Financial Manager focused on fostering trust and cultivating partnerships based on accountability and transparency. Analytical CPA skilled in financial and managerial accounting practices and procedures.
Public and private accounting
Income statement certified audits
Knowledge of GAAP guidelines
Formally recognized for excellence achieved in financial analysis, budgeting, and forecasting. Reduced office expenses by finding smarter solutions for vendors, suppliers, and services.
January 2012 to January 2012
OPG GroupOhioHealth is a nationally recognized healthcare system of 21,000 associates, physicians andvolunteers, 17 hospitals, 20 health and surgery centers, home-health providers, medical equipmentand health service suppliers throughout a 41 county area.
Facilitated monthly financial reporting and prepared monthly GAAP financial statements for two physician enterprises.
Led the modeling, planning and execution of all financial processes.
Analyzed complex regulation and policy documents that directly impacted budgetary and financial matters.
Created detailed financial models and analytical tools to facilitate variance analysis.
Collaborated extensively with auditors during preliminary and year-end audit processes.
Prepared Form 990 IRS return and Ohio State unclaimed funds reporting.
Developed and implemented efficient accounting, financial and operational systems for OhioHealth Marion Area Physicians LLC and Healthworks LLC physician enterprises.
Process improvement and re-engineering of accounting procedures for net patient revenue accruals derived from EPIC electronic health records system; the physician practices business segments' implemented the first go-live system wide.
Committee Chair for the Business Development and Acquisitions and the Training Policies and procedures Committees.
Develop and implement the OhioHealth Physician Group's virtual electronic On-Boarding Training Tool.
January 2003 to January 2004
New YorkSupervising Auditor
PWC is a multinational professional service firm with offices in 776 cities and employs over180,000 people.Delivered quality service to top tier clients within the PWC Assurance and Business AdvisoryServices (ABAS) practice; this included supervising annual and financial risk assessment,planning, and analytical procedures.Assignments included large, high profile companies including the following: higher education(Columbia University), charities, foundations, social services organizations, with asset valueranging from $4,000,000,000 to $15,000,000,000.Key responsibilities included a development of risk assessments and audit plans, supervisedengagements and staff of 3-5 direct reports Fostered relationships with clients January 1999 toLoeb & TroperJanuary 2003New York Supervising Senior AuditorLoeb & Troper is a top 20 regional firm that specializes in audit, tax and consulting needs of healthcare, not-for-profit and special needs organizations.
Prepare consolidated financial statements and corresponding footnotes for NonprofitHealthcare industries.Supervised preparation of financial statement for: GAS (yellow-book), pension, OMB CircularA-133 compliance, and cost report, client size range from small ($1,000,000) to large($4,000,000,000) social services and health care organizationsCultivated management skills, including the ability to work with executive leadership team,developed staff (2-4 direct reports per project) managed (8-10) annual engagements frombudgets to billing, to completion, nurture client/firm relationships Develop audit findings andrecommendations regarding, internal control, and compliance regulations.Researched state and local IRS- related issues and accounting FASB, not-for-profit and health care industry reporting; and disclose requirementsConverted audit work papers into electronic worksheets which lead to firm-wide usewith 30% reduction in audit documentation.Participate in the campus recruitment program; interviewed candidates for entry-levelpositions.
OhioHealth Corporate SystemNew York, New YorkInternal Auditor
Planned and executed operational audits of various business units using risk-based audit methodology.
Assist with the system development education and roll out Business Associate Agreement Policy.Develop recommendations for improvement and present reports to management; perform follow-up review on the status of implementation of recommendations: maintain workingrelationships with all levels of management across the organization.Tested the design and effectiveness of internal controls by completing walk-throughs ofcomplex business processes.Analyzed patient revenue and account receivable control procedures; including AR reservemodeling process and the calculation of net patient revenue.Recruited, retained and developed staff.
January 2006 toNew 42nd Street Inc.January 2012.
The New 42nd Street, Inc.
is the organization created by the city and the State of New York that oversees the redevelopment of seven historic theaters on 42nd Street with an annual operating budget of 13,000,000.
The organization operates two of the seven theaters itself; The Victory Theater and Duke on 42nd Street Facilitated financial reporting and stewardship over this entertainment/real- estate organization's assets ($50,000,000) Managed accounting operations, accounting close, account reporting and reconciliations.Prepared organization's GAAP financial statements and Prepared financial andregulatory reports required by GAAP, laws, regulations or boards of directors Managed yearly financial audit process and relations with external auditor and served as backup for VP of Finance with human resources and benefits administration Managed a staff of three management, weekly deposits, payroll, AR, AP, inventory, credit card reconciliation, bank reconciliations, other balance sheet reconciliations, budget support, quarter end close process, and IRS compliance.Planned, organized and directed the day-to-day finance department and quarterly and annual reporting process for government grants, and city contract compliance reporting.Enforced internal controls over general ledger processing and IRS compliance, andadvanced comprehensive written accounting procedures.Directly supervised finance staff of three direct reports including selection, training, andcoaching, responsible for performance evaluation, promotions, and disciplinary actions.Mentored and coached finance apprentices as a part of organization-wide apprenticesprogram.
Worked with management to document and offset unexpected expense and varified and identified opportunities to enhance interdepartmental communication Served as project manager for the accounting system (Financial Edge) conversion, and streamlined the quarter closing process- to improve efficiency and effectiveness for allfinancial reporting requirements.Designed and worked with IT to develop general ledger interface with the general ledger(Financial Edge) during the company-wide system conversion and implementation of theTessitura Enterprise ticketing (patron information system.Served as project manager for payroll integration resulting in increased accuracy andaccountability within the processing workflow.
As a result, processing time decreased by 50%.
January 2004 toColumbia UniversityJanuary 2006New York Internal AuditorColumbia University is a private Ivy League research university with ($13,000,000,000) in assets andover 31,922 employees.
Evaluated and contributed to the plan for improved risk management, control, and governanceprocesses within Columbia University.Performed complex operational and financial audits to ensure compliance with legalrequirements and consistency with strategic plans Specialized in NCAA and Ivy Leaguecompliance audit, and fraud investigations: coordinated with Public Safety, General Counsel,and Human Resources.Assisted management with establishing standard operating procedures, as well assetting up adequate governance processes that effectively preserve values, set goals, monitoractivity and performance, and define measures of accountability.Coordinated audit projects with external auditors, PricewaterhouseCoopers.Lead meetings with key finance executives and audit team.
Keller Graduate School of ManagementBusiness Administration MBABusiness Administration
Queens College, City University of New YorkAccounting B.AAccounting Certified Public Accountant (New York) License Chartered Global Management AccountantAmerican Institute of Certified Public Accountant 1
accounting, Accountant, accounting system, accruals, Acquisitions, go-live, AP, AR, backup, balance sheet, bank reconciliations, benefits administration, billing, book, budgeting, budgets, budget, Business Development, business processes, cash management, closing, coaching, compliance audits, compliance audit, compliance reporting, consulting, conversion, Certified Public Accountant 1, Certified Public Accountant, credit, client, clients, documentation, Edge, electronic health records, external auditor, Finance, Financial, financial analysis, financial audits, financial audit, financial reporting, financial reporting requirements, Financial Statements, preparation of financial statement, funds, general ledger, government, grants, health care industry, home-health, HRIS, Human Resources, Internal Auditor, inventory, leadership, legal, Director, management skills, meetings, Excel, office, Microsoft Word, Modeling, Enterprise, payroll, payroll processing, Policies, presenting, processes, Process improvement, profit, Public Safety, quality, real-estate, recruitment, re-engineering, reporting, research, risk assessment, risk management, social services, strategic plans, Supervising, surgery, tax, variance analysis, workflow, written, year-end