Strategically planned the direction of The Finance Organization consisting of over 10,000 employees in a total redesign of finance / business processes, systems and tools, while ensuring our business requirements were met
●Orchestrated process redesign/reengineering for over 150 Accounting Business Units (ABUs) for the areas of: Ordering, Contracts, Pricing and Estimating, Accounts Receivable (AR), Financial Dispute Resolution, Accounts Payable (AP), Payroll, Asset Accounting, Financial Accounting, Cost Accounting, Treasury, Revenue Management, Financial Planning and Analysis and Financial Operations using industry standards, data analysis, business requirements, user centered considerations, operational excellence and strategic business objectives
●Conducted and planned benchmarking and current state assessment, analyzing existing implementations, and diagnose opportunities to improve Finance to increase efficiency, simplify processes and reduce cost
●Created and Maintained Financ

CFO role included owning the Profit and Loss (P&L) and a partnering on the financial results of the business for a program that was publicly valued at $4 Billion of revenue for R&D
●Recognized for exceeding expectations by the four VPs for advice, financial leadership ability, consulting, being a business partner and analytical and problem-solving skills
●Led sophisticated financial models (included IRR, NPV, ROI, revenue and cost predictions), financial performance metrics tracking, ad-hoc finance analysis, financial account management (revenue recognition, accrual methods, GAAP applications) and provided business insights / guidance to various senior engineering directors and other functional VPs
●Worked with and provided information to corporate finance to include information on revenue, and cost elements such as material, parts, headcount and payroll
●Managed a team of 10 that provided daily, weekly, monthly and quarterly analytical support, financial analyses, timely financia

CFO role included owning the Profit and Loss (P&L) for a program, was publicly announced as an investment of $33 Million of a new international manufacturing site
●Performed financial leadership for a new manufacturing facility in China (widely publicized as the first aircraft manufacturing facility for Boeing outside the U.S.) because of my expertise in financial modeling and business case development
●Created and led a team of financial analyst to develop the financial model. It included pricing and the cost structure with cash flow, balance sheet and profit and loss (P&L) statements for the new facility products and services
●Completed business case/financial model and succeeded in getting the financial forecast and budget approved in a fast-paced environment
●Managed and coordinated with functional teams to ensure the financial model reflected setup and manufacturing costs and guide as a business partner
●Consulted and influence legal and contracts in verbal and written commu

Mentored, Coached, and Managed a team of 10 financial analyst working on finance operations and also financial planning
●Led the design and creation of financial metrics, KPIs, business processes and financial performance reports for all of the program's executive management team
●Built a relationship to advise, and be a trusted partner to five director level Engineering leaders and one Vice President of the program.
●Designated as the delegate in meetings for the Finance Vice President for decision making and to advising the cross functional leadership team
●Built and implemented financial management processes, annual budget, 5-year financial forecast, and LRBP from the ground up for a new program (~ $2B)
●Developed and implemented a financial opportunity and risk process (RIO)

Led the reduction of the pricing cycle time and increase deal support to the sales team in the ecommerce bid / order systems (Business to Business (BTB) and Business to Consumer (BTC)) it increased sales by 35% as a direct result
●Managed a team of 20 financial analyst, which included people management, hiring, conflict resolution, problem resolution, career development, team building, training and mentoring as my first management experience
●Created pricing structure and financial models for Engineering Services, Spare proprietary parts, and overhaul and repair services.
●Owned the development of the pricing catalog the customers used for list price
●Led, created and articulated financial modeling, included applying various financial rates, concepts and standards, development of cash flow statements, balance sheets and, profit & loss (P&L) statements for three game-changing products that were subscription pricing of software as a service (SaaS)

Conducted, helped peers and led quarterly audits which included preparing internal audit reports to the board of directors for areas in operations, financial operations, international payroll, HR, Engineering, accounts payable, accounts receivable, Boeing retail merchandise operations, customer experience center
●Self-motivated to perform work independently and also as part of a team
●Assessed internal controls and audited the control framework put into place at the business units to evaluate compliance with company policy and external regulations using datasets and performing data analytics
●Differentiated myself from other auditors by taking a more nuanced approach to issuing findings - would invite division lead to directly address the issues during the audit which saved time and avoid undue concern and addressed the issue faster

Lead the Financial forecast for new products and services for R&D and IAD funds
Sat on a decision board representing my CFO on decisions and decision records for new products and services
Produced Financial Reports for leadership team
Answered questions and gave guidance to leaders on the different projects

Created Financial Models and new business cases for new SAAS products for Airlines
Priced new SAAS products using cost plus and value based pricing
Priced Engineering Services for customer services
Presented the Financial models and new business cases for investments to VPs and CEOs of the division for approval
Collaborate with cross functional team and leaders to ensure my financial models included all elements of the business case