Lead Design, Pricing, New Product Development and Commercialization, Commercial Excellence and Strategic Initiatives teams for $4.8 billion revenue Consumer Packaging segment. Focused on implementing best practices, standard tools and consistent governance processes to help drive sales growth and achieve sustainability and innovation goals. Building "one team" culture and approach as we bring together previously separate organizations.

Responsible for identifying and executing strategic projects to drive sales and EBITDA across $4 billion revenue paperboard and integrated packaging business. Also led implementation and execution of Integrated Business Planning (IBP) process across global supply chain, helping navigate pandemic and supply chain disruptions to deliver improved financial results.

From May 2017 - May 2018, led finance function for global Beverage and Consumer Mills businesses ($3.3 billion in revenue, 20+ domestic and international manufacturing locations). Built and executed strategic agenda to deliver sales growth and margin improvement across the platform. From May 2018 - May 2019, focused solely on Beverage, including a broader portfolio of strategic, commercial and operational initiatives to turnaround financial performance of business, increasing EBITDA.

Led global sales / marketing team for $800 million revenue global Beverage business spread across Americas, Europe and Asia Pacific, developing strategy and growth initiatives. Implemented integrated approach to global commercial leadership, helping create better connectivity and drive best practices, coordination, and top-line growth. Served as Beverage representative on several integration teams as MWV and RockTenn came together as WestRock.

In addition to CFO responsibilities, during last year of assignment also served as Regional Director for MWV, providing local oversight and leadership for all corporate functions in South America (HR, IT, Legal, Procurement, Government Relations)

Led full finance organization for $600 million revenue South America business, including tax, treasury, accounting, internal audit and business finance. Part of leadership team that executed $550 million capital investment in Brazilian corrugated business, including $500 million in new paper mill capacity, and drove business transformation that significantly increased EBITDA margins. Oversaw creation of finance shared services organization to support all businesses in the region.

Designed and introduced commercial excellence program in our Brazilian Corrugated business (4 plants, $450M in revenue) to prepare commercial teams for growth associated with paper machine investment.Led Bulk Container & Caixa Pronta businesses, small niche businesses composed of highly profitable, value-added corrugated products, growing sales by more than 25% during two-year leadership.

Reporting directly to MWV’s Chairman / CEO, led transformation project to organize company around end-markets vs. manufacturing platforms. Also led company’s strategy development efforts, including the implementation of an EVA/Economic Profit-based approach to decision-making.

Recruited to help build out corporate financial planning and analysis group. Improved processes around forecasting and planning, streamlining and improving deliverables for internal and external investor financial reporting. Worked closely with Investor Relations, Communications and Controllers teams on earnings call preparation and SEC reporting.

Member of M&A team with responsibilities that include evaluating potential acquisition candidates, building financial valuation models, completing due diligence, and assisting with post-closing integration.

Member of a six-person team (including CEO, CFO, General Counsel, and Board member) that designed and launched initiatives essential to the Company’s turnaround, including:Designing and implementing a plan to close 50+ underperforming restaurants, sell real estate properties in excess of $50 million, and pay down bank debt. Performed financial and operational analysis to identify underperforming restaurants.Negotiating with workout bankers during 16 months in default. Developed strategy which allowed Company to partially pay down debt while in default, allowing time to complete refinancing.Refinancing Company’s $80 million bank debt out of default. Managed the refinancing process, from initial due diligence to closing. Wrote offering memorandum and road show slides. Was member of four-person road show team.