逗号简历

Reduced departmental spending by 18% by collaborating with the team on performance management routines, including rolling estimates, budgeting, forecasting, business planning, and monthly & quarterly end-reporting reviews.

Conducted in-depth analysis and provided insights to support sales, cross-functional teams, and leadership in the decision-making process that led to 15% growth in revenue versus the prior year.

Designed and ensured the successful implementation of financial reporting processes and procedures for closing, forecasting, budgeting, and trade spend optimization to enable improved decision-making in support of key metric goals.

Created a $2 Billion revenue Plan for US Operations by developing and implementing a new planning model.

Designed an Excel model that analyzed revenue and margin metrics for over 100 bottlers to evaluate performance based on budget and forecasted results.

Developed and implemented key metrics for financial demand forecasting, gap analysis, and gross profit analysis to improve the planning process and support strategic and operational decisions using Excel, Tableau, and SQL.

Increased revenue by 15% through trade spend optimization, retail strategy, and price-package planning with corporate pricing architecture and governance coherency enforcement.

Served as the Division Sales liaison for the Albertsons National Team, increasing sales revenue by 15% and profit by 12% by collecting and analyzing financial data and requests needed from the sales teams and communicating key initiatives to division teams.

Created and maintained scorecards for monthly execution of annual business plans and AMPS execution at assigned customers using MS Excel, SQL, and visualization tools.

Developed forecast and built out planning templates for sales teams to utilize each year for planning purposes with the use of databases from Nielsen, Matrix, and Excel to provide analysis for better management of annual business plans, resulting in a 15% decrease in the number of time managers spent on forecasting.

Ran daily/weekly/monthly volume reports using Matrix and Nielsen to track and monitor key business indicators; volume, revenue, gross profit, ARP, SRP, etc.

Managed all financial and process projects while maintaining a cost growth rate of less than 0.5% and an on-time delivery rate of 100% by performing earned value analysis, project invoicing, and schedule reviews for all employees.

Oversaw all manufacturing and operational quality standards duties, resulting in projection completion and rate improvements by applying the Six Sigma methodology to all administrative processes, implementing a strict project management approach to all tasks, and identifying metrics to measure the impact and progress of the improvement efforts.

Led the initiative of reducing customer complaints by 35% and cycle time by 25% by bringing stakeholders from all departments to improve internal processes and increase customer satisfaction.