Senior financial/operational bottom line results focused executive. Sarbanes-Oxley, bill auditing/processing, project management, change management, planning/analysis, consulting, cost accounting. Dynamic, flexible problem solver. Successfully improved control/compliance processes, delivered savings/results, built organizations in both small and large businesses. Developed excellent internal/client relationships. |
PROFESSIONAL EXPERIENCE
Control Point Solutions – Atlanta 2000 to 2/2006
Leading high growth telecommunications professional service company that offered diverse expertise in finance, bill payment, cost savings, planning, accounting, revenue assurance and regulatory assessment.
Vice President of Financial Operations
Managed telecommunication expenses for Fortune 500 companies. This included project/change management, relationship building, bottom line savings and, improving the entire operational payment process to provide clients positive ROI. Consistently exceeded personal incentive targets by 10% each year. Supervised 50 staff including Directors and Senior Managers.
Sarbanes-Oxley, Financial Planning and Analysis
· Directed internal Sarbanes-Oxley Act compliance efforts. Defined the methodology for outside auditors, ensured processes were observable and measurable, and created necessary controls. Efforts resulted in company achieving certification.
· Developed planning, accounting and audit procedures to improve client telecommunication cost operations by assessing financial information, reviewing payment processes, identifying savings and suggesting process improvements to client management.
· Saved clients 20% by recommending, and negotiating if requested, how they could more aggressively interpret vendor contracts and industry regulatory issues.
Project Management/Client Relationship
· Managed successful outsourcing implementation on or ahead of schedule for 15 clients. Verified and supervised payment of 40,000 invoices, worth $120M. Worked closely with clients to understand their payment and accounting needs.
· Established ongoing relationships with client senior management to resolve concerns to ensure ongoing customer satisfaction.
· Ensured targets were met or exceeded. Improved payment process for clients by 10% with better controls and focus on key problem areas. Exceeded savings targets by 5-10% per month through auditing/disputes and suggested optimization of contracted services.
· Expanded revenue opportunities with several clients through excellent customer satisfaction, exceeding ROI expectations and providing support functions beyond those initially requested.
Change Management
· Implemented internal reorganization to streamline operations, increase efficiency and enable improved customer focus. Designed, a more functional structure allowing for specializion and identification of automation ideas. Enabled operations areas to become 15-20% more efficient while simultaneously achieving revenue targets and allowing for more efficient growth.
· Defined responsibilities, post merger, to leverage functional organization structure between organizations. Responsible for integrating payment operations and auditing resources.
MCI – Washington D.C. and Atlanta 1985 to 2000
Fortune 500 company providing business and residential telecommunication services. Focused on financial/strategic planning, implementing new concepts, developing organizations, and performing analysis, cost management and budgeting.
Senior Manager of Auditing and Analysis – Atlanta
Relocated at company expense to assemble first ever company team to perform financial/strategic analyses for entry in Southeastern local markets. Assumed leadership for auditing telco billings.
· Managed 30 auditors and analysts paying $1.5B of MCI’s Access costs.
· Reduced costs by $180M in 1999-2000 attaining 115% of plan through negotiations, settlements, new product purchases and regulatory support.
· Improved, by 50%, saving $22M, return on capital/operating margins for local markets.
· Implemented 20% efficiency gains through automation and reorganization, reducing departmental expenses by $700K. Team was top performing group in organization.
· Developed models for entry, capital lease-build and network design for local markets. Led cross-functional teams on contract negotiations, regulatory issues and building bill verification techniques.
Manager of Operational Cost Accounting - Washington D.C.
Promoted to organize company’s first operational cost accounting team to determine labor cost of providing various revenue services. Tasked with identifying how to lower costs.
· Created first Cost Accounting network operations/engineer model for cost of goods sold. This included the design of methodologies to understand direct, indirect and overhead costs, and help identify areas to improve profitability. Designed labor-sampling techniques to collect data and understand where direct time was spent.
· Conceived and implemented cost savings ideas leading to 20% efficiency gains
· Created processes to support MCI’s potential entry into new initiatives and non-standard revenue arenas. Efforts included business analysis, pricing, costing, accounting and billing.
Manager/Analyst Telco Planning/Commissions – Washington D.C.
Led teams in revenue-telco planning, systems support and billing assurance. Promoted several times from analyst to supervisor to manager of seven staff members.
· Prepared $7B telco budget. Presented planning results, monthly revenue-cost volume/mix variance analyses, recommendations and risks/opportunities to Senior Management.
· Created new, self designed, verification process identifying $1.5M in billing errors. Leveraged concept to test new switches and to help sales teams validate customer billing accuracy.
· Developed standard cost models to assign access costs to business units.
· Reduced turn around time from 8 to 3 days with new models for various telco cost areas better correlating revenue and telco and by taking leadership role to better coordinate with other groups.
· Implemented changes, wrote requirements, tested and supported revenue and commission systems.
EDUCATION
University of Illinois Champaign, IL. Master of Science, May 1983
Agricultural Economics. 25 credit hours of Ph.D. Received Fellowship,
Research Assistantship 2 appointments, completed seven publications.
Cornell University, Ithaca, NY. Bachelor of Science, May 1980
Agricultural Economics/Animal Science. Deans List 1979-1980. |
