Experience

POINT 3 Basketball

• United States
• Health, Wellness & Fitness

• Director of Finance And Operations

  • août 2019 - - aujourd’hui

  POINT 3 is an evolution in basketball gear. Born from a need and refined through experience, our goal is to provide you - the baller, with innovation that will allow you to be your best on the court.-Work directly with the CEO daily to guide Point 3 Basketball's financial and operational strategies-Responsible for all financial planning and analysis activities including quarterly financial reviews and annual budget preparation ($3M+ annual budget).-Manage all accounts receivable and accounts payable activities to ensure that Point3’s cash position stays strong and that vendor relationships are maintained via adherence to negotiated payment terms.-Lead the month end accounting close process and ensure that all financial reporting meets GAAP standards-Coordinate with the operations team to ensure that inventory levels are accurate and maintained at sufficient levels to support the company's sales goals-Utilize Cin7, a major cloud-based inventory system, to manage Point 3 Basketball inventory-Primary resource for all financial and inventory reporting needs



Tax Concepts

• Australia
• Accounting
• 1 - 100 Employee

• Director of Finance

  • janv. 2016 - juil. 2019

  Tax Concepts provides tax and business consulting and advisory services to small and mid-sized companies.– Increased gross profits by 25% year-over-year through effective collaboration with marketing department.– Drove $75K annual savings through financial analysis and project planning.– For one client, created and divided the organization into a two-phased restructuring approach. First phase centralized finance / vendor management functions, and second phase automated key processes and reduced staff positions. Restructuring netted over $10K annualized savings.– Reduced purchase order (PO) exposure from $40K to $20K and decreased days outstanding (DSO) from 100 to 45, after revamping the e-procurement process.– Ensured records met requirements for auditor (PricewaterhouseCoopers) and government agencies (IRS).– Reduced time necessary to file quarterly / annual payroll tax returns and monthly / quarterly / annual financial statements from 20 to 15 days.– Perform tax planning for all clients in compliance with the ever-changing tax law.



American Tower

• United States
• Telecommunications
• 700 & Above Employee

• Senior Supply Chain Operations Manager

  • 2013 - 2016

  American Tower, one of the largest global Real Estate Investment Trusts (REITs), is a leading owner, operator, and developer of wireless and broadcast communications real estate. Headquartered in Boston, American Tower has over 40K properties in the USA and over 129K properties internationally.– Principal manager and operational leader for PO request process and reporting, vendor compliance, fleet vehicle program administration, and facilities management. Managed groups through continuous implementation of the Define, Measure, Analyze, Improve, Control (DMAIC) improvement cycle.– Led a team of two Supply Chain Operations Managers and 15 Supply Chain Buyer Analysts. Ensured applicable training and development opportunities to enhance performance, development, and contributions. – Spearheaded effort to continuously surpass internal customer service metrics of 98% on-time and 98% accuracy for all POs processed by the purchase order request team. Team processed over 50K POs annually; approximately $770M in annual spend.– Generated annual fleet vehicle fuel cost savings of $300K by migrating to a more fuel-efficient standardized fleet of Ford F-150 trucks.– Developed fleet vehicle leasing exercises and process benchmarks to identify opportunities to leverage external and internal best practices. Led to $20K annual fleet contract administrative savings.– Spearheaded upgrades to Enterprise Resource Planning (ERP), Transportation Management Systems (TMS), and Warehouse Management Systems (WMS).– Redesigned company's open PO Sarbanes-Oxley (SOX) compliance language to establish new controls that reduced open PO balances by approximately $9M (42%).– Collaborated with Tax Department to establish a more efficient and accurate purchase category coding methodology for all POs that mapped to standard United Nations Standard Products and Services Code (UNSPSC). Mapping enabled company to more precisely determine tax liability.



We Care Transportation

• United States
• Truck Transportation
• 1 - 100 Employee

• Supply Chain Product and Systems Manager

  • 2011 - 2013

  We Care Transportation, based out of Fayetteville, Georgia, is popular charter bus provider in the Atlanta metro servicing the U.S. military, schools, and other major clients. We Care is also a top nonemergency transportation provider for Medicare / Medicaid recipients in the Atlanta Metro. – Operated as Senior Staff Consultant with a lead role in strategic planning, project implementation, and network optimization. Collaborated across the organization in implementation of the distribution network; reduced fixed cost facilities to a variable cost model, which included third-party logistics (3PL)-managed facility. – Initiated a 25% improvement in the Supplier Optimization Program which included production, continuous improvement, materials management, and purchasing.– Managed an overall improvement of 10% moving Customer Excellence Scorecard Rating up to 8.8. – Yielded cost improvements of 5% to 7% when tasked with designing strategies and developing and executing plans to deliver quality products which drove for more competitiveness with internal suppliers.– Improved supplier on-time-delivery 15% over previous fiscal year.– Evaluated and reviewed the organization’s logistics operation business practices. Updated and developed process documentation, streamlined opportunities, and eliminated non-value added services.



Delta Air Lines

• United States
• Airlines and Aviation
• 700 & Above Employee

• General Manager – Resource Planning and Logistics Insourcing (Delta)

  • 2009 - 2011

  Delta is one of the world’s largest global airlines, serving more than 160M travelers annually. Delta employs over 86K people and had 2017 revenues over $41B. In April 2008, Delta acquired Northwest Airlines.– Diverse role, accountable for $1.2B frontline headcount budget. Led and established strategies for the Airport Customer Service (ACS) resource planning, insourcing, and time-and-attendance groups. Team included three managers and 16 individual contributors. – Realized 15% staffing reduction (approximately $150M annually) as part of $2B overall corporate merger benefit. Consolidated Delta and Northwest staffing methodologies across a total of 98 airports.– Generated approximately $12M in annual insourcing revenue via reciprocal ground handling agreements with Delta’s SkyTeam partners (KLM, Air France).– Produced $1.5M in new annual revenues and negotiated new contracts for ground handling services (customer service and baggage handling) to other carriers.– Directed the logistics strategy for the $35M annual ACS insourcing budget comprised of revenue generated by Delta employee’s ground handling aircraft for other airlines.– Directed interaction with Business Development and Global Account Management team members by assisting with customer meetings, escalations, and providing support in the lifecycle of equipment.

• General Manager – Resource Planning and Logistics Insourcing (Northwest)

  • 2008 - 2009

  – As business partner to client groups, managed a staff of four analysts accountable for directing the preparation of Northwest Airlines’ annual $240M ACS frontline headcount budget (44 stations and 8K employees). – Maintained professional working relationships with 50+ airport managers. Conducted monthly resource planning and utilization meetings with executive leadership.– Utilized complex modeling software (Sabre Staffplan) and techniques to forecast employee hiring requirements for 44 North American airports. Ensured airports stayed within their budgeted headcount requirements.– Achieved dramatic improvement in the FAA audit, producing 4.8 / 5.0 on external audit controls.– Initiated and led new software implementations using Rapid Application Development (RAD) and reporting.– Managed staffing project against the strategic plan and objectives to ensure commitments were met by monitoring, assessing, and resolving variances in budget, timing, or quality of work.

• Senior Specialist – Airport Operations Financial Projects (Northwest)

  • 2006 - 2008

  – Directed, coached, motivated, and trained three analysts within the Airport Operations Financial Projects Group who were responsible for providing financial analysis for $17M in airport operations investment opportunities. – Managed the group’s work flow of approximately 20 active projects and 30 projects in queue at all times. – Automated airport reporting system; eliminated two fulltime positions; improved accuracy of reporting by 50%.– Implemented Inventory Consignment Program that led to $3.8M annual savings.– Led team in completing file migrations, office moves, data center migrations, business objects / reporting, and SharePoint migrations following the acquisition of KLM. Led to $34M in mainstream technical upgrade projects.– Formulated and managed a strategic project plan that realized approximately $8M in annual labor cost savings by outsourcing above wing and below wing work at numerous small Northwest airports.

• Senior Financial Analyst – Technical Operations Financial Projects (Northwest)

  • 2004 - 2006

  – Prepared annual $70M budget and monthly forecasts for Technical Operations capital projects. – Provided financial analysis for over $174M in aircraft maintenance / modification investments. Projects had total 10-year Net Present Value (NPV) of over $28M.– Managed $110M sale of Northwest Air Line's DC-10 fleet to Omni Air, including 10 airframes and 35 engines.



UnitedHealth Group

• United States
• Hospitals and Health Care
• 1 - 100 Employee

• Senior Business Analyst – Ingenix Project Office

  • 2005 - 2006

  UnitedHealth is an American for-profit managed health care company based in Minnetonka, Minnesota. As of 2018, it is ranked #5 on the Fortune 500 rankings of the largest U.S. corporations by total revenue. – Facilitated the initiation / approval process for projects including cost / benefit analysis and business case reviews. – Compiled, prepared, and distributed the monthly Ingenix project tracking report. Coordinated monthly and quarterly in-depth project reviews.– Managed critical $11M project directing a 20-member team including resources from United Health, several subcontractors, and assigned client resources for a 4,000-seat implementation of Siebel Financial Services suite.– Assisted in global unification effort for United Healthcare's General Ledger system. Assumed project responsibility for full financial suite rollout, including GL, AP, AR, and Fixed Assets. – Managed multiple projects valued at $3.5M at multiple locations. Launched and managed Center of Excellence to ensure a sound architecture, and ability to track progress, and stay true to CFO’s long-term objectives.