Joshua
Karpinski

Leading enterprise business services strategy across procurement, accounts payable, vendor governance, and shared services. Resolved $8M unapplied cash backlog, restored on-time payment performance to 96%, and cleared 900+ aging AP items in 60 days while rebuilding the operating model for sustained performance.

Built enterprise process ownership design, KPI systems, and operational adoption programs for regulated utility services. Focused on SAP post-go-live performance stabilization and sustainable governance frameworks across operations.

Executive liaison across a global CIO portfolio spanning enterprise transformation, shared services governance, and technology-enabled business change. Operated at C-suite level across cross-functional strategic initiatives and organizational change programs.

Named COVID-19 collections organizational lead during the national emergency response. Coordinated 5 union-represented operations groups across collections and account maintenance — held operational continuity through the crisis while delivering 10% cost savings.

Built the strategic plan for end-to-end Meter-to-Cash performance — billing accuracy, exception queue reduction, and revenue protection across gas and electric operations. Aligned billing, customer operations, and field execution into a single performance model overseeing $11B+ in annual billing operations.

Led process excellence across back office, field operations, gas, and electric — embedding intelligent automation into core workflows. Redesigned premise validation: 75%+ manual step reduction and 11-day cycle time improvement. Identified $1.4M in automation ROI across 34 candidate processes; delivered the first 3 automations in 90 days with zero control failures.

The 18 months after go-live decide whether a transformation holds or drifts. I close the gap between launch and a system that actually runs — exception queues, performance recovery, and the governance that makes the new model the default.

Named owners with real authority. RACI that means something. Decisions stop bouncing back through committees because someone is empowered to make them — and accountable when they don't.

Metric trees that drive behavior, not dashboards that decorate. The KPI you pick becomes the operating model — choose wrong and you measure noise. I build the segmented metrics executives can actually act on.

O2C · M2C · P2P fluency for any operation where finance, customer ops, and the field share one operating system. Built across regulated utilities, designed to transfer — the intersection where most transformations fall apart, and where I do my best work.

Designing for change at the moment of friction — not training completion rates. Behavior at the keyboard is what matters. The work is making the new way easier than the old way, every time.

The weekly rhythm that turns strategy into accountability. Decision infrastructure for leaders — not status meetings. The cadence is where dashboards become decisions and decisions become outcomes.

What I write about.