Can you briefly introduce your role and what you oversee within AmSpec?
I currently serve as Vice President of Global Finance Systems and Controls. My role focuses on helping to oversee finance control, audit, and finance-related IT transformation initiatives across AmSpec.
A major part of my work right now is supporting the systems and infrastructure AmSpec needs as the company continues to grow globally. That includes our ERP transition from Sage X3 to NetSuite, implementation of a collections system, implementation of Procurify for purchase orders, and other finance technology initiatives designed to help the company scale more effectively.
In many ways, the goal is to modernize the finance systems behind the business so our teams have the tools, structure, and visibility they need to support AmSpec’s continued growth.
What does a typical day look like in Global Finance Systems and Controls?
Right now, a typical day involves a lot of project coordination. We have several major workstreams underway simultaneously, and each has dependencies that need to be managed carefully.
AmSpec operates through approximately 120 legal entities across around 60 countries, so implementing systems globally is not as simple as switching one team over to a new platform. Each entity must be brought into the appropriate systems, connected to the broader finance stack, and fully onboarded in a way that supports both local requirements and global consistency.
Much of my day is spent on calls, keeping projects moving forward, working through dependencies, and making sure the different workstreams stay aligned.
How does your function support AmSpec’s global operations and growth?
Finance systems and controls are an important part of building a company that can continue to grow without creating unnecessary complexity or risk. As AmSpec expands, the systems behind the business need to support that growth.
Our work helps create stronger processes, better visibility, and more consistent execution across regions. When the finance infrastructure is stronger, it supports better decision-making, better controls, and a more scalable operating model.
The systems may not always be the most visible part of the business, but they are critical to helping the company operate effectively across a large and growing global footprint.
What led you to specialize in finance systems and controls?
My path into this area was not exactly planned. I started my career at Enterprise Rent-A-Car in their management program and spent five years there, including time as a branch manager.
I came to AmSpec through a college connection. Will Lerman, who had joined AmSpec before me, encouraged me to take a look at the company. I joined AmSpec in an accounts receivable role, and from there, the opportunities continued to expand.
Over time, I became involved in many different areas of accounting and finance, including consolidations, systems implementations, and broader finance operations. Because AmSpec was growing so quickly, there was always more to do and always another opportunity to take on. I was willing to step into those opportunities, and my role grew from there.
Can you walk us through your career path leading up to this role?
I have been with AmSpec for nearly 13 years. I started in accounts receivable and gradually expanded into different parts of the accounting and finance function.
Over the years, I have worked across many areas of finance and have been involved in multiple system implementations. That experience gave me a broad view of how the business operates and how finance systems can either create bottlenecks or help remove them.
Being part of a growing company has shaped my career. There was never a shortage of challenges, and that created opportunities to learn, contribute, and take on more responsibility.
What are the main priorities for your team right now?
Our biggest priorities are the major transformation projects currently underway. We are focused on moving entities into NetSuite, implementing supporting finance systems, and continuing to improve the tools and processes that support our order-to-cash and finance operations.
These projects are still active, so it is hard to look back and call any one of them complete yet. Right now, the priority is execution. We need to keep each project moving, make sure the right dependencies are addressed, and bring each part of the business into the new systems in a thoughtful and consistent way.
How do strong finance systems and controls contribute to operational excellence?
Strong finance systems and controls help create consistency, accountability, and confidence. They make it easier for teams to work from reliable information, follow clear processes, and support the business as it grows.
In a fast-growing global organization, strong controls are especially important. You need systems that drive efficiency, but they also have to meet audit requirements and governance expectations. The balance is making sure the company can move efficiently while still maintaining the structure and discipline needed to protect the business.
How would you describe your leadership style?
I have always believed in leading by example. I want my team to know that I would never ask them to do something I would not do myself or have not done myself.
That approach comes partly from playing sports. I played quarterback, shortstop, and point guard, which are leadership positions, but they also teach you very quickly that success depends on the whole team. You are only as strong as the people around you.
My goal is to help get the best out of the team and make sure they get recognition for the work they are doing. If the team is performing well, that reflects positively on the leader. I have never been someone who wants to sit back and take credit for other people’s work.
What do you value most when building and managing global teams?
I value people who understand the team aspect of the work. In a global organization, you have to think beyond your own function, entity, or region. The work has to support the broader business.
That means listening, understanding different needs, and making sure people feel included in the process. At the same time, you also need a clear sense of what the organization is trying to accomplish. Not every request can be handled exactly the same way, but people need to know that their feedback was considered and that decisions were made with the bigger picture in mind.
What are some of the biggest challenges in managing global finance systems?
The biggest challenge is designing systems for a company as broad and complex as AmSpec. We have teams operating in many different countries, and each region can have different needs, requirements, and ways of working.
When you are building new systems and processes, you cannot design only for one region or one use case. You have to design for the company as a whole. Earlier transformations were more focused on North America, but as AmSpec has grown globally, we have had to think more broadly.
That requires a clear understanding of what we are trying to accomplish, the ability to take feedback from different regions, and the discipline to build systems that can support the organization at scale.
How is digital transformation impacting finance systems at AmSpec?
Digital transformation is a major part of what we are working through right now. The finance technology stack is changing, and we are building systems that are better suited to the size and complexity of the company today.
There are also new tools, including AI, that create opportunities for efficiency. The important thing is to be open-minded without chasing every new trend. We have to ask where a tool can genuinely help, where it can improve efficiency, and how it fits into a system that still needs to be controlled, reliable, and audit-ready.
Technology is changing quickly, but the fundamentals still matter. The goal is not to adopt something because it is new. The goal is to use the right tools in the right places while maintaining strong governance and controls.
What motivates you in your role every day?
I am motivated by the challenges and the puzzles we have to solve each day. The work is not repetitive, and every day brings something different.
Not every part of the work is fun, but there is satisfaction in getting through a difficult hurdle or moving a project closer to the finish line. Each step forward gives you energy to keep going.
What do you enjoy most about working at AmSpec?
One of the things I appreciate most about AmSpec is the opportunity it has given me to grow. We often describe AmSpec as a “small, big company.” It is large and global, but there is still a level of access and collaboration that is unique.
You can be in a room with senior leadership and know that your opinion is being heard. At the same time, you can work directly with people across the business and stay close to the details. That combination has allowed me to take on new opportunities, grow within my role, and continue moving my career forward.
What advice would you give to someone entering finance or systems management today?
Stay open-minded, especially as technology continues to change. There are always new tools and new ideas, and it is important to understand what is out there.
At the same time, do not chase every “flavor of the week.” The key is to evaluate where technology can truly create efficiency, where it can support better processes, and how it fits into the controls and governance the business needs.
In finance systems, innovation matters, but reliability matters too.
How do you like to spend your time outside of work?
I have two young kids, ages five and three, so they keep me busy. They are starting to get involved in sports, which has been fun.
I also have a band called Long Story Long. We have a few albums on Spotify, and I am currently finishing the mix on another one. We do not get to play as much as we used to, but we still record music when we can. It is a good creative outlet and a fun way to stay busy outside of work.