Amy has over 15 years of experience in a wide range of finance and accounting functions primarily for private equity backed companies in the manufacturing and service industries. Her experience includes financial planning and analysis, overall accounting operations, acquisitions, and system implementations. She is a valuable and trusted resource for her clients, bringing a collaborative and direct approach to ensure the best partner in success in reaching client goals.
I have spent a significant amount of time in my career working through and managing the execution of month-end close processes and procedures to provide timely and accurate financials. I enjoy rolling up my sleeves, digging in, and collaborating with teams to ensure all details and significant areas are reviewed prior to distribution. I take pride in ensuring the level of accuracy and support exists for financials and understand the key role that plays into completing year-end audits.
With my experience on primarily sell-side acquisitions, I have firsthand knowledge of the additional effort required by accounting and finance teams to help bring a transaction to completion. From completing and providing reporting for the initial sale cycle, detailed due diligence, and post-acquisition implementation of accounting and processes.
Having been part of a complete system conversion project team early on in my career, I have been involved in the process from beginning to end and understand the importance of the execution of the work every step of the way. Identifying, researching, and documenting specific processes, preparing functional specifications, completing integrated testing, and performing end-user training, are all areas that are key to success in an implementation.
Knowing that processes are the backbone of executing a department's tasks and jobs, despite how long they have been in place at companies, I always start from the beginning. I like to take a methodical approach to evaluating and understanding the current state, determining where and how we could make improvements, and understanding the impact to all business areas. Once a new process is ready for rollout, a key component is ensuring those involved are comfortable with the execution of new processes for them to be successful.