internal audit transformation
Led the transformation of an internal audit department for a $20B global organization. The function included approximately 75 internal auditors globally, focused on operations/finance, construction, IT and retail. Led the department through a restructuring, and significant upgrade of talent to become a value add business partner, while serving in the Corporate-North American Director of Internal Audit role for over two years. Interacted frequently with C-Suite executives and board members in executing the risk assessment and reporting out on executive level audit issues.
Sarbanes-Oxley (SOX) and anti-corruption control programs
Assisted in the deployment of anti-corruption controls in 40+ entities, including 80+ global resources, at a $3B diversified industrial products company assigned a Corporate Monitor by the SEC. This project resulted in the successful implementation of 45+ anti-corruption controls, the strengthening of the organizations anti-corruption program, and a decrease in the amount of time supervised by the Corporate Monitor. Also assisted in the setup of SOX programs for multiple global $3B+ organizations. These initiatives involved the setup of project management offices and managing 30+ global resources from scoping through assessment and reporting. In all cases, results included successful compliance with SOX and improved control environments.
Governance, risk and compliance (GRC) technology
Supported multiple global multi-billion dollar organizations in the development of GRC technology strategies, software selection and implementation. Led teams in the assessment and implementation of multiple GRC technologies (Oracle GRC, SAP GRC, Onspring, etc.) and have developed a detailed understanding of many GRC tools. Developed roadmaps and strong business processes for organizations prior to the implementation of selected software.
Have actively participated in many ERP implementations in a risk management and controls role within the manufacturing, utilities and retail industries, which has developed a strong understanding of the software development lifecycle, program management and organizational change leadership. The majority of implementations were large global deployments of manufacturing, financial and customer relationship management functionality. Successfully managed teams to design strong controls, manage program management risk and reduce re-work and future remediation.
FINANCIAL PROCESS IMPROVEMENT
Managed team of 20+ resources in the execution of a financial process improvement initiative for a $3B global manufacturer and financial self-service organization. The project involved the setup and operation of a project management office to manage the current state assessment, process design, deployment, training and process sustainability phases across the global enterprise. Project results included the remediation of six material weaknesses, increased visibility to financial close activities for corporate financial leadership and a 10-15% decrease in level of effort associated with key close activities: contract review, account reconciliation, financial statement analytics and manual journal entry review and approval.
Assisted in structuring the project management office (PMO) to oversee the integration of $13B and $3B electric utilities. Responsible for designing and communicating the integration planning process, coordinating interdependencies across teams and tracking synergies and associated costs. Worked with senior IT executives in developing Day 1 and long term IT integration plans, organizing a Day 1 IT Project Office and assisting the client in organizing a long term IT Program Management Office to manage the execution of 60-80 IT initiatives. This resulted in identifying IT merger synergies of approximately $42M (steady state) and in-sourcing the acquired organization’s IT function.