Work & Impact 

0-6 months | Remote, | Large Enterprise

Project Type: Digital Transformation Road-mapping 

Problem:

Financial reporting processes were manual, time-intensive, and lacked depth in analysis across functions and business units.

Action:

Supported implementation of Essbase to enhance financial reporting and analysis. Developed role-up reporting structures, integrated data with ERP systems, and automated reporting workflows to improve efficiency and usability.

Result:

Reduced manual reporting effort, improved data accuracy, and enabled deeper financial insights across functions, supporting more effective decision making.

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6-12 months | Remote | Large Enterprise

Project Type: Process Improvement | Industry Type: Retail 

Problem:

Journal entries were highly complex and consolidated, limiting visibility into financial activity, creating confusion in account usage and reducing reporting clarity.

Action:

Assessed the current state of journal processes, reporting structure, and account usage to identify gaps and inconsistencies. Redesigned journal entries by activity, standardized account and string usage, and developed SOPs and explanatory reporting to clarify account purpose, data sources, and reporting consistency. Rebuilt reconciliation processes to improve transparency and traceability.

Result:

Improved visibility into financial activity and reporting structure, strengthened accuracy in account usage, and established consistent, standardized processes that enhanced reporting clarity and usability for stakeholders.

6-12 months | Remote| Large Enterprise

Project Type: Strategic Transformation Project Management 

Problem:

Limited financial visibility, inconsistent reporting, and inefficient close processes were impacting decision making, accuracy and created delays in financial reporting and cross functional alignment.

Action:

Redesigned reporting frameworks, streamlined month end close processes, and built dashboards to improve visibility into cost drivers and performance trends. Partnered across finance and operations to standardized workflows.

Result:

Increased performance visibility from top down, improved reporting accuracy, reduced close cycle inefficiencies, and enabled faster, more informed decision making for leadership.

0-6 months | Remote | Large Enterprise

Project Type: Process Improvement 

Problem:

Manual accrual process were inconsistent, time consuming, and prone to errors, impacting financial accuracy and compliance.

Action:

Reviewed and documented existing accrual processes to identify inconsistencies and inefficiencies. Analyzed supporting data to standardize procedures, integrated activities into system based workflows, and implemented structured controls. Partnered with stakeholders to ensure alignment and trained teams on consistent accrual methodologies in accordance with GAAP standards.

Result:

Improved accuracy and consistency in accrual reporting, reduced manual effort, and enhanced compliance and financial transparency.

0-6 months | Remote | Large Enterprise

Project Type: Reporting System Error Reconciliation 

Problem:

Discrepancies in claims accruals created inconsistencies in financial reporting and misalignment with actual expenses.

Action:

Led a detailed analysis and variance investigation to identify discrepancies. Partnered with business function and IT teams to trace data issues, improve system alignment and implement updates to ensure accurate expense allocation.

Result:

Resolved accrual discrepancies, improved financial accuracy and strengthened alignment between systems and reporting standards across international operations.

0-6 months | Remote | Large Enterprise

Project Type: Strategic Process Improvement 

Problem:

During a company-wide transformation and entry into the momentum phase, leadership lacked clear and timely visibility into journal entry activity. This limited the ability to assess close performance, identify inefficiencies, and support faster financial reporting.

Action:

Led an independent analysis of journal entry performance by extracting and analyzing data across submission, approval timing, and entry types. Evaluated cycle times between submission and approval, identified volume patterns, and assessed process bottlenecks. Partnered with cross-functional teams and IT to gather and structure data, then translated insights into actionable reporting to support process improvements and decision-making.

Result:

Reduced total journal entry volume by 37%  through increased accrual thresholds while contributing to a shorter close cycle by improving visibility into approval timing and workflow delays. Enabled the implementation of structured timing guidelines for submission and review processes and provided insights that supported process standardization, improved accrual handling, and reduced reliance on reclass entries.

0-3 months | Remote | Large Enterprise

Project Type: Strategic Process Improvement 

Problem:

The organization needed more accurate and forward-looking visibility into financial performance across key functions including HR, digital, marketing, and corporate overhead, as existing forecasting processes lacked consistency and limited proactive decision-making.

Action:

​Developed and refined forecasting processes by analyzing historical spend and identifying key cost drivers across HR, digital, marketing, and corporate functions. Partnered with business leads to align assumptions, validate inputs, and ensure forecasts reflected actual operational activity, while leveraging financial systems to improve efficiency and consistency.

Result:

Improved forecast accuracy and alignment across HR, digital, marketing, and corporate functions, enabling leadership to better anticipate financial outcomes and make more informed planning decisions. Strengthened visibility into cost drivers and supported more proactive management of spend across these areas.