Tasha Nelson, CPA

- Oversaw full-service accounting, finance, and operational functions for 40 entities (Revenue: $791M) with a wide scope of industries.

- 2018, Rebuild AP, treasury, and accounting teams in house from outsourced company.

- Led full implementation and integration of NetSuite (ERP system), Docuware (AP invoice processing system), Chrome River (Expense Reimbursement), AvidPay (maximize rebate for company), Vena (Budgeting and Reporting tool) and Motus (Auto reimbursement program to be in compliant with State and federal requirements).

- Increased efficiencies, process improvements and using the tools implemented.

- Reduced the need for Temp Support, savings of $450K in the first year.

- Reduced head count by 3 FTEs, saving the company an additional $200K year over year through process improvement and teaching and training current staff in critical thinking skills to ensure that the complex accounting situations are completed efficiently and accurately. Streamlined the Budget

- Revision Process from 5-day manual data entry process to 1-day upload and review process.

- Revamped P-card Accounts Payable Reconciliation & Process. No accountability prior to this reconciliation. Worked with A/P & Cash Department extensively to complete a 2 year back data process and implement new process to prevent additional write-off and account for every line item/purchase on all P-cards. Previous manager wrote off $750K estimated cost, I was able to reverse $250K of that write off with accuracy, precision, and confidence.

- Daily Cash Flow Projections (Borrowings/Paydown to remain in Bank Compliance)

- Increased Controls and improves processes around Cash Handling (revamped Cash Handling Policy) resulting in a reduction of Cash shortages from $767K in 2018 (290 locations) to $429K in 2022 (343 locations).

- Weekly cash flow analysis, review incoming payments and crucial vendors. Pushing A/R to get funds quicker and working with vendors to postpone payment while not getting finance charges.

- Revamp culture within Department: one that works with current team, to teach and train critical thinking, efficiencies, and understand each employee individually. Moving, creating, and changing roles to each respective team member. Decisions based on what specific employees enjoy and their unique skills. Naturally creating efficiencies, career opportunities, and boosting morale amongst the team members.

- Worked with Accountants to teach and train the reasons why we are doing the entries being made month over month, how to add critical thinking and reviews into their process.

- Gave professional advice to team to help them in their careers to be the best they can be, where they are, continue to grow and learn other areas creating more opportunities.

- WIP/Project review: coordinate with Project Managers to manage equipment, labor and contract compliance. Net WIP Review and Analysis completed monthly to ensure timely write offs of overages and/or over costing of closed Projects.

- Monitor debt levels and compliance with debt covenants.

- Calculate and issue financial and operating metrics. Recommend benchmarks against which to measure the performance of company operations and suggest ways to achieve recommended benchmarks.

- Implemented department budgets and financial reports to hold each department accountable for their costs.

- Calculate variances from the budget and report significant issues to owners.

- Revamped and implemented Budget Revision Process to ensure Purchasing team can update in timely and accurate manner.

- Created reports in Hubble to review any potential budget busts, or takebacks, to ensure we are accurately reporting costs against revenue.

- Improved the accuracy of corporate schedule for the direct construction budgeting analysis tool, essential for budget forecasting.

- Reviewed and updated monthly 87 Proforma’s at the Project level down to the lot level (on average 700 closings/year) in Vena and JD Edwards: revenues, costs, orders, starts and closings.