Stacie A. Williams

• Export Operations Manager adeptly performs at both a strategic level and brand support level, as well as a tactical / operational level to support Vehicle Program Launches and successful execution of Order Fulfillment Business Processes.
• Performed role of primary liaison between the China GM Premium Import (GMPI) and South American country's Import Sales Teams and Order Fulfillment for Order-to Delivery / Distribution trade flows. I performed the crucial roles of relationship builder, advocate and subject matter expert for the designated countries of sale including, China, Argentina, Brasil, Chile, Colombia, Ecuador, Peru and Uruguay.
• Commanded the multi-disciplinary role of touching aspects of all product elements, scheduling logistics, quality and aftersales.
• Augmented strong relationships and communications with Marketing Channels, Product Marketing, Program Engineering Teams, Outbound Logistics, Finance and Country of Sale Teams.
• Consulted on behalf of Order Fulfillment related activities as they impact cross-functional new Vehicle Launch Teams, Vertical Meetings for Non-Launch Products and North American Schedule Proposal Meetings
• Provided robust analytical horsepower for decision making including Center of Expertise (COE) for Order Fulfillment data and business processes, Common Process Templates (i.e. Special Edition Vehicles, New Vehicle Option Readiness and Vehicle Accessories) and Specialized queries and/or Reports.
• Key Competencies include (1) Highly proficient in written and oral communication (2) First-rate level of problem solving and customer service skills (3) Elite level of analytical ability including able to research and resolve complex issues / situations (4) Superior organization and planning skills (5) Excels in detailed oriented work (6) Superior critical thinking skills dependencies (7) Unique capability to collaborate effectively with others (from superiors to subordinates) (8)Extensive Knowledge of total Enterprise operations and dependencies (9) Extensive knowledge of GM Systems: Order Workbench (OWB), Production Order Management (POMS), Vehicle Transportation Management System (VTIMS), Overseas Credit Approval System (OCAS), Systems, Applications & Products in Data Processing (SAP).

• GM disbanded International Product Center (IPC) in late 2013 and GM Overseas Distribution (GMOD) export activities, in bulk, were absorbed by Global Business Services (GBS) Detroit for Treasury, Sales and Marketing Finance, in addition to the typical GBS Finance typical service catalog. Key Sales and Marketing Finance Activities included:
• (1) Trade-related Exposure Management
• (2) Trade Financial Instruments Review, Analysis and Custody
• (3) Financial / Payment Terms Validations
• (4) Order / Credit Risk Management & Business Owner of export system, Overseas Credit Approval System (OCAS)
• GMNA Export Trade Finance activities require a high degree of business and market risks knowledge, coordination with various GM / non-GM Teams (typically domestic and foreign financial institutions) and are highly exception-based in terms of credit management, trade instrument approvals and set up as well as management in OCAS.
• Significant downstream risk if export system is not properly maintained, exposing GM to financial risks, including payment risk, inaccurate invoicing, delays in vehicle order releases for production and export shipment holds
• Most impactful Regional Export Markets for non-Allied entities include: Middle East Region, Israel, Egypt and North Africa Region.

GBS Finance Export Order / Credit Risk Management Activities

• Successfully managed $4.3 Bil in annual receivable balances (Allied - $2.3 Bil and Non-Allied - 2.0 Bil). 90% of all non-Allied entities Customers reside in the Middle East Region.
• Execute corporate export credit policy, per annual Treasurer's Office Policy Manual
• Established and monitored Dealer / Distributor Credit Lines from initial vehicle order placement ultimately to vehicle shipment to importing country
• Assessed and managed financial release of (1) production (inventory) and (2) shipments (receivables) using export system (OCAS)
• Managed relationship with D. F. Young (customer-driven, full-service international freight forwarder and customs house broker with a global presence) of more than ten professionals for both Allied and non-Allied entities including Invoicing, Documentation and Operations disciplines

Financial System Business Owner (OCAS) Activities

• Protected GM vehicle assets by controlling overseas dealer's financial status and vehicle order pipeline prior to releasing vehicles for shipment to dealer
• Controlled dealer's Credit Lines / Letters of Credit and monitored receipt of dealer's payments
• Approved orders for vehicle production and overseas shipment, dealer diversions and payment term changes based on the dealer's financial status
• Export system (OCAS) provided flexibility by utilizing various payment term options: Letters of Credit, Cash Advance, Export Financing (with Standby Letters of Credit and Bank Guarantees)
• Controlled dealer's vehicle pipeline from Order Acceptance to Vehicle Delivery, provided daily Dealer Status Reporting (pipeline and payment statistics), provided daily Order Status Reporting (Vehicle Event progression), Vehicle Pricing, and Accounts Receivables balances data inputs for Foreign Currency Forecast Reporting to Treasurer's Office
• Maintains vehicle invoice data integrity between SAP, Vehicle Billing and Accounts Receivables (VBARS), OCAS and D.F. Young systems.
• Controlled Summary Invoices (Drafts) issued by D. F. Young, monitored invoice / shipment data and generated error reports, allowed Dealer's payment reconciliation at a Draft and VIN Level as well as provided Dealer / Allied Customer Financial Status Reporting and Ordering Pipeline Reports.

• Embarked on International Temporary Assignment Program (ITAP) with relocation to Sao Paulo in October 2014. ITAP assignment enhanced the connection between my Team and Cross-Functional Team (Finance, IT, Legal and HR) on a multi-country, as well as on multi-cultural basis.
• My foreign assignment further reinforced and enhance my long-held belief that despite differences in language, culture and the apparent lack of shared experiences, common ground and mutually beneficial outcomes are always achievable. Although my connection with my Team was strong prior to the commencement of my ITAP assignment, both the members of my Team and Cross-Functional Teams and I, enjoyed closer alignment and were better equipped to dare to think innovative, outside-of-the-box strategies and realize the synergistic powers of one highly cohesive team when given the opportunity to interact on a face-to-face and interactive basis when working on the same continent / in the same country and in the same city.
• Performed leading role in the design, development and implementation of a Global Dealer Risk Management Optimization (DRMO) model with direct responsibilities for North America an South America. As part of the Core Team assembled, I led the charge to provide a global, best-standards audit approach for sales incentives an warranty claim processes, with a specific focus on risk-based selection and testing enabled by data analytics
• Shepherded the development, implementation, and execution of a new dealer audit process to function in concert with the Dealer Risk Management / Optimization (DRMO) model for addressing financial risk on a global scale, identification of activities necessary to implement the global dealer audit approach and evaluation of the organizational structure required to support standardized dealer audit activities globally
• Led the training of and participation in all phases of User Acceptance Testing for the Dealer Risk Management / Optimization (DRMO) model for North America as well South America Dealer Auditors and Audit Reviewer / Closers (total audit staff count of 22 professionals).
• Played lead role in identifying and analyzing high-risk factors related to new-vehicle ales incentive and new-vehicle warranty campaigns and the formulation of enhanced internal control recommendations in collaboration with cross-functional staffs from various countries in North America and South America to mitigate financial risk to the overall Enterprise.
• Able to write and speak Spanish and have a good working knowledge of Portuguese to foster effective communication with my South American direct reports and colleagues.

• Performed and presented comprehensive risk analysis for audit candidate selection to manage field audit work for sixteen (16) 2009-2010 CY / ten (10 2011-2012 CY Dealer Auditors and three (3) Audit Reviewers 2009-2010 CY and two (2) Audit Reviewers 2011-2012 CY. Additional responsibilities included the development and presentation of training materials / best audit practices to all-new and carryover resident auditors, provision of day-to-day counsel to field auditor requests and inquiries, Incentive Audit and Reporting (IAR) system subject matter expertise (SME), Dealer Audit Application (DAA), specialized access database to record field audit findings, subject matter expertise (SME) and overall audit support including collaboration with cross-functional teams (Finance, Sales/Marketing, IT and Legal) and outside vendors (R.L. Polk, Dun and Bradstreet, Maritz (SFE, EBE, Sales Manager, Sales Consultant sales incentive programs and various other sales incentive programs), Business Incentives Worldwide and Lexis/Nexis to ensure optimal risk/exposure mitigation on on an continual basis.
• Updated and revised the existing risk assessment methodology in 2009 upon joining GM Audit Services, Dealer Audit, to reflect the contemporary sales incentive landscape. Formulated risk hierarchy for sales incentive programs based upon incentive type and key risk factors, devised new business intelligence rules based on current audit findings, created a decision tree chart for dealer audit state statute of limitations and developed new audit preparation procedures utilizing the risk hierarchy and the introduction of the MS Excel Add-in Sampling Tool.
• Conceived, articulated and developed the industry-leading Sales Incentive Pre-Payment Validation Process System from the initial concept conceived in 2010 until its eventual launch in 2012. Served as Key Stakeholder in all phases of the System Development Process in 2011 (Phase 1) and in 2012 (Phase 2), which includes real-time pre-sales incentive claim payment validation. Real-time pre-payment validation verifies customer eligibility based on qualifying data and stops those payment of sales incentive claim submissions deemed ineligible. Such a pre-payment process stopped payments of approximately $15 Mil in ineligible sales incentive claim submissions in 2012.
• Led and participated in all phases of the System Development Process for Global Risk Management / Optimization (DRMO) model in 2011 and 2012, as the Business Owner of the model and Project Steering Committee Lead, both for North America. Provided subject matter expertise (SME) and collaborated with other GM Regional Stakeholders in developing business requirements and system outputs. DRMO will enable further consolidation of Global Dealer Audit activities.
• Analyzed, evaluated an executed global consolidation of Dealer Audit activities for GM of Canada, GM de Mexico an U.S. Audits by Mail, under the GM Audit Services- Dealer Audit umbrella. Developed comprehensive Integration Project Plan based on extensive data processes and systems information gathering from face-to-face meetings as well as coordinated conference calls with GM of Canada, GM de Mexico and U.S. Audits by Mail staff members.
• Formulated and executed year-over-year improvements of at least 20% in the process flow efficiency as Manager of GMAS Audit Reviewer/Closers in 2006-2008 with carryover staff (as Supervisor of U.S. Audits by Mail staff), with carryover staff and 13% in 2009, with 9 carryover field auditors and 9 all-new field auditors. Continuous double-digit year-over-year improvements were realized in 2010 and 2011, despite staff reductions of field auditors.

• Led in the identification of key risk indicators associated with incentive programs, development of internal control recommendations, analysis and presentation at quarterly VSSM Leadership Sales Incentive Controls Risk Oversight Committee Meetings
• Performed and presented comprehensive risk analyses on Standard for Excellence (SFE) Program on an ongoing basis. Identified key risks, most notably in the GM Rent-a-Car / Courtesy Transportation Programs and Fleet Reported Retail Deliveries, which drove major program policy changes by top VSSM Leadership, thereby reducing GM's financial risk exposure of tens of $Millions.
• Created SFE Audit Procedures and provided training to GM Audit Services Field Dealer Auditors on such procedures. Assumed leadership role for SFE training to Field Dealer Auditors as SFE Program parameters continually evolved from one quarter to the next.
• Created internal controls and lead the coordination of the implementation for new Global Fleet Account Number (FAN) system. Collaborated with Global FAN Stakeholders. Created detailed process flow charts documenting Global FAN application and approval process. Such internal controls could potentially save GM $Millions related to FANS being granted and utilized by ineligible customers post-implementation.
• Utilized exceptional analytical skills to routinely select audit candidates for Vehicle Deal Jacket Reviews, Mail-Out Audits (audits by Mail) an In-Dealership (Field Audits).
• Effectively managed an guided the development of several analysts through well-established interpersonal, teambuilding and partnering skills. Routinely demonstrated enduring patience and extraordinary proficiency in the training and motivation of other staff members.
• Managed GM Audit Services - Dealer Audit Administrative function, one staff member. Created and executed year-over-year improvements to process flow for audit administration by at least 20% from 2005 -2009.
• Played key role in the successful launch and execution of post-launch system upgrades to the industry-lading Incentive Audit and Reporting (IAR) system. Roles included extensive data validation (GM and external data sources), on-going data integrity maintenance, database edit rules evaluation / refinement and re-engineering of IAR sales incentive maintenance process to accommodate Vehicle Incentive Management system (VIMS) in 2006 to be eventually replaced by Incentive and Offer Management (IOM) in 2011, integrations.

• Provided rigorous analysis/insights regarding such actions and resulting impacts on J.D. Power Information Network (PIN) bi-weekly market share meetings and financial considerations for VSSM Leadership Market Update Meetings, Team 29 (Industry Market Share Target of 29%) and GMIA (segment forecasters and analysts)
• Demonstrate proficiency in the ability to anticipate future competitive pricing and sales incentive program movements/matches and formulate novel and/or below-the-radar strategies to combat competitive threats.
• Successfully collaborated with VSSM-Finance staff to routinely publish / communicate accurate and timely competitive pricing and sales incentive actions to top VSSM Leadership and Field Organization Staff,
• Performed detailed and illustrative analyses of sales incentive program effectiveness for programs such as Keep America Rolling (following the 9-11 World Trade Center bombing) and other ad-hoc programs. Special Projects of note included: Dealer Profitability Analysis and its presentation to a Dealer Council Meeting in Detroit, Retail.com (test pilot analysis and presentation to VSSM Leadership, GMPP test pilot analysis for NASB Review and on-going Competitive Warranty subject matter expert (SME).

• Performed extensive, detailed analysis of competitive pricing actions for U.S. Domestic and Import Manufacturers (model year introduction and subsequent interim model pricing actions). Communicated and presented all competitive pricing actions and issues to top GM and VSSM Leadership.
• Created, maintained and distributed vehicle segment price files and price ladders
• Instituted process improvements to competitive pricing methodologies utilized in pricing / sales incentive analyses and the application of comprehensive pricing and product program expertise on special projects.

• As Brand Financial Analyst (BFA), I served as liaison to the Pontiac Grand Am and Aztek Marketing Teams in the development and implementation of the annual Budget / Business Plan process encompassing pricing and profit enhancing initiatives, monthly Sales Allowance Forecasts, Profit Line Profitability (PLP) analysis and Management Summaries for current and future products.
• Served as coordinator / consolidator for all Pontiac brands for the 1999 Budget and Business Plan processes to review and submit for final approval in April 1999.

• Member of Ford College Graduate Program designed to assimilate high caliber graduates into the workforce through four to six select assignments.
• Assignments involved the development and implementation of the Engineering Operating Budgets of various departments under the Car Product Development umbrella, including all aspects of the Business Plan and Cost Reduction Objectives.
• Prolific in the preparation and analysis of monthly Budget Performance Reports, Engineering Financial Forecasts and Management Summaries.
• Evaluation of Property and Real Taxes, including asset base valuations, tax rates and expense allocations methodologies.

• Responsible for the development and implementation of computer-based models and planning tools for financial futures and interest rate swaps utilized in liability / risk management.
• Used Lotus 1-2-3 extensively for reports
• Received, processed and entered short-term and medium-term Commercial Paper trades in Cash Management System on GM Acceptance Corporation Commercial Paper trading floor.
• Identified and rectified issues and/or discrepancies related to past trades via voids, cancellations, repurchases and clearance of bank reconciliations.