Natasha Volz

A strategic executive leader with extensive experience driving enterprise-wide transformations across risk management, compliance, finance operations, and digital transformation. Known for delivering measurable outcomes through complex ERP implementations, SOX Material Weakness mitigation, and cross-functional team leadership. Adept at guiding large-scale global initiatives, reducing operational risk, and building high-performing teams aligned with organizational strategy.

Brings a proven ability to bridge business processes, compliance, and technology functions to solve critical business challenges, optimize processes, and enhance governance frameworks. Strong history of board-level communication, cultural transformation leadership, and mentoring future leaders in dynamic environments.

TriNet Group, Dublin, CA

Divisional Vice President, Business Systems Jul 2023 | Feb 2025

Directed a 20-person cross-functional team to assess and implement strategic process and technology improvements across Corporate Finance, Procurement, and Incentive Compensation. Delivered enterprise-focused transformation plans and consulting expertise that enabled seamless acquisition integrations and successful change adoption.

• Cleared 30% of a multi-year backlog in 18 months and reduced incidents by 75% in 6 months by spearheading a collaborative product management model that unified finance, business, and IT for agile, aligned development.

Divisional Vice President, Back-Office Digital Transformation Apr 2021 | Jun 2023

Drove strategic planning initiatives across Corporate Finance, Treasury, Procurement, and HCM, delivering operational efficiency and post-ERP optimization. Led a transformation team of over 200 to enhance finance systems and streamline business processes.

• Led a $65M, 3-year Oracle Fusion Cloud transformation across 32 modules with <1% budget overage and financial error rate, retiring 15+ legacy systems, enabling an integrated, cloud-based ERP, EPM, and HCM operations.
• Achieved 98% of receivables and cash application automation, surpassing a 90% target, by leading the design and deployment of a custom Oracle PaaS Accounts Receivable Collections solution, reducing call volume and enabling a 30% workforce reduction through streamlined workflows.

Executive Director, Sarbanes-Oxley Compliance Oct 2017 | Mar 2021

Unified business and IT functions to establish an integrated SOX compliance program, enhancing cross-functional accountability and control effectiveness.

• Cleared seven material weaknesses in 15 months, cutting control failures to under ten annually, and eliminated a $22M/year Big Four dependency through sustainable controls and restored capital market access.
• Reduced SOX compliance costs by over 75%, from $22M to $3.5M, by building a 12-person in-house audit team and unifying IT and business controls into a sustainable, industry-aligned program within 18 months.

ADP, Parsippany, NJ

Senior Director, Finance Governance Apr 2015 | Oct 2017

Promoted to establish and lead the Finance Governance Department with a team of five, standardizing global management reporting and supporting finance integration for acquisitions and divestitures. Developed a governance model and deployed metadata tools to prepare for a global Chart of Accounts redesign.

• Reduced product count by over 70%, from 350+ to 98, by establishing a global product qualification framework that standardized P&L reporting, enhanced data integrity, and enabled faster, more informed financial decisions.
• Standardized and automated global client reporting across 100+ countries and 7 business units, reducing monthly exceptions to under three, and sales close cycle by two days to improve forecasting and financial clarity.

Global SOX Director Oct 2013 | Mar 2015

Directed a 30-member team in transforming the SOX framework into a global risk-based practice, integrating financial and IT expertise to streamline testing and enhance internal control effectiveness across financial systems.

• Reduced SOX execution costs by 20% and global controls by over 30% by unifying domestic and international functions into a single streamlined compliance team with consistent governance and audit alignment.
• Averted a material weakness disclosure during a $2B divestiture, 16% of company revenue, by validating immaterial financial impact through ratio analysis, preserving IPO value, stakeholder trust, and the transaction timeline.

Director, Internal Audit Dec 2012 | Sep 2013

Led a team of four in executing complex, enterprise-wide audits focused on Mergers & Acquisitions, Sales, Money Movement, and Bank Secrecy Act compliance, ensuring regulatory adherence and operational integrity.

• Recovered $4M in lost revenue within two months by identifying and correcting systemic discounting issues in ADP’s Canadian business, restoring forecast accuracy, and enabling full revenue capture going forward.

Quest Diagnostics, Lyndhurst, NJ

Director, Internal Audit Jan 2011 | Nov 2012

Promoted to lead a 25-person team conducting forensic and operational audits, uncovering a $10M balance sheet misrepresentation, and strengthening financial accountability.

• Implemented a global FCPA compliance program across 120+ countries in 18 months, training 2,000+ stakeholders and launching audits in 15+ high-risk regions to proactively mitigate regulatory risk and elevate compliance standards.
• Early Career Role: Manager, Internal Audit (5/2008-12/2010)

Master of Business Administration (MBA) | Accounting | University of Phoenix

Bachelor of Engineering (BE) | Engineering Management | Stevens Institute of Technology

Executive Programs & Certifications: Certified Public Accountant, State of New Jersey (reinstatement in process)