Sharon King

• Drove strategic improvements to enhance operational and organizational efficiencies.
• Fostered work culture of collaboration and inclusion to increase morale and reduce turnover.
• Instituted formal operating procedures and enforced adherence to policies and regulations that impacted bottom-line.
• Prioritized and allocated valuable resources to meet business targets.
• Set strategic plans and automation goals to strengthen operations for scalability, sustainability with a growing demand.
• Led development of business operation processes and policies.
• Created a finance business transformation team focused on facilitating and delivering strategic, operational and continuous improvement projects from ideation through design.
• Developed strategies, partnered with senior executives to implement working capital strategies resulting in significant improvement in cash flow and reduction in DSO's by over 50%.
• Developed risk mitigation and management strategies for Accounts Receivables team which balances the importance of customer relationships with risk management of timely payments.
• Led and supported multiple system implementations | ERP, Source to Pay, Travel, Procurement Card, Imaging, etc.

• Progressive responsibilities while in this role: 6 management direct reports with over 45 employees.
• Enterprise Policy and program management including all transactional processing activities in a multi-system, complex environment.
• Improved Shared Services Accounts Receivables and Payables operations reducing unsatisfactory audits by 100%.
• Operations include: Customer Invoicing, Customer Collections, Credit Granting, Product Returns, Cash Application, Sales Tax Certificate Exemption, A/P invoicing, A/P Disbursements, Corporate Card Programs (Travel & Entertainment and Procurement), Source to Pay programs, 1099 Tax compliance, Business Process Transformation project analysts and manager

• Finance leader of $500M business unit. Managed 15 financial analysts supporting 7 manufacturing plants, including inventory and cost accounting department
• Partnered closely with Sales, Marketing and Operational Directors to provide financial planning, long range strategic planning, profitability analysis and reporting, budgeting, forecasting, etc.
• Supported new product introductions through financial ROI modeling, including product and financial reviews to executive committee

Plant Controller for $1.1B business unit, Supervisor of Cost & Inventory Accounting, Operations Accountant, Special Projects Analyst, Cost & Inventory Accountant, Production employee building doors and windows (1st role at Andersen)