ZAKAHRA WHITE

Lead and assisted with audits of medium to large public companies primarily technology/SAAS, manufacturing, and biotech with 80% being first-year clients. Provided flexible leadership, collaboration, and sound communication with the team and client.

• Revamped walkthrough and test of controls process, work plan, and control matrix for multiple public company audits.
• Assessed risks and internal controls, identifying areas of non-compliance and evaluating manual and automated financial processes.
• Maintained professional and technical accounting knowledge utilizing EY Learning classes and workshops.
• Performed auditing work in accordance with EY's rigorous auditing standards and principles.
• Mastered auditing procedures for researching, writing and finalizing audits

As the Division Controller, I provided leadership within the department to implement, improve, and maintain the system of internal controls as required by Sarbanes Oxley for the newly created division. Annual New homes Sales are approximately 800.

• Worked with Corporate Asset Manager to improve the land acquisition, banking, and development organization and recording process.
• Recruited and hired accounting personnel for the newly created division.
• Improved efficiency of weekly accounts payable entry and run process with the assistance of the new accounts payable staff.
• Provided treasury and cash management by overseeing reconciliation of banking activity, credit card processing, and sales tax returns.
• Prepared and supervised accurate, efficient, and compliant completion of monthly financial reporting packages.

Partnered with the VP of Finance to lead a team of four staff, process review, and improvement, and lead the team through monthly, quarterly, and year-end reporting. Annual New Home Sales are approximately 1,000.

• Partnered with VP of Land and Land Assistant to implement a process that ensured land development budgets were audit ready by being complete accurate and supported with verifiable contracts and estimates.
• First division Division Controller in 5 years to take initiative to consistently lead, manage, and mentor two closing coordinators who are members of the Finance Department
• Created and distributed multiple daily and weekly reports on internal data trends, financial performance, and operational KPIs.
• Worked with internal audit to ensure compliance with all internal controls and accounting policies.

Promoted to Assistant Controller of the Reno Division to be responsible for all aspects of accounting and finance for the newly created division. Focusing on partnering with the Division President and Key management to optimize and achieve the division objectives established in the Annual Division Forecast (Business Plan).

• Performed a thorough review of all SG&A accounts resulting in a significant forecast reduction to align with new division goals.
• Identified errors in Base Direct Cost Budgets and implemented a process to eliminate impact on margins.
• Trained, coached, and mentored staff in all departments on JDE and financial processes to ensure control compliance and drive business results.
• Revised application of permit credits, resulting in more accurate cost application, and reducing the need for future purchase of permit credits.
• Coached and mentored Land Development Managers on proper budgeting and contracting for over $ 220 million in land assets.

As the Senior Account for the Nevada Division, which included Las Vegas and Reno, I managed all financial reporting and worked with the Assistant Controller to improve the efficiency of the accounting department.

• Created new month-end land acquisition and development budgeting and variance analysis processes for over 45 communities, to be in line with internal controls.
• Created and organized online month-end folder system which significantly improved record retention and audit readiness.
• Improved process documentation of 75% of the accounting department's standard operating procedures, allowing for increased efficiency and future staff to onboard quicker.
• Worked with Division CFO and Assistant Controller on the financial forecast, unit objective, sales margin analysis, and land spend.

As the Senior Financial Analyst for the Las Vegas Division, I partnered with the Director of Finance and Division President to improve operational efficiency and cultivate cost reduction and increased productivity.

• Created zero-based budgets for the FY16 and FY17 overhead accounts, including SG&A, improving expense and revenue forecasting.
• Worked as a trusted business partner for Senior Management on how to effectively manage their department's budgets and reduce costs.
• Delivered financial oversight and advice to corporate stakeholders to improve strategic planning.
• Prepared and reported monthly and quarterly financial results to the Division President and Corporate Leadership.
• Lead and managed backlog and spec margin reporting to ensure the proper pricing and cost application across all communities.

Acting Senior on multiple financial statement audits for medium to large technology, home building, non-profit, and manufacturing companies.

• Trained interns and new assurance staff on accounting principles and company procedures.
• Collaborated with managers and principals to drive communication and service delivery.
• Worked closely with clients and decision-makers to perform a wide range of assurance procedures.
• Prepared working papers, reports, and supporting documentation for audit findings.
• Interviewed business owners, explained audit scope and conducted exit interviews of audit findings.

As an Experienced Audit Associate, I worked on audit engagements for public and private technology and gaming companies. With 90% being first-year audit clients.

• Prepared working papers, reports and supporting documentation for audit findings.
• Performed auditing work in accordance with GAAS (Generally Accepted Auditing Standards) to meet rigorous standards.
• Completed planning, budgeting, and fieldwork and for audit engagements.
• Performed extensive assessments of payables and receivables, equity, debt and revenue to verify accuracy in financial reports.
• Identified control gaps in processes, procedures and systems through in-depth research and assessment and suggested methods for improvement.