Na-Taisha Williams

Responsible for overseeing the monthly, quarterly, and year-end closing processes, as well as financial reporting related to manufacturing, distribution, return, and repair costs for Microsoft devices worldwide. These costs amount to over $300 million in freight expenses within the Supply Chain Accounting team. Additionally, I provide accounting guidance in alignment with GAAP and support critical business stakeholders through financial analysis and internal reporting.

• Streamlined month-end closing procedures through automation initiatives and workflow processes, reducing time taken from 3 days to 2 days, reduced time spent on administrative task and increased data accuracy.
• Championed best practices in financial management through ongoing training programs for new and existing staff members.
• Enhanced financial transparency by creating user-friendly dashboards that displayed key performance indicators for easy tracking and decision-making support.
• Identified root cause of $7M variance in between 3rd party data vs Mercury and implemented long term fix. For FY23 - current variance is below threshold of $800k.
• Identified areas for improvement within the finance team forecasting and budget planning leading to decreased variances vs Actuals month end review meetings. Assisted in creating financial model to quickly outline P&L impact vs Rate variance, and QTD analysis.
• Trusted business partner for Finance, Logistic, Cloud, Tax, 3rd party vendor (TMC), and Operations teams, ensuring effective communication on analysis matters, fostering cross-functional collaboration, and enabled informed decision-making by presenting key findings from complex data sets in clear, concise formats.
• Facilitated accurate freight expense tracking through diligent maintenance of general ledger accounts, reporting and reconciliations.
• Developed standalone calculation template to facilitate balance sheet account reconciliation for OH Variance Sweep and Release, aligning it with Microsoft's account reconciliation policy.

Support business operations by providing financial based analysis for logistics/freight and inventory while continuously improve planning and reporting process to enhance team capability. Responsible for planning and conducting inventory audits for Third-Party Supply Chain warehouses.

• Developed, organized and implemented monthly meetings and reviews, action plans, new projects, processes and procedures for IT,BU's, and Corporate Accounting departments, resulting in use analytical and business process management to develop full scale project plans to improve.
• Managed $250+ million payment process and audit controls with 99% accuracy; $40+ million corporate freight accrual.
• Developed new and revised policies, procedures, and road-maps for Inventory & Freight that are well-written and which accurately reflect the proper level of details such as FAQ & Need to knows.
• Identified and implemented short-term and long-term solutions for complex accrual process resulting in a reduction from 3 days to 1 1/2 days completion and identified P&L disconnects to balance sheet accounts
• Synced up 3 years of data (2017-2019) from 4 data sources which include SAP, Qlikview, TMS, CASS Payment/Accrual file with 98.7% accuracy rate which led to reliable data use for forecasting model now utilized by all business units.
• Trusted partner for Corporate Accounting, IT, Logistics, AMC, and Mills dept in educating about freight process and how it effects their processes.
• Identified and explained estimated $27M variance in YoY comparison for Beverage subsidiaries in AMC.

Supervised a team of 13 Analysts ensuring all invoices were processed accurately and worked with AP/AR team to ensure all functions regarding freight invoices were executed, including process improvement and controls. Partnered with branch managers, accounting department, and logistics team on all aspects; including monthly preparation of actual-to-budget variance analysis, volume and financial forecasts, pricing analysis, metrics and financial modeling for Freight invoices for all 4 divisions.

• Coordinated with IT department to troubleshoot, test, and resolve complex problems within TMS and make decisions under conditions of uncertainty, sometimes with incomplete information, that produce effective end results which include improving accounting controls, efficiency, and reduce cost.
• Implemented new process which increased daily numbers of invoices being processed from 200 to 300 invoices (EDI) and from 50 to 80 invoices (Manually) per day for each auditor.
• Reduced errors in visibility of invoices in Oracle & SAP preventing payments to be issued resulting in 180 day decrease in aged invoices
• Led special process improvement project resulting in correction of $1M invoices incorrectly billed to 3PL branch location and identified duplicate/ late payments which resulted in recoupment of over $569k.