of fixed assets and projects. Show less



RGP

• United Kingdom
• Civil Engineering
• 1 - 100 Employee

• Senior Accounting Consultant

  • 2016 - 2017

  Provided accounting and process improvement support to mid-size packaging solutions company, working within corporate controller’s department and focusing on fixed assets, projects, benefits, and general accounting. • Implemented changes to fixed asset processes in response to incomplete configuration of client’s recent SAP S4/Hana implementation. • Collaborated with IT to install updates and finalize configuration, resulting in SAP Fixed Asset module to function correctly and enabled client to close financial books for year. Show less


Independent Consultant
• United States
• Technology, Information and Internet
• 1 - 100 Employee
• Finance and Project Management

  • 2011 - 2017


AbbVie

• United States
• Pharmaceutical Manufacturing
• 700 & Above Employee

• SAP Implementation Consultant

  • 2013 - 2015

  Served as lead for fixed asset sub-process and record-to-report business data migration for biopharmaceutical company. Managed staff of up to 6 analysts performing general ledger balance and sub-ledger data migration from legacy systems to SAP. Migrated global entities to outsourced shared service support structure for back-office operations. Liaised between global entities, business operations, technical development teams, and corporate accounting groups. • Completed migration to SAP of 150+ global entities from multiple legacy systems during 18-month period. • Developed standard process design and implementation for SAP Fixed Assets and Project Systems modules in addition to entity-specific requirements for statutory and regulatory reporting, resulting in all international locations using company’s standard process with flexibility to meet their specific statutory and regulatory requirements. • Migrated international entities from local support structure to outsourced shared service support structure for back-office operations, providing each location with support by outsourced shared service team instead of local support per company’s new support structure. Show less



NiSource

• United States
• Utilities
• 700 & Above Employee

• Internal Audit Consultant

  • 2013 - 2013

  Built first fixed asset accounting audit program for natural gas and electric utility company. Executed internal audit, including reviewing processes, systems, regulatory compliance, and accounting used for fixed assets, and identified issues/mitigations. • Delivered audit as required by external auditors and regulators, enabling company to implement changes to resolve issues in existing process. Built first fixed asset accounting audit program for natural gas and electric utility company. Executed internal audit, including reviewing processes, systems, regulatory compliance, and accounting used for fixed assets, and identified issues/mitigations. • Delivered audit as required by external auditors and regulators, enabling company to implement changes to resolve issues in existing process.



Talent Partners

• Finance and Project Management Consultant

  • 2012 - 2012

  Managed, developed, and implemented new processes and software to support expected growth and new business lines. • Created design framework for exploring and developing new lines of business, enabling company to quickly and consistently evaluate potential new lines of business and outline requirements/steps for these new business lines. • Advised on and facilitated realignment of finance and accounting departments. Managed, developed, and implemented new processes and software to support expected growth and new business lines. • Created design framework for exploring and developing new lines of business, enabling company to quickly and consistently evaluate potential new lines of business and outline requirements/steps for these new business lines. • Advised on and facilitated realignment of finance and accounting departments.



PepsiCo

• United States
• Food and Beverage Services
• 700 & Above Employee

• Director Corporate Audit

  • 2010 - 2011

  Provided expert support in reviewing and auditing global technology-based projects and sustain groups, focusing on project management, vendor management, change management, financial monitoring, and benefits realization. Updated methodology, work programs, and tools used by audit group. Managed cross-functional audits with technology and financial auditors. Delivered business process and operations knowledge to third-party audit teams.• Completed special project to improve risk assessment and audit scheduling processes, increasing frequency of scheduled audits for high-risk areas.• Reviewed project/change management processes of SAP implementations in U.S. and internationally. Reduced risk of negative impacts on company by ensuring consistency of processes for changes to and implementations of SAP.• Evaluated project proposals and benefits realization for major projects. Identified and recommended projects with potential positive returns for senior management approval. Reviewed completed projects to determine if expected benefits could further expand positive projects. Show less

• Director, Program Management Office SAP Implementation and Sustain

  • 2004 - 2010

  Created, implemented, and supervised program management (PM) processes for SAP implementation from inception through sustainment to include methodology, metrics tracking, status reporting, risk/issue/change management, and compliance. Oversaw PM for combined releases and project with budget $1.5B+ and 3,000 participants. Led team of 17.• Customized standard PepsiCo application tools to support project processes, adapting them to match program needs.• Completed project lifecycle management SOX controls and testing for releases and sustain enhancements, which included developing processes for SAP and managing audits of controls. Delivered each release and enhancement to pass SOX controls with required testing and documentation as required for SOX compliance.• Facilitated release stage gates and go/no-go meetings with executive steering committee, securing senior executive approval of each release before moving to next phase or into production for use by business.• Ensured compliance of fixed-fee statements of work (SOW) with third-party integrator, which included determining if they met milestones and standards to receive milestone and holdback payments. Show less

• Senior Finance Manager, Corporate Insurance

  • 2003 - 2004

  Provided financial support to the Corporate Insurance group and managed the Property Insurance needs for the Chicago-headquartered operations. Worked closely with operations and facility management to determine property insurance needs and facilitate claims. Collaborated with external insurance providers to determine coverage needs and facilitate claims. • Managed the budgets and allocations of all insurance costs for the Chicago-headquartered businesses: Quaker, Gatorade, and Tropicana. Improved allocation and budgeting processes. • Contributed to management of workers’ compensation claims and worked with the Health and Safety teams to reduce instances. Show less

• Finance Manager, Division Financial Planning & Analysis

  • 2001 - 2003

  Directed realization of merger synergies between Quaker Oats and PepsiCo for Chicago headquartered operations of Quaker, Tropicana, and Gatorade. Identified and analyzed risks, opportunities, and impact of merger. Worked closely with senior leadership, including chief financial officer, to develop plans to mitigate risk and realize synergies. • Evaluated external consultants’ initial merger estimates to determine feasibility and accuracy.• Developed and implemented process and models to track merger synergies and ensure company met targets.• Developed and implemented planning/forecasting models for new QTG division and new SG&A structure.• Consolidated and coordinated new QTG annual operating plan and period forecasts.• Developed, designed, and executed annual bonus calculations for QTG business units. Show less

• Senior Financial Analyst

  • 1998 - 2001

  Worked closely with teams from marketing, R&D, and sales to analyze, design, and audit new products, customer trade promotions, and customer development programs for 11 brands. Provided forecasting for volumes, trade, and marketing expenditures. Developed new forecasting models for each of brands, where none previously existed. Analyzed and helped anticipate performance trends for brands to plan, improve, and correct business

• Supervisor of Corporate Accounting and Control

  • 1994 - 1998

  Led team of three to generate insightful, accurate, relevant reporting and information for annual reports, SEC filings, and internal audits. Oversaw special project that reviewed tax treatment of financial transactions that identified $30M in unclaimed expenses, which ultimately resulted in $10M in tax refunds for Quaker Oats. Implemented FASB109. Worked confidentially on accounting reviews for mergers and acquisitions. Managed determination of company’s effective tax rate.

• Internal Auditor

  • 1991 - 1994

  Conducted and oversaw financial audits in numerous domestic and international locations, including plants, sales offices, distribution centers, corporate headquarters, and back-office functions. Developed and refined audit processes and best practices to determine audit frequency and location. Oversaw asset reviews and inventory counts to ensure accuracy and integrity of data. Conducted process and financial audits.