Fully owned the end-to-end revenue recognition process, from timesheet collection & processing to revenue calculation and recognition. Directed global finance process transformation for time and revenue data management across 30,000+ stakeholders, leading SAP ERP-enabled modernization to enhance operational efficiency and data integrity. Standardized and optimized regional finance practices, reducing month-end close by three days, cutting revenue volatility to under 3%, and increasing on-time timesheet compliance – improving labor law adherence and PTO accrual accuracy. Led and developed a cross-functional global team of 20, driving the design and implementation of new systems, policies, and internal controls to support scalable, compliant finance operations. Partnered with global and regional finance leadership—including Finance Transformation, Operations, CFOs, and Firm Controller—to shape and integrate time-to-revenue strategy within broader enterprise finance objectives.

Led McKinsey's internal finance function transformation efforts, including evaluation of support model, footprint, operating locations, etc.

Led the finance function for McKinsey's Japan office. Led team of five accountants, overseeing client economics, performance reporting, budgeting, and financial operations for an office with 400+ consultants with annual turnover exceeding USD 100m. Partnered with the Japan office Managing Director to execute a five-year strategic growth plan, doubling office size and driving sustainable expansion. Championed adoption of finance policies and best practices within a highly ambiguous partnership structure, positioning the Japan office as a model for operational excellence within the firm. Played a pivotal role in compliance monitoring, expense policy reform, and financial systems integration to strengthen governance and efficiency. Fostered a collaborative Asia finance community, mentoring and sponsoring junior colleagues and promoting best practice sharing across offices. Developed and implemented a global pipeline management tool, adopted firmwide to enhance client engagement and forecasting. Represented Asia offices in global and regional initiatives, including participation in the development of a global client engagement management tool. Collaborated with shared service centre teams to strengthen operational understanding and elevate service delivery outcomes. Mentored reporting team members to deepen their knowledge of office operations, resulting in improved reporting quality. Developed leadership reporting packs leveraging technology and automation to enhance decision-making.

Led financial due diligence and forensic investigations for international clients in diverse industries. Delivered insights to executive decision-makers by interpreting Japanese financial data and regulations for global investors. Strengthened operational risk awareness and governance practices in M&A environments.