Experience

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  Dhl

  Jan 2003 - Aug 2006

  Finance collections supervisor

  • Collected receivables for more than 600 Global and National accounts with a portfolio of over 20 million in revenue.• Worked with Commercial clients to obtain payment, set up EDI and resolve EDI billing or payment issues.• Ensured the accuracy of my accounts by conducting reconciliations when needed.• Worked with customers on credit hold to collect balances directly and avoid turnover to an outside agency.• Used cross-departmental resources when making appropriate adjustments to accounts, sending to outside agency, or when accounts were in bankruptcy.• Received company commendation for service to customers.• My ability to meet and exceed collection goals, work professionally with all departments to fix any account issues, and my tenacity to get the job done accurately and quickly, was a stepping stone for promotion. • Supervised in upwards of 15 collectors at any given time with a combined portfolio of over 50 million in revenue.• Conducted account reviews at team and individual collector level.• Reported to Financial Manager and Director on DSO, Bad Debt, and Collector level revenue statements.• Networked with Program Management to streamline collections tools, implement, and train collection teams on any new tools, policies and procedures.• Team Lead, per Vice President’s recommendation, on DHL’s first Collaboration Action Team. Collaboration team’s intention was to open up cross-departmental communication to ensure that internal customers understood how each department affects the next. The team empowered entry-level employees to work closely with other departments to ensure quick and accurate resolution to problems. Collaboration Team was also the bridge from one department to another for employees that were not sure where to go for help. Show less

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  J&m oilfield tech

  Aug 2006 - Jun 2009

  Office manager

  • In charge of quarterly and year-end taxes in which I worked closely with a CPA firm.• Administered and reported on employee job reports.• Managed all expense reports and credit card transactions.• Administered bank reconciliation: 4 bank accounts. • In charge of payroll: 5 employees• In charge of assuring employees had the correct paperwork, medical releases, vaccinations, etc. before being released for travel to foreign countries or boarding an offshore rig. Show less

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  Warrior transport

  Jan 2011 - May 2012

  Accounting supervisor

  • Performed month end and bank reconciliation: 9 bank accounts.• GL reconciliations on all companies owned and operated under Warrior Transport.• Journal entries, transfer of money, deposits, check cutting, and minimal payroll• Approved all payables: approximately 250 invoices a week• Compiled and reviewed cash requirement, receivables, fuel, financial, and ad hoc reports.• Monitored, compared, and supervised Warrior’s fleet fuel accounts daily: Comdata and Fleet one.• Supervised a team of 3 employee’s regarding billing, receivables and payables.• Compiled running spreadsheets to review miscellaneous expenses on a weekly basis.• Managed all tractor and trailer leases: Fleet consisted of 22 trailers and 18 tractors.• Worked side by side with CPA on quarterly and year-end taxes. Show less

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  Anadarko petroleum corporation

  Aug 2013 - Oct 2013

  Ess analyst

  • Provide support in maintaining procedures in accordance with SOX and internal audit• Direct support to Land and Accounting departments in maintaining Master Data integrity• Work with end users, IT department, and SAP to ensure procedures are adhered to in the PRA module• Research and update vendor information along with obtaining proper and accurate W-2s• Worked with internal auditors on 1099 reporting• Provide training and detail input to end users when changing data information in SAP/Tobin/BAM• Processing of data changes & set ups within SAP/PRA/R3/BAM (average 150-200 requests daily) • Identify, define and implement process improvements to ensure efficient and effective use of PRA Show less

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  Ge oil & gas

  Dec 2013 - Feb 2015

  Buy to pay analyst

  • Troubleshooting expert for the following: Controllership Team, Sourcing, Global Legal Team, EHS, and Human Resource Team.• Leader of Discount Lost program providing weekly metrics to operation teams and identified specific root causes that lead to a new project. Base line was 42% loss discount 1Q14 to 14% lost discount 2Q15.• Successfully Supporting Finance & Operationso Developed Non PO Process Cookbook that was utilized to make HR self-sufficient on submitting candidate reimbursementso Developed KPI’s to support migration of new business in 1Q14 months prior to go live date. Conducted onsite training to sourcing teams and was involved in identifying and resolving supplier maintenance upload issues upon integration. o Have been awarded management achievement awards for my support in helping resolve vendor issues and AP issues without fail. In volume, the business processes an annual average of 64K invoices totaling $519 MM with a FPY of 81.75% by transaction. • Accomplishments within 3 months of hire date for the Oil & Gas Trades Payable Department:o 81% reduction of Pre-edit transaction holds by using lean tools and putting controls in place.o 47.03% reduction of IBS (Internal Billing System) transaction rejects by identifying ERP system issues and lack of training Show less

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  Ge

  Feb 2015 - Feb 2019

  Functionally manage a portfolio of several global standard software tools/dashboards that support Accounts Payable, Sourcing, and Finance. These tools provide macro and micro level views of sourcing spend, health of accounts payable, risk analysis, and raw data reporting for business analysts. • Buy to Pay Support include: Prioritize development work and enhancements requests based on the departments global analytical strategy and goals. Frequent cross-functional collaboration with individuals at all levels, to provide data driven insight and recommendations. Oversee training and SOP documentation on visualization tools as Spotfire and FDL, to enhance business understanding of their own metrics and trends. Support day to day issues/resolutions communicated to us by end users. • IT Management functions include: Dotted line management of 3 Digital groups that develop, design, and maintain all the Buy to Pay tools/dashboards. We oversee the design requirements, UAT, ongoing maintenance and deployment of such tools. Assume Project Management responsibilities and provide guidance to junior employees. Provide final approvals to the teams for development work, gathering of complex data inputs, new data sources that have been identified and if they need to be brought into scope, and any change requests to our existing complex scripts. Show less • As a Global AP Process Leader, I support over 200 GE Businesses globally, my key priorities are establishing partnerships with all the GE Businesses in scope, driving process improvement, transitioning new businesses to our support model, and supporting invoice elimination tools while driving down invoice holds.• As acting SME (subject matter expert) and transition leader, I support the transition of BPO activities from India to Saudi which included a starting volume of 50K invoices a month. The transition ended with a 100% TAT (turn around time) and 98% accuracy rate for invoice processing. My key contributions included SOP Gap Analysis, reviewing audits, SME training where their were gaps on key processes, improving quality while reducing cost by quarterbacking lean projects. • Design and coordinate training to business partners on tools and processes within AP’s scope.• Leading a L3 escalation team, comprised of 5 employees, who serve as a key contact on urgent items critical to delivering for suppliers to various GE Entities.• Support independent audits of BPO activities• Champion on driving invoice elimination tools to GE Entities which comprise of ERS, Electronic Invoicing, 2-Way Match, among many other tools our support group has to offer. Show less • Leader in the successful migration of 7 businesses from GE Oil & Gas to the COE Center (Center of Excellence). This comprised of companies utilizing Oracle R12 & 11i ERP systems with a combined Annual AP volume of approximately 200K invoices totaling 2.3BIL. Total of 68 SOP’s were put together out of this transition. • Leading a team of 7 AP analysts whom troubleshoot AP Invoice Holds along with directly supporting their respective O&G Indirect & Direct Sourcing Business Partners. We support a total of 54 Buyers. • Driving behaviors by being transparent with our KPI’s, Metrics, and Quality reports we built. Success story: Our Quality Reports allowed us to partner with Sourcing around NO PO Payment and Late PO’s, which are non-compliant, and drive them down by 5% within 30 days. Each business we support now has a monthly average of 3.5% of No PO payments and Late PO’s which will continue to drop as key offenders are identified and trained.• Leader of several projects that include: Supplier Master File Process Change; Credit Memo Policy and Process Change; and Building a more efficient GRNI Process. Show less

  • Senior S2P Program Manager

    Jun 2017 - Feb 2019

  • Global AP Process Leader

    Nov 2015 - Jun 2017

  • Buy to Pay Leader

    Feb 2015 - Nov 2015
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  Genpact

  Feb 2019 - Feb 2020

  Assistant vice president - source to pay

  Continuing my previous GE duties but now under Genpact, the following summary addresses my expanded responsibilities: • Partnering with GE and Genpact Project Managers where I actively participate in BSA discussions during transition of work-streams. • Using analytics to perform base-lining exercises of current and past metrics to agree upon impactful SLA’s that show the performance of Source to Pay teams.• Actively working with AP Operations and Sourcing Operations on a Global scale to insure SLA’s are applicable to their scope of work and all teams have a platform to provide input on their respective processes during the discussion phase of each BSA. • Outcomes of BSA sign-off will include my team to provide ongoing SLA metric packages that were agreed upon between each GE business and Genpact. This includes gathering of data, trending analysis, and providing input to each GE Business governance call where SLA targets might end up trending in the wrong direction. • Key to this responsibility is partnership and transparency. Making sure we are engaging every operation team that is in scope of Source to Pay so that we can continue improving on processes and proactively heed any challenges that we feel could arise by using data. Show less

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  Siemens energy

  Jul 2020 - Sept 2022

  Accounting project manager
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  Wabtec corporation

  Sept 2022 - now

  Director of finance - global ap process owner