Jan 2014 – Jan 2025 · 11 yrs · Miami/Fort Lauderdale Area

• This was a hybrid role between transformation projects and business operations for quote to cash BPO. I reviewed and facilitated opportunities for improvement through automation of processes, outsourcing versus in-house execution, remote team development, and other efficiency-based change management projects.
• Within this role, I:
• Coordinated with legal, revenue operations, sales, and tax teams, among others, to implement freight charging process for products. With the company previously charging $0 for freight, this process resulted in the recovery of $750K+.
• Optimized ERP, CRM, and legacy enterprise platforms to streamline and standardize order flow, collaborating with cross-functional departments to resolve system issues and improve overall clean orders submission process.
• Successfully reduced order cycle time by 2 days, a 40% improvement in performance.
• Grew straight-through process (STP) within 5 years, from 35% to +90%, leading scalable optimization solutions to automate 40K+ and increasing number of orders per quarter across the globe, resulting in increases in both efficiency and cost savings.
• Increased on-time delivery results to 99.7% from initial 80%, with 90% of transactions completed the same day, ensuring deliveries were all made within 3 business days from initial 5 business days.
• Managed S&OP, coordinating with manufacturing team and sales on cost predictions to improve forecasting accuracy. Developed best-in-class forecasting model, with 90%+ accuracy for hardware perspective and 75%+ for software and cloud opportunities.
• Improved SLA process, from 21 to less than 5 days from when customers/channel submitted the case or issue, classifying cases from low, medium, high, or critical to determine appropriate and timely response for customer issues.
• Provided oversight on process improvements, utilizing 8D methodologies to direct team in identifying and resolving performance gaps.

Jan 2011 – Jan 2013 · 2 yrs · Redmond, Washington, United States

• I supported 3 CIO direct reports, executing on business planning cycle for Business Units of $200M+. I lead Microsoft's relationship in the information management forum, comprised of financial best practices, industry trends and benchmarking, and managed a team of 4 analysts to set up monthly and quarterly performance monitoring system to track, analyze, and rectify actual versus plan variances of Business Units. Additionally, I drove the annual budget processes including Mid-Year Review, target setting, and year end performance matrix.
• Within this position, I:
• Significantly reduced $3.5M+ annual operating cost versus planned budget through system efficiencies, while maintaining service quality.
• Owned capital investments planning across MSIT organization, leading the development of 3 to 5 CAPEX roadmap that best aligned with MSIT operational strategy
• Drove high revenue growth through focused strategy and prioritization for $180M of annual global CAPEX purchases, achieving $10M in CAPEX savings.
• Was an active Member of CAPEX council that includes MS CIO and business leaders to discuss and review MSIT CAPEX strategy monthly.
• Was constantly one of the most accurate forecaster (-1%) within the IT group.
• Conducted analyses of costs and key performance indicators, compiling and publishing monthly actual and forecast reports and the annual budget that helped support regular business reviews.
• Developed complex financial models that influenced business decisions and helped drive cost optimization.
• Identified opportunities to optimize operational drivers for improved financial and business performance.
• Translated data and knowledge into improved trending, analysis, and tracking to drive greater insight and predictability, and used trending and benchmarking analysis to drive efficacy initiatives that resulted in more efficient use of resources.

Jan 2007 – Jan 2011 · 4 yrs · Redmond, Washington, United States

• This role consisted of both Project and Program Management responsibilities.
• Within the Project Management side, I:
• Conducted audits for management and the Audit Committee to assess effectiveness of financial, internal, and system controls, accuracy of financial records, and efficiency of operations.
• Directed, counselled, and instructed audit teams, reviewing audit program, findings, and reports for quality and true value-add to the business.
• Reviewed managements’ documentation including narratives, process flowcharts, business objectives, risks and key controls for all business units.
• Assisted with Sarbanes Oxley Section 404 compliance and SAS 70 compliance.
• Managed a team of audit team lead, 4 staff internal auditors, and 2 IT staff auditors.
• Managed external consultants as needed, including mentoring, training less experienced staff, and providing formal and informal feedback for continual staff growth.
• On the Program Management side, I:
• Developed subsidiary audit program and knowledge management framework used by internal auditors on MS subsidiary audits, as well as a subsidiary knowledge management framework for MS Corporate Internal Audit team.
• Managed the Subsidiary Compliance Excellence consulting project “Remediating subsidiary common issues and Key risks – MS worldwide program”
• Developed control self-assessment process for the entire Sales, Marketing, and Services group (SMSG) organization.
• Participated in designing and implementing end-to-end ERM program, interviewing key executives regarding the ERM framework to review the risk identification, evaluation, and monitoring process.
• Assessed and prioritized risks using calibrated (semi-quantitative methods) scale.

Jan 2006 – Jan 2007 · 1 yr · Greater Seattle Area

• In this position, I conducted audits for management and the Audit Committee to assess the effectiveness of financial, internal, and system controls, accuracy of financial records, and efficiency of operations. I developed and proposed recommendations for operational and control gaps in business processes and communicated management recommendations to senior management.

Jan 2005 – Jan 2006 · 1 yr · Greater Seattle Area

• I contributed to the strategic planning and development as a member of management team, providing solutions to the client's complex business problems through the use of written reports and presentations.

Jan 1997 – Jan 2005 · 8 yrs · Greater Seattle Area, Egypt, Kuwait

• In this role, I developed a flexible annual audit plan for my portfolio using an appropriate risk-based methodology and submitted the plan to the Assurance Leader for review and approval, as well as for periodic updates.