• Collaborated with business leads in supply chain, store labor, rent, capex, supplies, and facilities to establish financial targets, estimate timelines on achieving targets, and assign ownership of cost savings initiatives. The financial modeling exercise led the supply chain team to explore a third-party transportation system due to challenges in achieving profitability.
• Developed a comprehensive facilities report, tracking actuals and forecast, to provide insights into spend by geography and category (HVAC, plumbing, janitorial). This helped reduced janitorial costs related to Covid-19 by 70% (averaging $500K/month).
• Constructed a capex planning model incorporating capex projections, actual budgets, and a geography multiplier for unidentified stores. The model was shared with the Physical Stores FP&A team and distributed as best practices for other Finance teams to leverage.
• Provided insight into total capex spend per store to highlight how lack of standardization leads to high financial hurdles. Reporting is used to track YoY improvements and how the business is trending towards financial goals.
• Created user friendly P/L input templates for PMs to use to estimate the financial impact of a new product/program. The output from these templates assisted leadership in making informed decisions on go or no go of these initiatives. In addition, the template incorporates a scoring component used to prioritize projects and determine the appropriate resourcing forum.
• Reduced month-end close work time by 15 hours by automating reports and standardizing procedures for offshore teams.
• Implemented fixed asset controllership procedures for capex accruals, sites under construction, fixed asset transfers, lease/rent commencement, NBV $0, and asset retirement obligation.
• Collaborated with real estate, lease accounting, and fixed asset accounting to create a store closure process that was leveraged by other Finance teams going through a closure.
