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Jeffrey Voorheis

Order-to-Cash Professional; MBA, MCICM, SSOp, CPP-Master, LSSGB

MILITARY - USAF

Veteran: 1st Tactical Fighter Wing Based in Langley AFB, VA; Strategic Air Command post in Rome AFB, NY. E-4 Sergeant - Non-Commissioned Officer In-Charge of Operations & Training. Earned my BA in Business Administration while working full time in the USAF.

STRENGTHS

Key focus areas and personal characteristics

  • Team Oriented
  • Relationship Driven
  • End-to-End O2C Cycle Focused
  • Process driven
  • Change Manager
  • Stakeholder management
  • Project Manager
  • SLA and KPI Driven
  • Global Experience
  • Multi Location Team Management
  • Outsource Partner experienced
  • BI & Power BI knowledge
  • Integration experience
  • Acquisition experience
  • System Conversions/upgrades
  • Oracle, SAP, FSCM, GetPaid experience
  • Risk/Credit Management
  • Collection & Dispute Resolution

KEY PROJECTS

Key Projects & Growth Opportunities

  • ERP Conversion (Oracle EBS to Oracle Fusion)
  • Customer Master Data Cleanse and Conversion
  • GetPaid Software implementation
  • Global DSO & Dispute Project ABB
  • Global Report Development ABB
  • Global O2C Maturity Assessment developed
  • O2C Network -Global Dispute Lead
  • Managed Outsourced Provider (TCS) for ABB AR
  • Company acquisitions & integrations
  • SAP FSCM implementation
  • IMD Business School, Switzerland
  • Business Intelligence Report suite
  • Power BI AR Report Suite

SPEAKING ENGAGEMENT

2013 Guest Speaker at Shared Services Outsourcing Network (SSON) at the 17th Annual Shared Services & Outsourcing Week, Orlando, Florida.

KEY SKILLS

Full " Order-to-Cash Cycle" Approach to improving cash flow

Full picture analysis to improving the O2C cycle and the resulting cash (Quote to Cash).  Identify key drivers to delinquencies and do root cause analysis. Pareto these issue drivers to allow a focused approach to be targeted at the core of the issue. Key is to reduce and eradicate recurring issues while improving the overall process/s involved.   

Team Building & Development

Ensure time slotted for regular meetings, update huddles.  Encourage  cross training and peer support. Provide external and internal training opportunities as the budget allows. Build bench strength.   Work to develop succession plan.

Process Driven

Documentation of processes, to include desktop reference material to more detailed explanation of your activities is key.  Annual review for updates is a must.  Document what you do and do what you document.

Leverage People, Process, and Technology (PPT) to maximize results.

Organizations are held together by PPT.   Key is to find the best combination of these three key components - the right people, using the best process, and leveraging the best available technology.  Improving any of these improves the organization - and by improving more than one of these three components you have a multiplying effect of improving the organization in both efficiency and effectiveness. 

LinkedIn Articles Published

Trade Articles

  • "The Value of Earning an MBA," published in CreditToday 8/2021
  • "Organizing an AR Dispute Taskforce," published in CreditToday 8/2021
  • "Actionable Insights from Rising DSO's" published in CreditToday 12/2021

SUMMARY

  • O2C Global Process owner - Global ERP Project - Oracle on-premise ERP moving to Oracle Fusion Cloud. 
  • O2C BPO focused on improving Working Capital as it relates to the full Order-to-Cash cycle, leveraging global resources- in partnership with our European Global Process Owners, Managed Services Provider, Management, and various functional teams.
  • Global Business Services (GBS) implementation and transition experience. SLA & KPI metrics development and management. Front office setup in combination with GBS Hub in India.
  • Acquisition & integration experience (GE Industrial Solutions integration; Ventyx Software integration, PowerOne integration)
  • Project Management, software implementation experience (GetPaid, SAP FSCM; Sellara cash application automation; Power Grids Division divestiture)
  • Multiple ERP & Location (state & country)  management.
  • Focused systems experience in SAP, SAP FSCM, Business Intelligence (BI) reporting, process analysis and assessment,
  • Managed services partnerships (TATA Consulting). Experienced manager of third party outsourced provide of Collections/Cash Application/Misc. activities for legacy US ABB Business.
  • Relationship driven to foster cross functional collaboration to address organizational challenges. Stakeholder communication/meetings. Held the first US A/R Summit for US.  Held quarterly O2C Process Owner Alignment Calls with all US Controllers.
  • Training and Development.   Created instructional videos for intro to ABB AR, "AR 101" that allowed new Controllers and Analysts to familiarize themselves to ABB AR and the overall processes involved (Credit, Collection, Cash Application).
  • Active Leader in ABB's global O2C Network, traveling internationally, and leveraging the skill sets cross culturally within my organization and through our managed services partner.
  • First US AR Dispute Task Force - working with our outsourced partner, TCS, and our largest division (Power Grids), developed and implemented the pilot concept of an "AR Dispute Task Force" reducing the overdue and dispute levels by over 50%  - - an improvement of over $30M in overdue within 6 months time.  
  • Developed Cash Impact Template - Payment Terms Change.   Created an analysis tool to determine the cost of moving from one set of payment terms to another, based on the cost of capital.   
  • Created Global ABB Tools/Reports: O2C Maturity Assessment, leveraged US Invoicing Timing Report into a Global ABB Report, direct involvement in Global Credit & Cash Report enhancement, leveraged US AR Dispute Reason Code scenario guide to an ABB Global Dispute Guide.
  • Specialties: Business Process  certification, Change Management “PROSCI” Certification, Project management, relationship management, credit analysis, and contract analysis. 

KEY EXPERIENCE

2022Present

Director, Accounting Ops/Global Process Owner Project U2.0 (Oracle Cloud ERP Project)

Syneos Health

Global Process Owner for Order-to-Cash Finance work stream for Project Unify. Project Unify is tasked with moving Syneos Health frorm Oracle R12 on-premise ERP to Oracle Fusion Cloud ERP.  This is a 3 year project working with Accenture,  our System Integrator group - conversion of 4 ERP systems into a consolidated Oracle Fusion ERP.

20202022

Director, Accounting Ops/Collections

Syneos Health

Located in the global Headquarters of Syneos Health, and reporting into the SVP/CFO Clinical, currently managing the global Credit and Collections function of the organization. Hired to move the function to the next level, with a focus on improving processes and technology as warranted. Exceeded 2020 year-end cash targets, and reduced over-90 past due by 74% from Feb 2020 high water mark. On track to beat collection targets for 2021.  Developed automated AR workflows, leveraging Appian software. Developing AR Dispute Management workflow solution leveraging Appian software - moving team from manual to automated tracking of AR Disputes.

20112019

Director, Accounts Receivable

ABB Inc

Director, Accounts Receivable -GBS US, Cary, North Carolina, USA

Located in the North American Headquarters of ABB, I Managed the ABB US Accounts Receivable portfolio, including Credit,Collections, Cash Application and related activities. Includes management of our offshore third party business partner (Tata Consulting Services) , as well as our onshore team in Cary, NC, Memphis, TN, and Fort Smith, AR.  Total of 50 AR FTE. Total AR Trade Portfolio of 1.1B USD. Total invoices of over 2.5M annually. Total US Revenue about 10B USD.  Mid 2018 ABB Acquired GE Industrial Solutions - adding another 500M USD to our AR Portfolio, plus additional FTEs.

19992011

Credit Manager

bioMerieux Inc.

Credit Manager for bioMerieux, Inc.,  Durham, North Carolina, USA. Managed various departments over my tenure-from Sales Tax, Corporate Travel, Cash Application, Credit & Collections, and Insurance Risk Management. Asked by Global CFO in Lyon France to implement first global instance of the GetPaid AR solution in the N. American headquarters in Durham, NC - Successful development and launch on time and within budget. Moved to growth opportunity with ABB into Director role.

19971999

Credit Manager

Bell & Howell

Credit manager for mail processing equipment manufacturer. Industry declining, moved on to biotech opportunity at Organon Teknika, later to be acquired by bioMerieux.

19961997

AR Manager

Pepsi Cola North America

Managed the Pepsi AR portfolio for the Great West Region of the US. Recruited to Bell & Howell in Research Triangle Park, Durham, NC. Opportunity to move back into manufacturing arena at Bell & Howell. 

19871996

Credit Supervisor

Dresser-Rand Company

Supervised the domestic and international AR portfolio for Dresser-Rand, Inc. in Painted Post, NY. Obtained my MBA from Syracuse University while working full time at Dresser-Rand Company. Recruited by Executive Recruiter for position at Pepsi in NC. Pepsi purchased my home in NY State.

EDUCATION

CERTIFICATIONS

2020 - Lean Six Sigma Green Belt Certification

2019 - Lean Management Certification

2017 -  Shared Service and Outsourcing Pro Accreditation & Certification/Shared Service & Outsourcing Network (SSON)

2017 - Member Chartered Institute of Credit Management (MCICM),

2013 - PROSCI Certified - change management.

2013 - Certified Process Professional Master - Business process mapping

EXECUTIVE DEVELOPMENT

2019 -  Lean Management - Certificate  earned via SimipliLearn

2017 - “Servant Leadership: A Path to High Performance,” - Univ of Virginia Darden School of Business

2016 - “Leading Teams for Growth and Change,” - Univ. of Virginia Darden School of Business

2016 - IMD Business School, Lausanne, Switzerland “ABB Financial Leadership Program”

2012 - “Leading for Organizational Impact, “ Center for Creative Leadership