Domain 01
Financial operations and compliance
Seven years across the regulated end of customer finance, escalations, identity and fraud checks, disputes, credit, and collections, plus the bookkeeping-to-projection reporting stack I later built and ran at a digital agency: monthly close, reconciliation, AP and AR tracking, invoicing cadence, and a 12-month projection.
Subject Matter Expert and Escalation Manager
Intuit · Financial Products
Feb 2013 - Jan 2018 · 5 years
ScopeHigh-volume US fintech support across the Quicken, QuickBooks, and TurboTax ecosystems, owning tier-2 and tier-3 escalations and acting as the floor's subject-matter expert.
What I did
I owned the cases nobody else could close: money movement gone wrong, identity and fraud checks, disputes, billing failures, and anything with regulatory weight. I resolved escalations end to end, set the standard for compliant handling, coached agents, and fed recurring problems back to policy and product so they stopped recurring.
Representative work
- Resolved account-takeover and identity cases requiring KYC re-validation and careful PII handling.
- Owned payment disputes and chargeback escalations, balancing customer outcome against GLBA and company policy.
- Acted as SME reviewer and approver for tier-2 agents on money-movement resolutions.
- De-escalated high-emotion, high-value customers while protecting the company's position.
- Ran root-cause analysis on repeat escalation drivers and wrote it up for policy and product.
- Maintained and improved the escalation playbooks the wider floor relied on.
Problems I solved
A stuck refund-then-rebill loop
A cohort of customers were trapped bouncing between refund and rebill, and agents kept reopening the cases. I traced it to a billing-flag mismatch, documented the pattern, and handed policy a repeatable fix that closed the loop for good.
Identity versus access
Locked-out customers wanted instant access while compliance wanted proof. I standardized a re-validation path that satisfied KYC without stranding legitimate users, cutting resolution time while staying inside the rules.
Tier-2 overload
Cases that should never have reached tier-2 were flooding it. I tightened the escalation matrix and playbooks so agents could self-resolve, and escalation volume dropped.
Tools and software
SalesforceCase-management systemsGenesys telephonyKnowledge-base toolingExcelGoogle Sheets
Reporting
Weekly escalation-trend and root-cause reports, QA scorecards, and SLA, CSAT, and first-contact-resolution tracking, plus case-aging summaries surfacing systemic issues.
Automation
Reusable response templates, case-tagging conventions, and standardized escalation playbooks that cut repeat-handling time.
Deliverables
Escalation playbooks, root-cause writeups, QA scorecards, agent coaching notes, and policy-feedback summaries.
Frameworks and terms
KYCAMLGLBAPII handlingChargebacksDisputesSLACSATNPSFCRRoot-cause analysisEscalation matrix
Worked withFront-line agents, team leads, QA, policy, and product, plus direct contact with high-value customers.
Outcomes
- Five years of tenure with progression into an SME and escalation-lead role
- Trusted with the most compliance-sensitive and high-value accounts
- Mentored front-line agents on regulated, money-movement cases
- Reduced escalation handling time and repeat volume through playbooks and root-cause fixes
Credit and Collections
City View Blinds
Feb 2018 - Dec 2019 · 2 years
ScopeOwned the credit and collections function end to end: credit assessment, receivables, recovery, and reconciliation.
What I did
I ran the full order-to-cash back end: assessing customer credit, keeping receivables current, chasing overdue balances, negotiating payment plans, and reconciling accounts, all while protecting the relationship so recovery did not cost future business.
Representative work
- Managed aging receivables and prioritized collections by risk and value.
- Negotiated payment plans that recovered balances without losing the customer.
- Ran dunning sequences and escalation for seriously overdue accounts.
- Reconciled accounts and applied cash correctly, flagging discrepancies for correction.
- Assessed credit for new and existing customers to limit exposure.
Problems I solved
A ballooning 90-plus bucket
The oldest receivables were growing faster than they were being collected. I re-sequenced collections to hit the highest-value, oldest accounts first and brought the 90-plus bucket back under control.
Recovery versus relationship
Aggressive collection risked losing good customers. I built tiered payment plans that recovered the money and kept the relationship, so recovery did not become churn.
Tools and software
QuickBooksExcelAccounting and ERP toolsEmailPhone
Reporting
Aging reports, collections status, cash-application summaries, and DSO tracking for management.
Automation
Standardized dunning sequences and payment-reminder templates for consistent, timely follow-up.
Deliverables
Aging reports, collections trackers, payment-plan agreements, and reconciliation summaries.
Frameworks and terms
Accounts receivableAgingDSODunningCredit assessmentReconciliationCash applicationWrite-offs
Worked withSales, finance, and customers directly.
Outcomes
- Kept receivables current and reduced overdue balances
- Recovered outstanding accounts while preserving customer relationships
- Brought consistency to credit decisions and collections follow-up
The finance work, up close
Recreated extracts from the reporting stack I built and ran
These are faithful recreations of four working files from my finance operations work at a digital agency: the structure, roll-up logic, cadence tracking, and automation are the real system. Client codes are fictional and every figure has been shifted, because the originals are confidential. The arithmetic still foots: every column adds up.
Recreated for portfolio use · fictional codes, shifted figures, real mechanics
The 12-month projection, built line by line from the client roster
Every revenue line is a client contract or recurring service; every expense line comes from prior-year actuals. The summary rolls up live from twelve per-month transaction tabs, so any projected number traces back to a client, a contract, or a recurring cost.
Financial projectionBudgetingRevenue modelingExpense baseline from actuals
The per-month transaction ledger underneath the projection
Each month has its own projected ledger: who pays, on what cadence, for which service. Quarterly and monthly contracts carry their cadence in the description, so a skipped payment is visible the day it fails to land, not at month end.
Transaction ledgerInvoicing cadenceAR visibilityCash timing
The client contract and renewal grid that feeds the projection
Receivables tracking by contract, not just by invoice: contract end dates, monthly dues, and a paid flag per month. The renewal and near-expiration counts at the top are what leadership actually asked about, so they sit above the grid, not buried in it.
20 active clients · 6 for renewal · 2 near expiration
Accounts receivableContract trackingRenewal pipelineCollections follow-up
The subscription and payroll tracker that syncs itself from QuickBooks
Vendor spend by billing day, with year-to-date and monthly-average columns computed per row. An Apps Script job pulls actuals from QuickBooks Online daily and writes a run log, so the sheet reconciles itself and a failed sync is visible instead of silent.
Sync run log · written by the Apps Script job on every run
Accounts payableReconciliationQuickBooks API syncAutomation with an audit trail
Why it matters for your team
If you are hiring for financial operations, this is someone who already works fluently in the regulated, money-movement world, KYC, AML, GLBA, disputes, credit, collections, and reconciliation, without needing the language explained. And the reporting stack above is not theory: I built it, automated it, and presented it to leadership every month.
